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The differences between men and women have existed since the beginning of time. These differences, when integrated into cultural norms over time, serve as the basis for acceptable gender roles and behaviour. In today's American society, nowhere are these roles more apparent than in the workplace. Conse‐quently, gender‐related conflicts are commonplace in corporate American culture and ultimately affect everyone in some manner. This article explores some of the reasons for these conflicts, identifies the affected parties, and recommends strategies aimed at improving the overall situation.

For the past several decades women have been moving into the United States workforce in greater numbers and they have been gaining access to the types of jobs that were, traditionally, performed exclusively by men. Despite this progress, they are still having difficulty penetrating the so‐called “glass ceiling” into upper management positions (Alimo‐Metcalfe 1993; Tavakolian 1993). Many reasons have been advanced, but the most compelling of these concerns the “glass walls” that support the “glass ceiling”. The “glass walls” refer to those invisible barriers that limit the ability of women and minorities to gain access to the type of job that would place them in a position to break through the “glass ceiling” (Townsend 1996). If women are to gain parity with men in the workforce, they need to succeed in the positions that lie inside the “glass walls” that will enable them to rise through the “glass ceiling” to upper management.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

The changing of demographics, globalisation of business, and the pursuit of effective competition makes it imperative for organisations to implement programmes for diversity management. The ability to manage a diverse workforce will be a major determinate of the continued survival and success in becoming a global corporation. Many organisations have begun by initiating training programmes, yet they have not explored the full scope of a diverse environment by introducing a complete diversity programme that is fully supported by upper management. Diversity is a very sensitive issue and if not handled properly it can be detrimental to an organisation. A cultural evolution is taking place in the worldwide workforce, and those organisations that take immediate action will be in the forefront of the global business environment.

Scandia, Inc., is a commercial vessel management company located in the New York Metropolitan area and is part of a family of firms including Scandia Technical; International Tankers, Ltd.; Global Tankers, Ltd.; Sun Maritime S.A.;Adger Tankers AS; Leeward Tankers, Inc.; Manhattan Tankers, Ltd.; and Liuʼs Tankers, S.A. The companyʼs current market niche is the commercial management of chemical tankers serving the transatlantic market with a focus on the east and gulf coast of the United States and Northern Europe. This three-part case describes the commercial shipping industry as well as several mishaps that the company and its President, Chris Haas, have had to deal with including withdrawal of financial support by creditors, intercorporate firm conflict, and employee retention. Part A, which was published in the Fall 2010 issue, presented an overview of the commercial vessel industry and set the stage for Parts B and C where the firm℉s operation is discussed.

This paper aims to extend Lewis and Simpson’s (2010) work on the complexity of (in)visibility and explores what it means to women’s entrepreneurship in Canada during the COVID-19 pandemic.

This piece contributes to the special issue on COVID-19 and the impact on women entrepreneurs. Specifically, it applies an (in)visibility lens to argue that responses to COVID-19 in Canada negatively affect women entrepreneurs disproportionately and that while initiatives such as the Women Entrepreneurship Knowledge Hub (WEKH) are threatened, they can also serve as an agitator during this time to advocate for an inclusive recovery approach.

Despite progress through such government funded initiatives as the Women Entrepreneurship Strategy (WES), which is targeting more than $2bn (Cdn) in investments towards women entrepreneurs, structural inequality and the (in)visibility of women’s entrepreneurship has been amplified during COVID-19. Through a particular understanding of the (in)visibility vortex notion (Lewis and Simpson, 2010), it is concluded the (in)visibility of women entrepreneurs as deeply embedded and that there is a continued need to advocate for a gender and diversity lens, to ensure inclusive recovery that benefits women and diverse entrepreneurs.

An (in)visibility lens brings an important addition to the literature on women’s entrepreneurship, as well as illuminates the important differences within this broad category, deepening the understanding of these trends and their impact during COVID-19 pandemic. It highlights how the complexities of intersectionality are critical to understand, and their recognition can help to drive a clear evidence base, as well as advocacy. The piece call researchers and practitioners alike to consider the question under COVID-19, will these conditions create a new vortex in this domain, or can the work of organizations and researchers position gender and intersectionality in women entrepreneurship as a disrupter for the future?

The contin uous expansion of European discrimination law reveals its importance also in the harmonisation process. By new Labour Act No. 4857, anti‐discrimination law is inserted as a new chapter to Turkish labour law. The prohibition of discrimination on the ground of sex is regulated on the model of the 1976 Equal Treatment Directive. In respect of discrimination on the grounds of racial and ethnic origin, religion or belief, age, disability and sexual orientation, a general provision prohibiting discrimination is enacted. Up to date, these rules have not found a note worthy jurisprudential application.