5 Ways DCTs Can Positively Impact Trial Diversity

The problem became so concerning that FDA expanded its guidelines for enhancing the diversity of clinical trial populations.3 Despite recent and profound medical and technological advances, there is limited evidence of these changes moving the needle toward more equitable clinical trial recruitment or improved health outcomes for racial and ethnic minorities. According to data compiled by Shonda Anderson-Williams, healthcare and life sciences digital transformation leader at Microsoft, diverse companies outperform the competition by 35%. The key to change is meeting people where they are. [...]any organization looking to make inroads with new populations must first acknowledge the historical facts that got us where we are, and then work to move past it. 4. Center the human Factor in decentralized trials Relying on digital technology to the exclusion of human interaction misses out on the texture of relationships and the very foundation of trustbuilding-a critical component of effectively en gaging communities of color who may often carry justifiable baggage.

Disability, workplace inclusion and organizational citizenship behavior: an exploratory study of the legal profession

PurposeMany workers with disabilities face cultures of exclusion in the workplace, which can affect their participation in decisions, workplace engagement, job attitudes and performance. The authors explore a key indicator of engagement—perceptions of organizational citizenship behavior (OCB)—as it relates to disability and other marginalized identities in the workplace.Design/methodology/approachUsing an online survey, legal professionals answered questions about their workplace experiences. Ordinary least squares (OLS) multivariate regression analysis with progressive adjustment was used to investigate the effect of demographic and organizational factors on perceptions of OCB.FindingsThe authors find that employees with disabilities have lower perceptions of OCB, both before and after controlling for other personal and job variables. The disability gap is cut nearly in half, however, when controlling for workplace culture measures of co-worker support and the presence of an effective diversity, equity and inclusion (DEI) policy. Disability does not appear to interact with gender, race/ethnicity and LGBTQ + status in affecting perceptions of OCB.Originality/valueThe results point to the workplace barriers faced by people with disabilities that affect their perceptions of engagement, and the potential for supportive cultures to change these perceptions.

Right Under Our Noses

Air quality and environmental justice To introduce how socioeconomic status affects the physical aspects of exposure to differing air-quality levels, students used an anthropological technique of comparison to "make the strange familiar and the familiar strange." Students analyzed a New York Times story revealing the air-quality inequities of two teens residing in India: "Who Gets to Breathe Clean Air in New Delhi?" For 25 minutes, students interact with the website and reflect on paper: * One new and interesting fact that they encountered in the article about air quality, * How they think the information might relate to air quality in the United States, and * What, if anything, they think we could do to help increase awareness about these types of environmental disparities. For the next 35 minutes, students search online for articles about air quality and environmental justice in the area near our school's location. The data from real-time air quality index reports are available on every cell phone, and students decided to record it on a calendar to chart in Excel.

Workplace Diversity Influence on Employee Retention in Organizations during the COVID-19

The purpose of this study is to identify the factors influencing workplace diversity on employee retention in organizations during the COVID-19. In this study, the researchers aim to determine which factors will be the most effect on workplace diversity on employee retention in organizations during the COVID-19 variables in this study consisting of Supervisory relationship, perceived organizational support, perceived working climate, peer group interaction, diversity, and inclusion in the workplace engagement, and perceived organizational support. A total of 260 participants, which contain specific characteristics such as designation in human resource and non-human resource, gender, industry sectors, nature of industry, ownership, and age range. Both descriptive statistics and inferential statistics were used in data analysis such as frequency, percentage, mean, standard deviation, and multiple linear regression (MLR) to describe the demographic profile and the causal relationship between variables. In this study, results revealed that perceived working climate (PWC), supervisory relationship (SR), peer group interaction (PGI), and perceived organizational support (POS) have a positive significant effect on diversity and inclusion in the workplace engagement (DIW) at a p-value less than .05, also, diversity and inclusion in the workplace engagement (DIW) and perceived organizational support (POS) have a positive significant effect on employee retention during COVID-19 which all hypotheses support the null hypothesis.

