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Rounds up the literature on the continuing discrimination of African Americans in US businesses, particularly with regard to salary and promotion into senior management levels, and suggests that years of anti‐discrimination legislation have led to a change from overt exclusion to “covert subrogation”; considers the changing demographics of the US labour force which should allow ample opportunities for African Americans to fulfil career aspirations and seeks to identify the artificial barriers which could prevent this, through a study of attitudes to African Americans as managers undertaken among graduating business majors at two US business schools (one historically attended by African Americans, the other predominantly white). Presents the results in brief, which suggest that, although attitudes to African Americans in management held by whites have improved, they still are not as favourable as those held by African Americans themselves; touches on the business case for organizations becoming more accepting of minority managers.

The purpose of this paper is to examine how individual-level intercultural communication competence (ICC) represented by cultural empathy, open-mindedness, and flexibility predicts preferred use of symmetrical, two-way, conservation, and ethical public relations practices (PRPs) among public relations (PRs) students.

Structural equation modeling was used to analyze self-report data from 268 PRs students surveyed at a southern university.

Results indicated that empathy, open-mindedness, and flexibility together significantly predicted the preferred use of all four PRPs. The three ICC variables each had a positive direct effect on symmetrical and ethical PRPs. Empathy and flexibility each had a positive direct effect on two-way and conservation PRPs.

This study provides evidence that the PRPs resulted from Excellence Theory, despite controversies over their practicality, are closely and positively related with ICC qualities such as empathy, open-mindedness, and flexibility among future practitioners. Future research should overcome the limitations in this study by examining current practitioners instead of PR students who are the future practitioners, investigating the PRP instruments’ criterion-related and construct validity, as well as exploring different levels and types of ICC.

This study is new in bridging the gap between preferred PRPs and the qualities needed for those PRPs, thereby addressing two limitations in the current intercultural PRs research.

This paper aims to explore the perceptions of organizational members about employee‐organization relationships (EOR) under the globalization context.

The study used 58 qualitative interviews with both managers and employees in multinational and domestic companies in China.

First, the unique features of employee publics determined the nature of EOR (why and how an EOR was established) and EOR was a multi‐level (interpersonal and organizational) and multi‐dimensional (job and task related vs human and benefits oriented) concept for most organizational members. Second, the outcomes of EOR, especially trust, control mutuality, and commitment were also determined by the multi‐dimensional nature of EOR. Finally, the influencing factors on EOR can be classified into three levels: individual (such as types of employees, styles of top management), organizational (such as developmental stages and types of organizations), and macro‐environmental (such as the overall employment prospect).

This study contributes to relationship management theory by refining different dimensions of EOR in different types of organizations. It improves the understanding about employee relations and suggests useful and unique relationship cultivation strategies for EOR.

In international marketing the search for suitable brand names is complicated by a number of issues. One of these is the decision as to whether to standardize, localize, or use some form of intermediate adapted strategy. In the case of the PR China, the situation is more complex still, owing to a number of factors, but, particularly because of its completely different logographic language structure. This paper examines several of the key issues in wine brand naming and then reports an empirical study into Chinese consumers' reactions to live different naming strategies, each applied to a selection of wine brands. The results indicated that the original foreign brand name was the most appealing whilst a Translation plus Transliteration with Positive Connotation naming strategy was the second most appealing approach.

For “Global”, read “USA”. Examines the relationship between dominant communication technologies, human cognition and human organization. Concludes that electronic networks have a great potential for improving the richness of human cognition and facilitating democracy. Cautions that public money needs to be spent to ensure universal access to, development of and open exchange within networks. Avers that European critical scholarship is incapable of empirical verification.

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.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

Relativism, at least in some of its forms, is antithetical to sociology as traditionally practiced and conceived. (See, for instance, Benton and Crabb, 2001, pp.50‐74 and 93‐1006; Collins 1996a; Mann, 1998; Murphy, 1997; and Taylor‐Gooby, 1994). Hence, sociologists should consider abandoning traditional sociology or rejecting relativism. An example of the sort of relativism I have in mind is the philosophical theory that the truth and falsity of propositions is relative to the social context of their promulgation. Such epistemological relativism is expressed by Newton‐Smith when he says: “The central relativist idea is that what is true for one tribe, social group or age might not be true for an other tribe, social group or age” (Newton‐Smith, 1982, p.107).

To meet the challenges of global competition, American managers are forcing to re think the way they do business and re‐evaluate the way they communicate. Effective corporate communication plays an essential role to make American companies become fast, flexible and competitive. This article covers two major areas of the new developments of corporate communication: changing corporate communication flow and bridging culture differences by cross‐cultural communication.

Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products industry, motor vehicle and parts industry, information technology industry, food industry, the airline industry in a turbulent environment, the automotive sales industry, and specialist retailing industry. Outlines the main features of each industry and the environment in which it is operating. Provides examples, insights and quotes from Chief Executive Officers, managers and employees on their organization’s recipe for success. Mentions the effect technology has had in some industries. Talks about skilled and semi‐skilled workers, worker empowerment and the formation of teams. Addresses also the issue of change and the training that is required to deal with it in different industry sectors. Discusses remuneration packages and incentives offered to motivate employees. Notes the importance of customers in the face of increased competition. Extracts from each industry sector the various human resource practices that companies employ to manage their employees effectively ‐ revealing that there is a wide diversity in approach and what is right for one industry sector would not work in another. Offers some advice for managers, but, overall, fails to summarize what constitutes effective means of managing human behaviour.