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In the UK and other western countries the financial services sector is seen as offering women better career prospects than most other sectors. Unprecedented numbers of well‐qualified young women are now achieving promotion to first‐line and middle management positions. Companies are represented as progressive employers, committed to promoting equal opportunities. However, a cross‐cultural study of three Turkish and six UK banks and high street financial organisations explores how organisational ideologies and cultures operate to perpetuate inequality, based on managers' gendered conceptions of "the ideal worker". Favoured staff were identified, sponsored, promoted and rewarded, often based on their personal affinity with senior managers rather than objective criteria. This distinction between favour and exclusion operates not only along the traditional lines of gender, class, age, sexual orientation, religion and physical ability, but also along the new dimensions of marriage, networking, safety, mobility and space. Despite local and cross‐cultural differences in the significance of these factors, the cumulative disadvantage suffered by women managers and supervisors in both countries was remarkably similar.

Practical and Theoretical Implications of Successfully Doing Difference in Organizations is a book for managers and researchers passionate about follow-through on promises of workplace diversity across social identity dimensions, including age, class, culture, ethnicity, faith, gender, physical/psychological ability, sexual orientation, and more.

Pierre Bourdieu, the French sociologist, philosopher, and anthropologist, has been widely studied and analyzed in academic circles, particularly in sociology, where his ideas about power relations in social life helped to define the contemporary field. While many other sociological theories and figures have been extensively discussed and analyzed within the contexts of organization studies and management, Bourdieu's ideas have, until recently, been largely ignored. Offering an authoritative evaluation of Bourdieu's work, this book provides readers with conceptual frameworks, empirical examples, and methodological considerations for advancing theory and research in management and organization studies. This book presents an in-depth review of the relevance of Bourdieu's social theory for organization and management studies, outlining the key aspects of Bourdieu's approach and situating his work in its historical and intellectual context of the time. An outline of the treatment of Bourdieuan theory by management and organization scholars and a critique of the selective reception of his work are offered. The first edited collection to explore the benefits of Bourdieuan sociology for a management audience, this book is relevant for theory, research, and practice, and will appeal to an international scholarly audience of academics and research students.

PurposeCoronavirus disease 2019 (COVID-19) pandemic had an adverse impact on workforce diversity internationally. While in the Global North, many countries have sophisticated laws and organizational mechanisms and discourses to deal with such adverse impacts on workforce diversity, such structures of diversity management are either ceremonial or poorly developed in the Global South. The global pandemic disproportionately impacted Global North and Global South increases the existing gap due to vaccine rollout inequality and divergence in recoveries. The authors explore social innovation as a possible option for responding to the challenges induced by the COVID-19 pandemic.Design/methodology/approachThe study draws on interviews in 26 distinctive organizations operating in various industries in Turkey. The authors have adopted a qualitative design to explore how social innovation helps to respond to diversity concerns during the COVID-19 pandemic.FindingsThe authors demonstrate that social innovation presents a viable option for a country with a poorly regulated context of diversity management. Social innovation could help overcome the challenge of the absence of supportive legislation, discourses and practices of diversity in poorly regulated contexts.Originality/valueThe field study revealed several distinct forms of social innovation for diversity management, which emerged as a response to the COVID-19 pandemic. The authors demonstrate that in the absence of supportive diversity management structures and frameworks, social innovation in diversity management at the organizational level could provide a viable response to the emergent needs in the context of the COVID-19 pandemic.

Populism in Germany is not a new phenomenon. For a long time, the alleged integration problems of Turkish workers in Germany have been at the center of the dominant discourse and academic studies. This paper demonstrates how 'symbolic violence' as collective habitus frames the human capital of Turks as deficient, a phenomenon which has prevailed even prior to the recent populist movements. Drawing on a company case study, interviews, and observations, our empirical investigation operationalises and expands the Bourdieusian conceptual trinity of habitus, capital, and symbolic violence through the lens of ethnicity and how it relates to populism.

PurposeThe interplay between gender and dynamic managerial capabilities is not well studied in the extant literature. This paper aims to explore how dynamic managerial capabilities, as prized qualities in the job market, are framed in gendered ways and how the gendering process disadvantages female and male workers for different reasons and harms the organisations, which use the managerial capabilities approach without proofing it for gender biases.Design/methodology/approachAn extensive literature review was conducted and a framework that offers a new gender perspective was offered.FindingsA number of ways dynamic managerial capabilities may be proofed for gender biases and how a gender-balanced framing of dynamic managerial capabilities may be achieved are identified.Originality/valueThis paper contributes to the development of a new gender perspective, which is called regendering of dynamic managerial capabilities, which frees the concept from its binary frames of gender, assumptions of gender neutrality, with a view to capture gender diversity in a way which is closer to its nature in theory and practice of dynamic managerial capabilities.

PurposeThe purpose of this paper is to demonstrate how traditional definitions of family, in the context of employment, have not kept pace with actual family formation in the USA and much of the rest of the world, and how this disadvantages individuals from atypical (i.e. non‐nuclear), but increasingly common, families.Design/methodology/approachA wide range of literature from disciplines spanning industrial relations, gerontology, management, and family studies is invoked to illustrate how employers' definitions of "family" are often incompatible with actual contemporary family structures, and how this poses difficulties for employed individuals in non‐traditional families.FindingsMany family structures are not accounted for by employment legislation and thus organizational work‐family policies. These include same‐sex couples, multi‐generational and extended families (e.g. including parents or other elders; members from outside the bloodline or with grandparents providing primary care for grandchildren) and virtual families.Practical implicationsThe authors discuss a number of problems associated with current provision of work‐family policy and practice among organizations, and recommend that governments and organizations expand upon the traditional definition of "family" to better enable employees in a variety of familial configurations to successfully balance their work and family demands.Originality/valueThis paper identifies current failings in employment legislation and suggests improvements so that both governments and organizations can better facilitate employees' work‐life balance. As such, it will be of use researchers, practitioners, and policy makers interested in the interface between work and family.