Diversity concerns during a major crisis: Effective response through social innovation

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThe impact of major crises like the COVID-19 pandemic is more profound on various groups deemed to be vulnerable. Social innovation initiatives offer ways to effectively address the needs and challenges of these diverse groups and reduce effects which can become more disparate within emerging nations where commitment to equality and diversity issues is low.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

ESG as a Booster for Logistics Stock Returns—Evidence from the US Stock Market

This article investigates the connection between US logistics companies’ commitment to environmental, social and fair governance (ESG) strategy and their performance on the US stock market during the 2007–2022 period. The research considers historical data analysis, CAPM and a comparison of optimised portfolios. According to the results of the analyses, ‘green’ logistics stocks are less volatile, and hence less risky, and more profitable compared to ‘non-green’ logistics stocks. The Great Recession (2007–2009) and the COVID-19 pandemic (2020) had the greatest impact on stock volatility, in terms of the US stock market. Optimised during the time of the Ukrainian crisis, green logistics portfolios were shown to have higher returns, but also risks and Sharpe ratios, than ‘non-green’ ones. The results confirm there to be a connection between companies’ commitment to ESG strategy and enhanced stock performance, which contributes to the importance of the ESG agenda.

Guest editorial

[...]there is an increasing representation of women scholars. [...]Indian management scholars have used a variety of methods and they show capacity to employ sophisticated methods and analyses. The study concluded that inclusion results in an atmosphere of openness and dialogue within which participants can share aspects of themselves (the “me”) that might otherwise have been overlooked in the collective identity (the “we”) of the organization. [...]organizations can reap the benefits of diversity only through inclusive approaches and strategies. The results of the study indicated that there are five distinct stages in the development of a start-up entrepreneur, namely, pre-entrepreneurial stage, inflection point, cocoon period, initial stage, crisis stage and, depending upon the success factors and support received during crisis stage, either a success stage or failure stage.

Talking inclusion into being: communication as a facilitator and obstructor of an inclusive work environment

Purpose>The purpose of this article is to examine the communicative factors that facilitate or hamper the development of an inclusive work environment with an emphasis on the communication about equality, diversity, and inclusion (EDI), while taking diversity characteristics of employees into account.Design/methodology/approach>In total, 84 persons employed in Austria and Germany, who feature various observable and non-observable diversity characteristics, were interviewed following a problem-centered approach.Findings>The results indicate that employees with (observable) diversity characteristics, who tend to feel less included, observe more excluding and marginalizing communication and practices in their organizations. Moreover, formal interpersonal communication appears to be more important to develop a highly inclusive workplace than informal interpersonal communication and other forms of communication about EDI.Research limitations/implications>The sample was rather imbalanced and comprised only employees in Austria and Germany, which limits the study's explanatory power. However, the findings stress the significance of formal interpersonal communication as the cornerstone of an inclusive workplace, which should be followed up in future research.Practical implications>In terms of the development of an inclusive work environment the findings suggest that strategic (i.e. formal) organizational communication about EDI issues is key to increase the perception of inclusion.Originality/value>This paper contributes to the literature by demonstrating the importance of interpersonal communication as a key factor that facilitates, but also hampers an inclusive work environment.

Moving Beyond Politics: Diversity, Equity, Inclusion, and Respect

Too often, the words diversity, equity, inclusion, and respect are reduced to buzzwords, talking points which are parroted by those in power. The asks that are made to further these principles ultimately, unfortunately, become politicized. A line is drawn in the sand. The Woke Left. The Entrenched Right. But issues of equity are not political, they're humanistic. As scientists, we understand that the SARS-CoV-2 virus, the causative agent of this years-long-crisis, is not a political actor it is a microbe that has been politicized and turned into a source of strife where we should have united against it. The issues of diversity, equity, inclusion, and respect are the same. They're used as talking points to further our political differences. They turn into fights, and they divide us. People become angry that they must undergo trainings to learn about how to foster an environment that is diverse, equitable, inclusive, and respectful of all people.

Happiness at work, organization citizenship behaviour and workplace diversity: a study on Indian private sector bank employees

