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Social media have radically shifted the way people relate with each other and with organizations in technology-mediated ways; few areas are being impacted more strongly than Human Resources or Personnel Management. Attraction of candidates, internal communication with employees, communication with and among people; creation, design, testing and promotion of new services, new ways of organizing are appearing and changing the landscape at record speeds. This volume in the Advanced Series in Management utilizes empirical and theoretical approaches to shed light on this exciting set of emerging, stimulating new uses of technology that stretch creativity beyond conventional limits.

This article investigates whether the September 11 attack had an impact on cultural values and the level of cosmopolitanism of US university students. Extending a model proposed by Esses, Dovidio and Hodson, we hypothesize a positive effect on the cultural dimensions of collectivism and hierarchy/power distance and a negative effect on cosmopolitanism. Our results - drawn from two separate quasi-experimental studies - support the two latter hypotheses. In addition, supplementary analyses showed that, after the September 11 attack, students exhibited a tendency to trade-in variety, adventure and challenge for security and stability in their ideal job after graduation. Implications for management and for cross cultural management research are discussed.

Managing diversity plays a crucial part in enabling every member of the workforce to perform up to their full potential. Managers demand satisfactory performance from every member of their workforce and expect the best of their employees. But often, diversity and its management are not viewed as clear contributors to the organization's performance and bottom-line. Managing and leveraging diversity are set aside from the rest of the organization and hence, they are often undervalued amid all the other barriers that companies face. Whilst there is no single tried-and-tested "solution" to diversity and no easy way to manage implementation barriers, this edited collection of case studies from around the globe provides new insights for practitioners, managers, students and researchers. The book seeks to shed light on existing practices disseminating the value of diversity, whilst opening the road toward a wider perspective on its definitions. The contributors provide critical reflections of the current discourse on different types of diversity in heterogenous organizations around the world.

Nowadays, managing and promoting diversity is of paramount importance to the future of sustainability and the political and business agenda. Despite a tremendous growth in diversity management scholarship in recent years, a strong tendency has emerged whereby existing theories focus on a single level of analysis, using a limited range of mostly Western research settings, and on a narrow range of diversity types. Diversity research has insofar focused on prioritizing visible forms of diversity, such as gender or disability, with less emphasis placed on diversity in culture and values internationally. This edited book provides new practical and strategic insights for practitioners, managers, students and policy makers; it delves into the strategic nature of policy intervention with thought-provoking contributions written by experts from around the world. Contributors aim to provide critical reflection of current debate areas on workplace equality and diversity in under-researched countries to inform and support evidence-based decision making for a wide variety of academic and practice-oriented stakeholders.

PurposeThis project aims to examine levels of career and life satisfaction among successful women in nine countries in the Americas.Design/methodology/approachA structured survey and in‐depth interviews were used, and a variety of occupations, demographics, and personality characteristics assessed – 1,146 successful women from nine countries in the USA responded the survey: 105 from Argentina, 210 from Brazil, 199 from Canada, 84 from Chile, 232 from Mexico, 126 from the USA, and 190 from three countries in the West Indies (Barbados, Jamaica, SVG).FindingsResults show no differences in satisfaction based on occupation or country and most demographic variables investigated did not have a significant relationship with satisfaction. Age had a small, significant, relationship, with satisfaction increasing with age; married women were significantly more satisfied than single women. Higher scores on self efficacy and need for achievement, and a greater internallocusof control were all related to higher levels of satisfaction. The relationship between career satisfaction and general life satisfaction was stronger in Argentina and Chile that in the other countries.Originality/valueExtends understanding of professional success and satisfaction, in terms of demographic variables and personality, as well as geographically.

PurposeThe purpose of this paper is to report results from an exploratory, empirical research study that describes personal values and attitudes toward women, two themes that strongly impact employment relations and a wide variety of management issues.Design/methodology/approachWell‐established measures for the major themes for this paper were used in constructing a questionnaire. Data collection instruments were vetted for content, translated and back‐translated, and applied by native researchers, who also contributed local expertise to the paper.FindingsFemale respondents across all four countries were more egalitarian in their attitudes towards women in the workforce than were men. Additionally, Colombian respondents had more egalitarian attitudes towards women scores, followed by Brazilians and Argentineans; Mexicans exhibited the least egalitarian attitudes toward women.Originality/valueThis is the first empirical study that links two well‐validated constructs (personal values and attitudes toward women) in samples from the largest Latin American countries.

PurposeThe purpose of this paper is to compare women's mentoring experience in nine countries within the Americas, and to explore linkages between personal characteristics, mentoring practices, mentoring functions, and consequences of being mentee.Design/methodology/approachA total of 1,146 successful women are questioned about their mentoring experiences as a mentee: 105 from Argentina, 210 from Brazil, 199 from Canada, 84 from Chile, 232 from Mexico, 126 from the USA, and 190 from three countries in the West Indies (Barbados, Jamaica, and St Vincent).FindingsMost of the women have more than one mentor. Across all countries mentoring practices are more strongly linked to career mentoring function while the age and gender of the mentor are more strongly linked to psychosocial mentoring. Mentoring from the perspective of mentee has the same directional relationship with situational and individual variables, but the significance of those relationships vary by country. A possible cultural difference is detected between Spanish and non‐Spanish speaking countries on the issue of mentoring practice.Research limitations/implicationsThe fact that the paper focuses only on successful women in this paper means the findings are not necessarily generalizable to other groups of women or men. The paper is also limited because mentoring functions are constrained to two: psychosocial and career. There may be more functions that mentoring could fulfill for the mentee.Practical implicationsCompanies' interest in fostering mentoring among their members, particularly women, should be aware that different mentoring functions are influenced by different factors. For example, formal mentoring programs appear to have a greater impact on career mentoring functions than on psychosocial mentoring functions. To support women in their careers, companies should institute formal mentoring programs; this is especially important in South American countries. Moreover, mentoring programs must be designed to be adaptive since the analyses indicated that there are significant differences by country in terms of many mentoring issues.Originality/valueIn the literature review, the paper finds linkages between culture, mentoring practices, characteristics of mentors and mentees, and mentoring functions, but no evidence that these linkages have been studied with a group of professionally successful women from different American countries, particularly non‐English speaking American countries.