The 'glass cliff' posits that when women achieve high profile roles, these are at firms in precarious positions. Previous research analysed appointments (male/female), estimated the precariousness of firms involved and drew inferences about the glass cliff. This study is different as it directly tests the relationship between a precarious situation and changes in board gender diversity. The sample is companies listed on the UK stock exchange reporting an initial loss in the years 2004-2006. A matched control sample is used in a difference-in-differences analysis to avoid inadvertently attributing improvements arising from societal/regulatory changes in gender diversity to the loss event. Findings suggest that when the loss is 'big' there is a difference in the increase in gender diversity versus both the control and the 'small' loss subsamples, i.e. compelling evidence of the glass cliff. In the context of ongoing political and social debates about women on boards our work (i) identifies continuing structural barriers for women ascending to board level in that women are more likely to be over-represented on boards of companies that are more precarious and (ii) sounds a note of caution about celebrating increased gender diversity on boards without considering the precariousness of the company involved.

Despite much academic work and the development of multiple typologies, we are still some way from understanding the HR role. There is a dearth of empirical evidence on HR professionals' work and recent models have been criticized for not adequately reflecting the challenges of trying to balance competing stakeholder interests. We approach this lacuna by focusing on an issue that has not been fully considered in relation to HR work – emotion. Drawing on the findings of a broader study into emotional labour, we highlight the emotive challenges inherent in the day‐to‐day practice of HR. We explore the disjunctions between ‘felt’ emotions and those actually displayed to meet differing stakeholders' expectations. We show how achieving an appropriate emotion display is a challenging pursuit given these competing expectations. Our contribution is to elucidate emotional labour in the under‐researched ‘backstage’ professional context, and through our emotion focus to extend our understanding of the complexity of the HR role beyond current prescriptive models.

Projects, as an organizing principle, can provide exciting contexts for innovative work. Thus far, project management discourse has tended to privilege the vital need to deliver projects 'on time, on budget, and to specification'. In common with the call for papers for this workshop we suggest that perhaps the "instrumental rationality" underpinning this language of characterising project activity may create more problems than it solves. In this paper we suggest that such questions (and language) frame project contexts in a partial way. We argue that such concerns stem from a particular worldview or ontology, which we identify as a 'being' ontology. Here we contrast being and becoming project ontologies, to explore the questions, methods and interventions that each foregrounds. In an attempt to move this dialogue further than simply another contrast of modern and postmodernist accounts of project organising, we go on to consider some possible ethical concomitants of valuing being and becoming ontologies in project contexts.

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Table 1_June 2017.odt URL: http://mc.manuscriptcentral.com/gsco Culture and Organization When is a bed not a bed? Exploring the interplay of the material and virtual in negotiating homework boundaries.