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The purpose of this paper is to understand the implications of anticipated discrimination for women and racial minorities when they lose out on an opportunity for a promotion to a similarly qualified non-minority colleague.

A sample of 248 participants who were full-time working adults residing in the USA were randomly assigned to one of four versions of the scenario in which a coworker was either a White male, a White female, a Black male or a Black female coworker is offered a desired promotion. Participants reported on the extent to which they anticipated discrimination (i.e. expect discriminatory behaviors enacted toward them in the future) in the hypothetical workplace.

Women and racial minorities reported anticipated discrimination at greater levels than non-minorities when passed over for a promotion. The authors also found that intersectionally stigmatized, racial minority women reported the highest levels of anticipated discrimination.

The authors recommend transparent and honest communication about organizations’ decision-making processes that have career-related implications for underrepresented populations. Doing so may help alleviate concerns or perceptions that employees may have in regard to organizational practices being (intentionally or unintentionally) discriminatory.

While research has examined the psychological implications of receiving a promotion, substantially less work has focused on the characteristics of the promoted coworker or considered how those characteristics shape perceptions of anticipating discrimination.

While scholarship has identified the bias that maternal women (Arena et al., 2023; Grandey et al., 2020) and racial minority employees (King et al., in press) endure, few have taken aim at understanding how these identity characteristics might combine to concomitantly shape work experiences. Drawing from stigma theory (Goffman, 1963), the primary purpose of our chapter is to examine how the stereotypes of maternity might interact with race-based stereotypes to shape the experiences of working women. In doing so, we will be able to identify which stereotypes of maternity (i.e., incompetence or disloyalty; Grandey et al., 2020) might be exacerbated or weakened when varying race-based stereotypes are considered. After reviewing the potential for intersecting stereotypes, we then argue that mothers might experience different work and health outcomes – both pre- and postpartum – based on their race. We close by providing insight for future scholars and identify additional identity characteristics that may shape mothers' workplace experiences.

The authors aim to broaden the understanding of incivility through the lens of bystanders who witness incivility toward women. Integrating attributional ambiguity and emotional contagion theories with the literature on workplace mistreatment, the authors propose that witnessing incivility toward women may negatively impact bystanders.

The authors collected multi-wave data from 324 employees to assess the consequences of witnessing incivility toward women at work for bystanders.

Utilizing a serial mediation model, the authors found evidence that witnessing incivility toward women indirectly increased turnover intentions six weeks later, first through elevated negative affect and then through increased cognitive burnout.

Taken together, this study's findings suggest that the negative effects of incivility toward women can spread to bystanders and highlight the importance of considering individuals who are not directly involved, but simply bear witness to incivility at work.

Anecdotal and survey reports indicate that nurses are suffering increased stress and burnout due to the coronavirus disease (COVID-19) pandemic. Therefore, this study investigated two forms of passion, harmonious and obsessive passion, as resources that may indirectly predict two forms of burnout, disengagement and exhaustion, through the mediator of job stress.

The authors tested their hypotheses in a mediation model using a sample of nurses surveyed at three timepoints during the COVID-19 pandemic.

As hypothesized, harmonious passion indirectly decreased disengagement and exhaustion by decreasing job stress. Contrary to authors’ hypotheses, obsessive passion also indirectly decreased (rather than increased, as hypothesized) both disengagement and exhaustion by decreasing job stress. Harmonious, but not obsessive, passion, was significantly negatively directly related to disengagement and exhaustion.

Data were collected during the COVID-19 pandemic, which may have impacted nurses’ work environments and their willingness to respond.

This study extends conservation of resources theory to conceptualize harmonious and obsessive passion as resources with differing outcomes based on their contrasting identity internalization, per the Dualistic Model of Passion. This study also operationalizes burnout more comprehensively by including cognitive and physical exhaustion along with emotional exhaustion, as well as disengagement. By collecting responses at three timepoints, this study provides a more robust test of causality than previous work examining passion and burnout.

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.

Miscarriage is the most common adverse pregnancy outcome, with an estimated one in four pregnancies ending in loss. Despite its prevalence, and significant effects, early pregnancy loss is commonly unacknowledged by organizations, and the intersect of miscarriage experiences while navigating work remains sparsely researched. Available literature, and preliminary research from my Ph.D., reveal stark findings, notably that women commonly conceal miscarriage at work, and when they do disclose, they often experience inconsistent support, or none at all. Minimization, and even discriminatory practice, are commonly witnessed (including inappropriate absence reporting, formal warnings, jeopardization of promotional opportunities, and redundancy). Effective support is often due to empathetic line managers, who sometimes have first-hand experience. Partners are commonly assigned to the “supporter role”, resulting in insufficient leave and support. The absence of formal initiatives, including policy and training, exacerbate the issue. Workplaces that fail to address miscarriage likely face reduced engagement and productivity, and increased absenteeism, presenteeism, and staff turnover. Key recommendations are presented, emphasizing the need for organizations to (i) implement a pregnancy loss policy; (ii) train managers, HR, and colleagues; (iii) provide specialist support; and (iv) tackle pro-natal cultures. Avenues for future research are explored, notably the need to adopt an intersectional lens, and to obtain management/HR and partner perspectives.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The purpose of this paper is to provide a theoretically informed analysis of a struggle for power over the regulation of corporate social responsibility (CSR) and social and environmental accounting and reporting (SEAR) within the European Union.

The paper combines insights from institutional theory (Lawrence and Buchanan, 2017) with Vaara et al.’s (2006) and Vaara and Tienar’s (2008) discursive strategies approach in order to interrogate the dynamics of the institutional “arena” that emerged in 2001, following the European Commission’s publication of a Green Paper (GP) on CSR policy and reporting. Drawing on multiple sources of data (including newspaper coverage, semi-structured interviews and written submissions by companies and NGOs), the authors analyse the institutional political strategies employed by companies and NGOs – two of the key stakeholder groupings who sought to influence the dynamics and outcome of the European initiative.

The results show that the 2001 GP was a “triggering event” (Hoffman, 1999) that led to the formation of the institutional arena that centred on whether CSR policy and reporting should be voluntary or mandatory. The findings highlight how two separate, but related forms of power (systemic and episodic power) were exercised much more effectively by companies compared to NGOs. The analysis of the power initiatives and discursive strategies deployed in the arena provides a theoretically informed understanding of the ways in which companies acted in concert to reach their objective of maintaining CSR and SEAR as a voluntary activity.

The theoretical framework outlined in the paper highlights how the analysis of CSR and SEAR regulation can be enriched by examining the deployment of episodic and systemic power by relevant actors.