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Suggests that the entrenched cultural norms affect the progress of women into and through the ranks of management. Uses culturally disparate, economically similar societies to seek an insight into female progression up the corporate ladder. Employs a social‐structural framework for analysis to explore comparative statistics. Conclude that cultural differences substantially influence the social, organisational and legal mechanisms that encourage or discourage discrimination.

This paper seeks to examine the ethical dilemmas that emerge when offering microfinance services in BOP markets.

Utilizing the ethical lenses of deontology, teleology, virtue ethics and moral relativism, the paper builds on prior research on ethical issues in BOP markets and the ethics of microfinance to highlight the specific stakeholder impacts facing MFIs. Relevant literature and examples from practice are utilized to illustrate the different ethical perspectives.

In general, many of the key dilemmas represent themselves in the extreme poverty segment of the BOP where commercial business models have the least traction.

Propositions are developed for the corrective actions in the paper which might allow future research to uncover differences in intervention success in different BOP markets.

The discussion of potential interventions for the various stakeholders may ameliorate criticisms of MFIs, suggest opportunities for cross‐sectoral partnerships and improve outreach to the poorest of the poor.

For each issue addressed, this paper looks at the types of corrections that are made or called for through markets, government actions and civil society to respond to the negative impacts uncovered through our analysis.

The analysis in this paper contributes to the theoretical ethical literature with a very specific application to an emerging concern in the field of microfinance. It also offers prescriptive scenarios for industry and public policy makers. It challenges the ethics underlying businesses that wish to target the full spectrum of Base of Pyramid participants.

The purpose of this paper is to highlight the importance of advancing theory and research in China through identification of unique aspects of Chinese organizational behaviors, which can lead to expanded, robust organizational behavior and human resource management models and theories that transcend national boundaries.

This is a conceptual paper and does not employ research methods.

The results of studies included in this special issue suggest that researchers can identify elements unique to China in constructs such as psychological capital, work‐to‐family spillover, work‐family conflict, performance appraisal process, and expatriate interactions that further expand theory and research in organizational behavior.

The review of articles in the special issue suggests that managers in organizations in China may want to: develop individuals' psychological capital; train managers on the importance of eliminating abusive behaviors and developing employees' heartiness; adopt family friendly practices; employ performance appraisal process to encourage commitment and organizational citizenship behaviors; and train local country nationals on working with expatriates to enhance organizational effectiveness.

This review provides a unique perspective on employee behavior because it considers such behavior in a Chinese context.