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This paper aims to provide insights on the void between the needs and demands of bank finance from female entrepreneurs and the supply, as well as the approaches of banks for that finance. In addition, it creates a conceptual framework recognising a tripartite and dynamic partnership amongst female entrepreneurs, banks and governments as essential to female entrepreneurship-development, based on Zambia as the context.

Concepts and theories are explained to construct a conceptual framework using the lens of multi-polar network theory and stakeholder engagement theory. In-depth discussions are facilitated through a bilateral partnership between each party and tripartite partnerships amongst female entrepreneurs, banks and governments.

The framework presents how female entrepreneurs, banks and governments are interconnected in the network as mutually benefiting stakeholders and shows their collective contribution to female entrepreneurship-development within certain contexts. The findings suggest that the sustainable development of female entrepreneurship depends on a dynamic tripartite partnership amongst female entrepreneurs, banks and governments.

The conceptual framework has important implications when setting up a nation’s enterprise development strategies and policies promoting inclusivity and diversity amongst a nation’s entrepreneurs. The contributions and the dynamic relationship of the three stakeholder groups should be acknowledged and considered to achieve sustainable development in female entrepreneur enterprises. The framework can be generalised to other emerging economies with similar social, economic and cultural profiles to Zambia, particularly in sub-Saharan African countries with patriarchal norms.

This paper extends multi-polar (network) theory and stakeholder management engagement theory, previously explained in homogeneous firms, to more complex and dynamic partnerships amongst heterogeneous organisations, i.e. female entrepreneurs, banks and governments.

The purpose of this paper is to highlight the potential of digital tools to address the significant challenge of increasing access to college and outline challenges and opportunities in effectively implementing a digital intervention across an entire school.

The study encompasses a randomized control trial and comparative case studies. This paper highlights qualitative data focused on implementation.

Findings illustrate impediments and strategies for implementing a school-wide digital intervention.

Research focused on one particular intervention and is thus limited in scope.

The study has the potential to assist practitioners in better serving students from low-income and minoritized communities through digital tools.

The study has implications for increasing the number of first-generation and minoritized youth who apply to and enroll in college. The study highlights digital equity issues often overlooked in ed-tech sectors.

Few studies exist that examine the implementation of digital interventions at the school level. Focusing on digital equity in the college access space (academic and practice) is novel.

To examine the trend of “witness tours” that travel to the North American Arctic to experience, document, and then advocate on behalf of environmental issues in the North. These tours are presented as part of a colonial legacy that has long witnessed the North as a space of potential investment from the South. Especially in their reliance upon suffering as a narrative practice to justify their experience, these tours repeat patterns that reduce the agency of Northern communities and peoples to address changes they are facing. The chapter also provides best practices for such excursions and compares their approach to Northern-based expeditions that also advocate for environmental conservation and protection.

In the first part of the chapter, the history of colonialism and exploration sets the foundation for understanding the recent trend in witness tours. These tours are then examined through a discourse analysis of their narratives to highlight their connection with colonial approaches to the North. The final section of the chapter presents three necessary steps to reduce the reliance upon colonial legacies for these tours.

The witness tours examined are heavily dependent upon using their resilience of the travels to travel through harsh landscapes to make their case for caring about these landscapes. Far from being an innocent narrative strategy, this reliance upon suffering provides a level of elitism to these narratives at the same time as it reproduces colonial patterns. The chapter suggests three steps to avoid these problems: (1) Recognize the stories of people who live in the North; (2) Do not present the Arctic as a timeless wilderness landscape; and (3) Understand our limited perspective on the North as outsiders.

The chapter suggests that witness tours need to be understood within the context of a history of colonial exploration in the Arctic as well as the agency of Northern peoples to address both environmental change and colonialism.

It is important to advance operations management (OM) knowledge while being mindful of the theoretical developments of the discipline. The purpose of this paper is to explore which theoretical perspectives have dominated the OM field. This analysis allows the authors to identify theory trends and gaps in the literature and to identify fruitful areas for future research. A reflection on theory is also practical, given that it guides research toward important questions and enlightens OM practitioners.

The authors provide an analysis of OM theory developments in the last 30 years. The study encompasses three decades of OM publications across three OM journals and contains an analysis of over 3,000 articles so as to identify which theories, over time, have been adopted by authors in order to understand OM topics.

The authors find that the majority of studies are atheoretical, empirical, and focussed upon theory testing rather than on theory development. Some theories, such as the resource-based view and contingency theory, have an enduring relevance within OM. The authors also identify theories from psychology, economics, sociology, and organizational behavior that may, in the future, have salience to explain burgeoning OM research areas such as servitization and sustainability.

The study makes a novel contribution by exploring which main theories have been adopted or developed in OM, doing so by systematically analyzing articles from the three main journals in the field (the Journal of Operations Management, Production and Operations Management, and the International Journal of Operations and Production Management), which encompass three decades of OM publications. In order to focus the study, the authors may have missed important OM articles in other journals.

A reflection on theories is important because theories inform how a researcher or practicing manager interprets and solves OM problems. This study allows the authors to reflect on the collective OM journey to date, to spot trends and gaps in the literature, and to identify fruitful areas for future research.

As far as the authors are aware, there has not been an assessment of the main theoretical perspectives in OM. The research also identifies which topics are published in OM journals, and which theories are adopted to investigate them. The authors also reflect on whether the most cited papers and those winning best paper awards are theoretical. This gives the authors a richer understanding of the current state of OM research.

As we move deeper into the 21st century and organizations continue to expand globally, the need for talented leaders and enhanced leadership development programs will grow. In fact, rapid economic growth in parts of the world coupled with the number of experienced leaders retiring in other parts of the world point to a global leadership imperative – we need to understand better how to select and develop leaders who can deliver organizational results. This chapter makes four principal assertions: (1) leadership is a function of personality; (2) leadership is a determinant of organizational effectiveness; (3) principles of leadership are formal; and (4) using the leadership value chain, one can trace the links from personality to leadership to organizational effectiveness. We conclude by offering some suggestions to help understand and guide future, global leadership development.

Labeling women as risk‐averse limits the positive benefits both women and organizations can gain from their risk taking. The purpose of this paper is to explore women's risk taking and reasons for stereotype persistence in order to inform human resource practice and women's career development.

The paper draws on literature about gender and organizations to identify reasons for the persisting stereotype of women's risk aversion. Utilizing literature and concepts about risk appetite and decision making, the paper evaluates results of the Simmons Gender and Risk Survey database of 661 female managers.

The paper finds evidence of gender neutrality in risk propensity and decision making in specific managerial contexts other than portfolio allocation.

More in‐depth research is needed to explore the gender‐neutral motivators of risk decision making and to explore risk taking in a more diverse sample population.

The paper explores why women's risk taking remains invisible even as they take risks and offers suggestions on how women and organizations may benefit from their risk‐taking activities.

The paper synthesizes evidence on risk taking and gender, and the evidence of female risk taking is an important antidote to persisting stereotypes. The paper outlines reasons for this stereotype persistence and implications for human resource development.