At this critical juncture when the COVID-19 health crisis has disrupted our ways of living, working and relating to each other, we are perforce to explore and co-create the Future we want to be part of. Drawing upon feminist theory, we introduce the notion of 'inclusiveness' as a fresh conceptualization of the impact of meaning rendering from working, almost irrespective of where work takes place. The 'new (ab)normal' that is emerging, is challenging the future of corporations not only in fulfilling their purpose, but also in leading the future leadership necessary to restore the balance between the economy and ecology. In this respect, the corporation is more than a workplace, and leadership is more than a relational process. Inclusive leadership, as we will elaborate when 'leading from home', invites us to rethink social distancing and remote working as a platform for rebuilding the fundamentals of humanity. We propose an agenda for leading on leadership in co-creating the future of work and corporations by outlining themes as well as an approach to connecting that no longer separates research and business practice. K E Y W O R D S future of corporation, future of work, inclusiveness, leading on leadership, meaningfulness, social distancing And if you find her poor, Ithaka won't have fooled you. Wise as you will have become, so full of experience, you'll have understood by then what these Ithakas mean.

This editorial illuminates the evidence of how human and social rights and diversity gains at work are under attack in the aftermath of the global economic crisis and in times of austerity. We provide a brief overview of the six articles in this issue, which draw upon a wide range of theories and engage with different, but in many ways connected, issues pertinent to human and social right, diversity and equality in the light of the economic crisis and austerity. The editorial concludes discussing a number of dilemmas and problematic issues that remain despite the increased scholarly attention to the threat to human and social rights and diversity gains at work in current times. Lastly, we offer recommendations to how diversity advocates can develop new approaches and strategies in order to resist the current threat to the diversity agenda internationally.

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Despite the increasing attention to gender diversity management in recent decades, there is a dearth of studies that provide an East Asian perspective on this topic. We argue that informal social networks have a crucial role in macrosocial and organisational approaches to diversity, such as social attitudes and laws, which in turn may affect organisational routines and practices of diversity management. In this article, we develop a research framework that connects gender diversity approach across macrosocial and organisational levels of analysis. Responding to the call for contextual research, our focus in this article is on how gender diversity management in East Asia is affected by informal social networks at the macrosocial level, namely guanxi in China, yongo in South Korea, and jinmyaku in Japan. Our review posits informal social networks as salient in mediating the shape and effect of institutional mechanisms at the macrosocial level on diversity practices at the organisational level.

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