Purpose>The purpose of this paper is to investigate the relationship between employee happiness at work and organizational citizenship behaviour in Indian private sector banks. In this study, happiness at work is represented by three constructs: job satisfaction, affective commitment and work engagement. The study also investigates whether employees’ perception of diversity management practices mediates the relationship between happiness at work and organizational citizenship behaviour.Design/methodology/approach>A total of 498 responses from employees of three major private sector banks in the Delhi-NCR region were analysed to investigate relationships between dependent, independent and mediating variables by using structural equation modelling.Findings>Happiness at work has a significant positive impact on organizational citizenship behaviour, and employees’ perception of diversity management plays a strong mediating role between the relationship of happiness at work and organizational citizenship behaviour.Practical implications>Happiness at work and perception of diversity management have a significant influence on organizational citizenship behaviour of banking employees. Private sector banks in India need to make strategies for workplace happiness and diversity management so that the employees work as citizens of the bank and willingly take responsibility for extra-role behaviour along with their assigned roles.Originality/value>The findings of this paper reveal that although employees may experience happiness at work represented by job satisfaction, affective commitment and work engagement, their happiness is less likely to be reflected in their organizational citizenship behaviour until they have a positive perception of the workforce diversity management practices. To the best of the authors’ knowledge, this study is unique in terms of its emphasis on the mediating role of diversity management on employees’ happiness and organizational citizenship behaviour in Indian private sector banks.

A Woman's Work

Millage offers insights about equity for women in the workplace. Although the gender pay gap has decreased by 5%, there is still a long way to go before reaching the goal of gender parity, notes the recent Organisation for Economic Co-operation and Development study, Towards Improved Retirement Savings Outcomes for Women. The study points out that the COVID-19 crisis is threatening this progress, particularly in light of the adverse impacts the pandemic is having on women. As has been well-documented, women are more likely to hold part-time positions, which are more vulnerable to lay-offs. These conditions can keep women from reaching the top in organizations.

Teaching the Hidden Curriculum in Political Science

The “hidden curriculum” in academia represents a set of informal norms and rules, expectations, and skills that inform our “ways of doing” academic practice (Calarco 2020). This article suggests that relying on informal networks to provide access to instruction in these skills can reinforce preexisting inequalities in the discipline. Drawing on a pilot program that we developed and implemented in our own department, we provide a model for formalizing instruction and equalizing access to training in these professionalizing skills. Drawing on the literature on inclusive pedagogy, as well as our own implementation experience, we advance four recommendations for scaling and transporting instruction in the “hidden curriculum” to other departments.

Relational demography in organizations: an assessment of the explored and overlooked

Purpose>The study aims to present an in-depth review of previous research on relational demography (individual–team dissimilarity) over the past 30 years. In doing so, the authors highlighted the main theoretical underpinnings, teased out the common methodological approaches and identified the major mediating processes and contingency factors that influence relational demography's effect on individual outcomes in teams.Design/methodology/approach>The authors searched and examined eight databases (ABI/INFORM Complete, ProQuest, EBSCO, Web of Science, JSTOR, PsycARTICLES, PsycINFO and Science Direct) and distilled 106 studies from 34 journals. The authors synthesized and analyzed this body of work to identify extant patterns and themes in relational demography.Findings>The findings reveal that the majority of theories used are categorized into three segments. The antecedents used are mainly surface- and deep-level variables, while the outcomes are classified into personal- and work-related constructs. For research testing, Euclidean distance and Blau's index are primarily utilized as heterogeneity measures, while various forms of regression are used as the analytical tool for hypotheses testing.Originality/value>Extant literature reviews on relational demography are scant. This study provides an extensive synthesis and analysis of the studies in the area over the past 30 years and offers an agenda that can motivate future research.

Women in hospitality and tourism: a study of the top-down and bottom-up dynamics

Purpose>This study aims to investigate the impact of women’s representation at one hierarchical level on women’s representation above or below that level. No past research investigated these effects in the hospitality and tourism industries. The mixed results of research in other industries and across industries demand tests of curvilinearity and moderators.Design/methodology/approach>Using annual equality reports, a panel data set for 2010–2019 was created for the hospitality and tourism industries. The sample of 581 organizations had up to 5,810 observations over the 10 years.Findings>The analyses show the following effects of women’s representation: an inverted U-shape from management to non-management, a U-shape from non-management to management and a U-shape from management to the executive team, with more pronounced effect in small organizations.Practical implications>To increase the number of female employees, organizations should invest their resources in hiring and retaining female managers until a gender balance is reached while managing any backlash from men. The results suggest that organizations with more than 40% of women non-management employees and 50% of women managers start `experiencing positive bottom-up dynamics. Thus, efforts need to be made to attract and retain a women’s pipeline at the non-management and management levels.Originality/value>This study delivers pioneering evidence of the top-down and bottom-up phenomena in hospitality and tourism. It refines evidence of such effects found in past research conducted in other industries and across industries.

