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This study introduces and tests strategic diversity as a mechanism for examining the strategy/structure fit in multinational corporations (MNCs). Strategic diversity is operationalized based on Galbraith and Kazanjian's (1986) framework that used a modified value‐added chain and center of gravity concept to explain diversity as a measure of the firm's movement from and around its original center of gravity. The results indicate that strategic diversity is a valid predictor of MNC organizational structure and may be more relevant for issues of strategy/structure fit in firms with international interests than the traditional measures of diversification. Future research in this area must consider the implications of strategic diversity for issues of strategy/structure fit by examining the effect of strategic diversity on both specific measures of strategy implementation and broad measures of overall economic performance.

Examines the interface of entrepreneurship and marketing. Defines entrepreneurship as a variable phenomenon that can be applied at the societal, organizational and individual levels. Marketing is conceptualized as a fundamentally entrepreneurial activity. Argues that entrepreneurship is an environmentally‐driven phenomenon and that the environmental determinants of entrepreneurship can be categorized into three groups: infrastructure; turbulence and personal life experiences. Draws out the implications of these determinants, and the corresponding level of entrepreneurship that they produce, for the nature and role of marketing at the macro and micro levels.

The aim of the study is to determine the ethical concept of the companies’ statements and correlations with each other. Therefore, content analysis with quantitative methods were applied to the formal and written documents of 192 companies. In addition, corporate characteristics were determined. Consequently, statements were determined in 36 different subject areas. Among these, “high quality production” is the most frequently mentioned subject, while “supplier satisfaction” and “union relations” are the least. Also, “human resources” is the most, while “environmental issues” are the least examined subjects in the context of business functions. Companies’ ethical statements are affected by their year of establishment, the number of personnel, market values and ISO certificates.

This paper investigates how a firm’s organizational culture profile (configuration of organizational culture types) influences the effectiveness of operations management (OM) practices in improving their targeted outcomes.

We developed alternative hypotheses based on contingency and paradox perspectives to predict the effectiveness of OM practices in dominant (one prevalent organizational culture type) vs eclectic (opposing organizational culture types at a similar level) organizational culture profiles. They were tested using data from over 7,000 respondents across 330 manufacturing plants in 15 countries.

Consistent with contingency theory, OM practices oriented toward innovation are more efficacious in plants with an adhocracy-dominant organizational culture profile and practices targeting supply chain (SC) control are less effective in a clan-dominant organizational culture profile. Consistent with paradox theory, OM practices oriented toward efficiency or SC control are more effective in plants with an eclectic organizational culture profile.

This study offers relevant practical implications regarding the effectiveness of various OM practices, whether they are used in an aligned dominant organizational culture profile or in an eclectic organizational culture profile.

Previous research on organizational culture provides a limited understanding of the effectiveness of OM practices in the presence of strategic tensions, such as opposing organizational cultures or opposing targeted outcomes. This research concludes that the validity of the contingency or paradox perspective depends on strategic tensions faced, with important implications for research and practice.

This paper explores the ways women entrepreneurs in male-dominated industries do identity work in order to gain legitimacy. In particular, we consider such identity work as a process being prompted by their direct environment, while demonstrating the gendered structural power relations in these women’s entrepreneurial contexts. We use a postfeminist lens to show how, in their quest for more legitimacy, they seem to be interpellated by postfeminist discourse.

We have used a narrative approach to show how women entrepreneurs in masculinised contexts do identity work to acquire legitimacy, and moreover use a postfeminist perspective to reflect on this identity work as to demonstrate how these Dutch businesswomen consider their agency in specific feminist terms within these men-dominated industry environments.

We present empirical data of ten women entrepreneurs in the Netherlands and how they discursively and subjectively make sense of their surrounding gendered contexts, in order to illustrate how local gender regimes and individual actions may conspire to constrain as well as stimulate these women’s entrepreneurship. By reflecting on three different ways of identity work through a postfeminist lens, we show how these women are interpellated by postfeminist discourses when trying to gain legitimacy.

The rather small sample does not allow us to generalise our findings to the whole population of women entrepreneurs in men-dominated contexts, yet this was not our goal anyway.

Such a reflection might help policy makers and such women themselves realise how, after all, gender inequality is still persistant in the entrepreneurship field and drawing on postfeminism does not necessarily help to support these women entrepreneurs' work–life balance.

Our findings underline the importance of a more gender inclusive entrepreneurship ecosystem, in which women entrepreneurs in both masculinised ánd feminised sectors are seen and treated as legitimate entrepreneurs.

Postfeminism, to our knowledge, has hardly been applied to women entrepreneurs' experiences in men-dominated environments, and is in itself still a rather new field in entrepreneurship studies.

The purpose of this paper is to provide an inside-out perspective on the practices and effects of talent management (TM) in a multinational organization.

The study adopts an autoethnographic approach focusing on the experiences of the first author during her employment in a multinational organization. This approach contributes to the literature by providing an insider talent perspective that thus far has not been presented in TM research.

Applying autoethnography as a means to address the inside-out perspective in TM reveals a tension. The authors label this phenomenon the “talent paradox,” defined as the mix of simultaneously occurring opportunities and risks for individuals identified and celebrated as a talent.

The paper may be of value to TM scholars and practitioners, as well as to employees who have been identified as high potentials or talents in their organizations. In contrast with the TM literature’s optimism, the findings illuminate that being identified as a talent may paradoxically produce both empowerment and powerlessness. Attending to personal aspects of TM processes is relevant for organizations as well as for individuals as it enables reflection and sensemaking.

The purpose of the present study was to explore the challenges and pathways to success for Black police chiefs, who remain under-represented in Law Enforcement.

Two pilot interviews and four subsequent in-depth interviews were conducted with Black male police chiefs. Interview transcripts were analyzed through Interpretive Phenomenological Analysis.

The data revealed five themes describing barriers and challenges, but also substantial rewards of law enforcement work.

The qualitative design of the present study builds on prior quantitative studies exploring reasons for choosing a police career. The findings invite future research in a broader geographic area, as the results may not generalize beyond the northeast U.S., or to other diverse groups.

The results may provide a deeper understanding of the challenges of diversifying police agencies, and may assist agencies in better attracting and supporting the advancement of individuals from minority groups.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.