Beyond Prejudice as Simple Antipathy: Hostile and Benevolent Sexism Across Cultures

The authors argue that complementary hostile and benevolent componen:s of sexism exist ac ro.ss cultures. Male dominance creates hostile sexism (HS). but men's dependence on women fosters benevolent sexism (BS)-subjectively positive attitudes that put women on a pedestal but reinforce their subordination. Research with 15,000 men and women in 19 nations showed that (a) HS and BS are coherenl constructs th at correlate positively across nations, but (b) HS predicts the ascription of negative and BS the ascription of positive traits to women, (c) relative to men, women are more likely to reject HS than BS. especially when overall levels of sexism in a culture are high, and (d) national averages on BS and HS predict gender inequal ity across nations. These results challenge prevailing notions of prejudice as an antipathy in that BS (an affectionate, patronizing ideology) reflects inequality and is a cross-culturally pervasive complement to HS

Why organizational and community diversity matter:Representativeness and the Emergence of Incivility and Organizational Performance

Integrating sociological and psychological perspectives, this research considers the value of organizational ethnic diversity as a function of community diversity. Employee and patient surveys, census data, and performance indexes relevant to 142 hospitals in the United Kingdom suggest that intraorganizational ethnic diversity is associated with reduced civility toward patients. However, the degree to which organizational demography was representative of community demography was positively related to civility experienced by patients and ultimately enhanced organizational performance. These findings underscore the understudied effects of community context and imply that intergroup biases manifested in incivility toward out-group members hinder organizational performance

Stakeholder collaboration in climate-smart agricultural production innovations: insights from the Cocoa industry in Ghana

Although collaboration is vital in addressing global environmental sustainability challenges, research understanding on stakeholder engagement in climate-smart production innovation adoption and implementation, remains limited. In this paper, we advance knowledge about stakeholder collaboration by examining the roles played by stakeholders in scaling up ecological sustainability innovations. Using the illustrative context and case of green cocoa industry in Ghana, the analysis identified three distinctive phases of stakeholder engagement in ecological sustainability innovations implemented from 1960-2017. We highlight defining periods of ecological challenges encompassing the production recovery sustainability initiative phase solely driven by the Ghana Cocoa Board (COCOBOD)–a governmental body responsible for production, processing and marketing of cocoa, coffee and sheanut. During the period, major initiatives were driven by non-governmental organisations in collaboration with COCOBOD to implement the Climate-Smart agriculture scheme in the cocoa sector. The findings have implications for cocoa production research and stakeholder collaboration in environmental innovations adoption