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Racial Discrimination — Overview and History Racism is and always has been a part of life in the United States. In various degrees and forms, it is a component of day‐ to‐day American society. Racism is both overt and covert. It takes two, closely related forms: institutional whites acting against blacks, acts by the total white community against the black community, and acts by individual whites against individual blacks. These are termed acts of institutional racism and acts of individual racism. Individual racism consists of overt acts by individuals, which cause death, injury, or the violent destruction of property. It can be reached by television cameras; it can frequently be observed in the process of commission. Institutional racism is less overt, far more subtle, less identifiable in terms of specific individuals committing the acts. But it is no less destructive of human life. Institutional racism originates in the operation of established and respected forces in the society and thus receives far less public condemnation than individual racism.(5, p.1)

Prior research indicates that workplace diversity negatively impacts the job satisfaction and organizational commitment levels of minority workers. This study investigates the impact of age and gender diversity between human resources (HR) professionals and their supervisors on the satisfaction and commitment levels of the professionals.

Data from 279 HR professionals employed by large US manufacturers were collected using a traditional mail methodology and were analyzed using ANOVA.

Neither age differential, gender differential nor age and gender differential interaction were found to impact the job satisfaction and organizational commitment levels of HR professionals.

Although it appears that the number of females and, in particular, female supervisors is under represented in the sample, it is likely that the sample accurately reflects the current status of the manufacturing labor force.

The negative impact on supervisor/subordinate relationships of demographic differences may be mitigated through the implementation of diversity management strategies, such as those adopted by HR professionals.

These unexpected findings may be attributed to the heightened awareness of diversity‐related legislation and regulation on the part of HR professionals. Additionally, HR professionals as a group are likely more attuned to the potential negative impact of workplace diversity and more skilled in applying workplace strategies to minimize the negative impact of such diversity.

The authors contribute to the literature on leadership by investigating how characteristics of principal investigators (PIs) affect innovation performance, and how collaborative and non-collaborative projects moderate this relationship within the context of inter-organisational research projects.

The authors analysed panel data from the National Science and Technology Information Service on 171 research projects within a biomedical and regenerative medicines programme overseen by the Korea Health Industry Development Institute. The authors used a hierarchical regression model, based on the ordinary least squares method, to examine the relationship between PI characteristics and performance, considering both quantity and quality.

The results show that the characteristics of PIs have diverse effects on the quantity and quality of innovation performance. Gender diversity within PIs negatively affects the quality of innovation performance, while the capacity of PIs positively influences it. Moreover, the degree of PI’s engagement is positively associated with the quantity of innovation performance but does not have a significant relationship with the quality of performance. In terms of moderating effects, collaborative projects with multiple leaders seem less reliant on PI capacity than non-collaborative projects led by a single leader, in terms of innovation performance.

The results contribute significantly to the literature on innovation management by examining the role of leadership in collaborative environments to enhance innovation performance, addressing the need for empirical evidence in this area. Analyses of PI characteristics in government R&D management can lead to improved team performance, more efficient processes and effective resource allocation, ultimately fostering innovation.

Justifying new manufacturing technology is usually very difficult since the most important benefits are often strategic and difficult to quantify. Traditional capital budgeting procedures that rely on return measures based on direct cost savings and incremental future cash flows do not normally capture the strategic benefits of higher quality, faster responses to wider ranges of customer needs, and the options for future growth made available by flexible manufacturing technology. Adding to these limitations is the difficulty of using traditional cost accounting systems to generate the information necessary for justifying new manufacturing investments. This paper reviews these problems and recommends procedures useful for assessing investments in flexible manufacturing technology.

This chapter presents results of a research project in which we give direction to the further design of the technical research that will lay the foundation for an automated digital feedback module. This module will help residents in saving energy and making home improvements in the context of the heat/energy transition. Interviews with residents and field experts were used to gain data about motivations and barriers residents experience when making home adjustments in the heat transition. Results reveal the experiences residents have in this transition. Based on the results, recommendations are made for the further development of an automated digital feedback module.

This article attempts to explain some of the features of dyslexia and the problems that may arise for dyslexic library users. It then suggests how these problems can be addressed.