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Drawing on interviews with two types of essential workers – wound clinicians and care workers – the chapter examines stigma management in dirty care work through the lens of emotion management. The study combines two dimensions of dirty work: physical taint in relation to bodywork and social taint linked to working in close proximity to socially stigmatized clients. Hence, stigma management extends to dealing with the physically and socially dirty features of essential care work. In addition, the authors’ assessment of social stigma includes how essential care workers also sought to alleviate the social stigma encountered by their clients. In so doing, the authors extend the literature on dirty work to identify how emotion management skills are central to the stigma management strategies of the essential care workers in this study. The authors demonstrate how both groups deal with their stigma by emphasizing the emotion management skills in ‘doing’ dirty work and in the ‘purpose’ of this work, which includes acknowledging how the authors attempt to address the social taint encountered by their clients. Additionally, by comparing two occupations with different contexts and conditions of work, the authors show how complex emotion management skills are gendered in care work to expand the understanding of gender and stigma management. Furthermore, these emotion management skills emanate from the deep relational work with clients rather than through occupational communities. The authors argue that by focussing on emotion management, the hidden skills of dirty work in gendered care work are illuminated and contribute to contemporary debates about whether stigma can be overcome.

Foreign initial public offerings (IPOs) typically face capital market liability of foreignness (CMLOF) caused by factors such as institutional distance. Firms must overcome CMLOF by utilizing their resources, such as chief executive officer (CEO) human capital, to compete successfully in the global marketplace. Using signaling and human capital theories, this study examines how institutional distance and CEO human capital impact foreign IPO performance.

We analyzed 318 foreign IPO firms from 43 different countries listed on ten stock exchanges using pooled hierarchical OLS regression.

We found that the CEO’s general international experience, foreign education, and international experience in the host country are negatively related to IPO performance. Also, host country-specific experience was more negatively related to IPO performance than general international experience. The CEO’s functional background moderated the relationship between a CEO's international experience and IPO performance.

The study contributes to the top management team and IPO research by demonstrating that previous findings on the role of CEO human capital on firm outcomes cannot be generalized to the foreign IPO context. The intriguing results raise critical questions regarding a CEO’s impact on foreign IPO performance, underscoring the need for further research.

This paper examines how Russian multinational enterprises (MNEs) operating in the metallurgical industry strategise under the highly complex conditions of their home institutional environment.

The findings are based on a qualitative multiple-case study of eight Russian metallurgical MNEs that took place in 2014–2015. The authors conducted 34 semi-structured interviews, made observations and took reflexive field notes.

The analysis reveals that Russian MNEs utilise four different strategies–cooperation, persuasion, avoidance and adaptation–when dealing with federal and regional home governments. These MNEs simultaneously utilise multiple strategies while capitalising on their own organisational attributes.

Unlike many other studies, this paper examines institutional complexity within two distinct layers of the Russian Government, regional and federal, rather than considering the aggregate notion of “home government”. The paper also identifies and analyses MNEs’ specific strategies to navigate different layers of institutional complexity.

This paper aims to explore the impact of social segregation and exclusionary workplace hazing during lunch breaks on newcomers’ relational quality during the early socialisation phase.

This study draws on data from a qualitative study based on semi-structured interviews with recently employed nurses (n = 19) and nursing students (n = 42) about their workplace hazing experiences. The data was analysed using reflexive thematic analysis.

The analysis revealed two main themes: “feeling isolated” and “justifying self-exclusion.” Newcomers reported feeling humiliated when subjected to exclusionary hazing by experienced colleagues, leading to feelings of alienation and impacting their relationships with their new colleagues. Newcomers tended to distance themselves in various ways and justified this behaviour as a means of self-care.

This paper adds to the limited knowledge about the effects of newcomers’ exposure to workplace hazing during their early socialisation. It provides a relational perspective on the consequences of workplace hazing and explains how the social context influences the normative expectations of newcomers.

A central tension in routine dynamics is the paradox of the [n]ever-changing world: how can we consider each routine performance as unique, when it is simultaneously a recognizable variant of the behavior from the past? Emergent from this paradox is the question of how we can consider routines to be the “same” over time, even as they change. Organizational traditions, which often persist over decades, present a potentially informative case of this paradox as their core rituals are simultaneously recognizable and recognizably in significant flux over the long-term. In this paper, the author draws on a case history of “the Unicorn,” a tradition at a US summer camp that began as a quiet activity for a few children in 1985 and by 2017 had become a weekly spectacle witnessed by hundreds of campers. By drawing on routine dynamics and tradition literatures, the author shows how action visibility and influence by different organizational constituencies over time slowly enabled these changes. This longer-term lens helps illuminate the under-researched, mutually constitutive relationship between routines and traditions, and their long-term dynamics.

The purpose of this paper is to investigate the ending of fee-free higher education in Australia for overseas students in the 1980s, and the ways in which the government managed the diplomatic relationships that were affected by this policy shift. The introduction of fee-free higher education in Australia in 1974 was incredibly popular, and the end of the program in the late 1980s created difficulties for individuals, families and diplomatic relationships.

Using a mix of secondary sources and archival documents, this paper has a historiographical element, and an element of analysis.

This research finds that the ending of fee-free education created significant diplomatic issues with a number of Australia’s regional neighbours. It also created issues for individual students and families. The solution to these problems was, in large part, a scholarship scheme called the Equity and Merit Scholarship Scheme (EMSS). The EMSS was designed, in part, to address the issues created by the end of the fee-free program. However, the design of the scholarship scheme also created its own diplomatic issues with a different cohort of nation states.

There is limited scholarly research into the history of international education policy in Australia. This research draws on the work of some scholars of international scholarships, as well as historians of universities and education more broadly. This research adds to a growing body of work in the field of Australian international education history.