The Impact of Gender Diversity, CEO Experience and Financial Leverage on Financial Performance of Companies in the Transport and Hospitality Industry in Indonesia, Thailand and Malaysia for Period 2015-2020

. The Covid-19 pandemic has made financial performance in a company undergo several changes. Activities of some companies have decreased, increased, or even tended to be unstable when compared to before and after the pandemic. The purpose of this study is to analyze the impact of gender diversity, CEO business experience, and financial leverage on the financial performance of companies in the transport and hospitality industry in Indonesia, Thailand, and Malaysia for the period 2015-2020. The sample in this study is transport and hospitality companies in Indonesia, Malaysia, and Thailand for the 2015-2020 period that are registered with the Compustat database. A sample of 25 companies during the 6-year study period (2015-2020) makes 150 samples. The authors use secondary data, namely data from the Compustat database and websites of companies. Data analysis includes the following steps: normality test, multicollinearity test, multiple linear regression analysis, t-test. Data analysis was performed in the STATA v.16.0 application - statistical software for data science. The results of the multiple linear regression equation show that the direction of the influence of gender diversity, debt to equity ratio, and interest coverage ratio on the financial performance of companies in the transport and hospitality industry is positive and significant. Meanwhile, the CEO's Business Expertness and debt ratio variables harm the financial performance of companies. Therefore, investors should pay attention to external and internal factors that affect the financial results of the company before investing in its activities.

Teaching Tip: Promoting Inclusive Online Learning for Students with Disabilities in Information Systems Courses

It is important to ensure educational equity for students with disabilities in online courses as more courses are taught online during the pandemic. This conceptual paper describes the key barriers for instructors to implement inclusive online classes, particularly technology courses, during the COVID-19 pandemic and suggests specific strategies to mitigate the negative impact on students with disabilities. We hope that this paper will motivate more Information Technology/Information Systems (IT/IS) instructors to implement more inclusive and accessible online courses to keep all students, including students with disabilities, motivated and engaged in online environments throughout the pandemic.

A Test of Stakeholder Capitalism

Stakeholder capitalism dominates the public debate about the future of the corporation. Business leaders and policymakers are calling for companies to abandon their stern adherence to profit maximization and consider a broader set of stakeholder interests, on issues ranging from workplace equity to climate change. Critics worry that managers can easily manipulate such lofty rhetoric to promote their own agendas and weaken constraints on their conduct that are typically benchmarked exclusively against financial performance. We argue instead that companies turn to stakeholders in order to derive information about the implications of their choices over a wider array of social issues that are outside the regular scope of corporate monitoring systems. The arrival of COVID-19 in early 2020 provides a unique setting that allows us to test how companies understand and utilize stakeholder governance in practice. Forced to adjust swiftly to a new reality, companies might choose to economize and redirect resources away from peripheral stakeholder programs, as critics predict. Alternatively, COVID-19 could help underscore how closely companies depend on their stakeholders, such as their employees, their communities, and their governments, leading to greater efforts to address these broader needs. To explore how companies viewed stakeholders under mounting pressure brought about by COVID-19, we conducted interviews with CEOs, general counsel, and other top executives from large, well-known publicly traded companies with an established stakeholder governance presence. Our sample includes companies from various industries, including some that fared particularly well during COVID-19 such as technology, and others whose businesses were hit hard, such as travel and hospitality. Our findings suggest that companies turned to stakeholders during the pandemic with increasing frequency and asked for input on issues that are central to their business. Companies relied on stakeholder communications with employees to negotiate the remote working environment and arrange for continuous operation and reopenings. Through stakeholder governance, companies better understood the needs of consumers in financial difficulty, and the concerns of local authorities regarding unnecessary and dangerous population movements, springing into action to support them. But stakeholders were not always successful in persuading managers and directors to follow their suggestions, particularly when stakeholders were themselves divided or where managers faced other critical hardships concurrently. Stakeholder governance emerges from our interviews as a systematic framework that companies are developing in order to obtain information about the social impact of their practices. In the past, companies communicated with their stakeholders about specific issues as the need arose. Today, stakeholder governance seeks to proactively cover the company's social profile as comprehensively as possible, collecting information in a regular and standardized manner. To achieve this goal, stakeholder governance has established an institutional footprint within many corporations through specialized executive teams, direct oversight by the board, and external monitoring by investors and specialized professionals. This systematic framework, which has been overlooked by the corporate purpose debate, can help alleviate concerns about accountability and offers a blueprint for dealing with future global challenges.