With societal inequalities continuing to increase and organizations providing the vast majority of people with their income, we wanted to assess the ways in which organizational practices are implicated in the burgeoning of social and economic inequality. Following an integrative review of the literature drawn from across the social sciences, we found that the multiple ways in which five major organizational practices-hiring, role allocation, promotion, compensation and structuring-are enacted emerged as being central to the reproduction of inequality. We also uncovered how the persistence of these practices, and the inequality they induce, can be largely attributed to a constellation of three highly institutionalized myths, efficiency, meritocracy and positive globalization. Our analysis further reveals how, as scholars, we bear a corresponding responsibility to reconsider how we engage in research on and teaching about organizations. The implications of this for our future work are discussed.

Within this paper we outline the political and institutional structures that work to formulate operating norms that govern what is considered to be "acceptable" qualitative organizational research, and the quality indicators attached to foundational, quasi-foundational, and, non-foundational research orientations. We argue that encouraging a plurality of methods and representations will better position the field of organizational studies to address the most significant questions of our time. Located within this position, we call for a democratization of what 'counts' in organizational research: a more considered, and central, space for non-hegemonic approaches to qualitative work. In so doing, we champion a moral-sacred epistemology that foregrounds ethical and moral concerns as underpinning both the purpose and the quality of the research. The Philosophy and Politics of Quality in Qualitative Organizational ResearchWithin this paper, we argue that considerations of 'quality' in qualitative research cannot be divorced from the political, axiological, ontological and epistemological orientations of the scholarship. As such, we contend that traditional and still dominant methods of assessing research quality, founded on a positivistic

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The role of values in determining how organizations are structured and operated has become an increasingly important area of study. As yet, however, little work has explored the way in which values affect the change process. Drawing on insights from the institutional theory, change, and values literatures, this article presents a set of propositions that explore the change-values relationship. The propositions were examined using real-time data collected over a 12-year period from a set of Canadian amateur sport organizations undergoing pronounced institutional change. It was found that organizations that contained members who held values congruent with the prescribed changes were able to successfully engage in the transition process. Conversely, those organizations with members who opposed the change entered into a period of largely superficial conformity, mainly in response to certain coercive pressures, but ultimately reverted to designs more consistent with the values held within the organization.

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Presents the results of an analysis of 28 national and multinational Canadian firms that had been involved in sport sponsorships at the national or international levels. Detailed interviews were conducted with senior marketing personnel in each company to determine how sponsorships were created and managed. Suggests that those firms which were successful had, either knowingly or fortuitously, developed their sponsorship into a distinctive competence and made it an intrinsic part of the overall marketing and communications mix. By contrast, those that were unsuccessful entered into sponsorship agreements on a more piecemeal basis with little thought of building a coherent marketing image. The authors would like to acknowledge the assistance of Sport Canada for funding the research upon which this study is based.

The organizations and institutions with which we interact in our everyday lives are heavily implicated in the rising levels of global inequality. We develop understanding of the ways in which a preference in social structures for the free market over other forms of economic organisation has made inequality almost inevitable. This has been accompanied by organisational practices such as hiring, promotion, and reward allocation, that maintain and enhance societal inequalities. The mutually constitutive relationship between organizations and institutions in the reproduction of inequality are exposed throughout.

The purpose of this study was to investigate the role of subunit interests, power arrangements, and organizational capacity in a program of radical transformation of a group of Canadian National Sport Organizations (NSOs). Using realtime data collected over a 12-year period, six case studies were constructed to provide insight into the role that these internal dynamics had on the propensity of organizations to change. Results showed that NSOs that completed the transformation possessed leadership with the technical and behavioral capacity for change, had an organizational structure in which volunteers were willing to share power with professional staff, and engaged in an all-encompassing transformation process that embraced the entire organization. By contrast, those NSOs that failed to complete the change lacked effective transformational leadership, had a structure in which power was retained centrally by volunteer board members, and were characterized by ongoing struggles among subunits to protect their own interests.