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This chapter proposes a global agenda to eliminate racism in nursing by targeting reform at nursing education administration internationally. First, the history of racism in nursing is reviewed, along with two models – the diversity model and the cultural competence model – that were applied unsuccessfully to counteract racism in nursing. Second, a description of how racism is entrenched in nursing leadership globally is presented. Third, the recalcitrant structures that serve to maintain institutionalized racism (IR) in the international nursing education system are carefully examined. Specifically, the components and constructs involved in IR in nursing education are delineated, and the way in which these negatively impact both ethnic minority (EM) students and faculty are explained. Based on this, a global agenda to eliminate racism in nursing education internationally is proposed. Eliminating racism in higher education in nursing is a mandatory social responsibility if global healthcare is ever to be equitable. Five actionable recommendations are made to eliminate racism in higher education are summarized as follows: (1) components of nursing programs which are designed to eliminate racism in nursing education should be governed at the country level, (2) to design and implement a system of surveillance of the global nursing community to enable standardized measurement to ensure nursing education programs in all countries are meeting anti-racism benchmark targets, (3) nursing education programs should be established worldwide to provide individual pipeline and mentorship programs to ensure the career success of EM nursing students and faculty, (4) nursing education programs should be conducted to reduce barriers to EM participation in these individual support programs, and (5) nursing education programs are required to teach their nursing faculty skills in developing anti-racist curricula that seeks to eliminate implicit bias.

Sustainable development requires change in who makes decisions as well as in their content. The field theory of behavioural change is used here to structure a discussion of professionalism in urban design for sustainability. Sustainability and professionalism (both concepts defined by their users) are channelled subjectively, there are barriers in cities, designers act as gatekeepers, learning takes place. There follow sections on cities, designers, learning and research. There is more wealth and more poverty. In addition the cultural diversity of the urban population is becoming ever more evident. Sustainability depends on the interaction between designers and users, on new forms of practice and on new forms of urban development. There needs to be more focus on the improvement of participatory decision-making, and on new forms of communication, in design practice. This argues against a too narrow interpretation of academic standards in schools of architecture and encourages the reevaluation and further development of pragmatic approaches and the transmission of practical skills. Business School methods could be used. A good deal of previous research could usefully be looked at again with the sustainability agenda in mind, including a better understanding of skills. In conclusion, professionals need more multi-disciplinary practice and greater participation in it by lay citizens.

In this introduction to the special issue, ‘Marxist Thought in South Asia’, we detail the long history of Marxist politics and theorizing in South Asia and highlight the unique contributions and perspectives of South Asian Marxists to global Marxism. Three contributions we find particularly significant are (1) South Asian Marxists' approach to thinking about questions of capitalism, colonialism and imperialism, (2) the treatment of agrarian and feudal continuities in Marxist theories from South Asia and (3) unique South Asian contributions to theorizing caste from a Marxist perspective.

Leadership studies, as an academic discipline and field of practice, have predominantly been developed in relation to Western forms of knowledge, norms, and cultural practices. Knowledge and ways of practicing leadership in Sub-Saharan Africa contexts are often unseen or marginalized in formal leadership studies literature. This is also true for the way leadership is practiced throughout the networks of the African Diaspora. The influence of uniquely African ways of knowing, doing, and experiencing leadership is even more challenging in the context of the African Diaspora. Often contextualized within the legacy of the Transatlantic Slave Trades, and increasingly shaped by contemporary dynamics of globalization, the African Diaspora and leadership exist at the intersection of multiple cultures and contexts. Leadership theory and practice must account for these inter- and multicultural contexts to better understand and practice leadership in the African Diaspora. The objective of this chapter is to develop a collective, constructionist, and practice frame capable of teasing apart cultural and contextual influences of leadership in the African Diaspora. This is not a comprehensive account of approaches to African Leadership, but instead a preliminary effort to mark out collective, constructionist, and practice approaches to leadership in the African Diaspora as it exists in practice and might inform future research and leadership learning and development efforts.

The aim of this paper is to present a conceptual model on foreign-born health care workers from developing countries working in the US. The model covers their motivations for migration, the consequences in terms of the inequality and exclusion they may experience and the role of institutional responses at micro-, macro- and meso-level of intervention.

The paper is based on: (1) in-depth review of key literature studies on the foundation theories of international migration including sociology, economics, anthropology, psychology and human resource management, (2) analysis of theoretical approaches to medical migration across disciplines, (3) analysis of the international and national documentary sources of micro-, macro- and meso-level policies on migration and (4) analysis of evidence on best practices, solutions and aspirational changes across different levels of institutions.

(1) Migration of international medical graduates (IMGs) from developing countries to the US can be explained from a micro-, macro- and meso-level of analysis. (2) IMGs who identify as racial/ethnic minorities may experience unfair discrimination differently than their US-born counterparts. (3) Although political/legislative remedies have had some successes, proactive initiatives will be needed alongside enforcement strategies to achieve equity and inclusion. (4) While diversity management initiatives abound in organizations, those designed for the benefit of IMGs from developing countries are rare. (5) Professional identity groups and some nonprofits may challenge structural inequities, but these have not yet achieved economies of scale.

Although it is well-documented in the US health care literature how ethnic/racial minorities are unfairly disadvantaged in work and career, the studies are rarely disaggregated according to sub-groups (e.g. non-White IMGs and US-born MGs). The implication is that Black IMG immigrants have been overlooked by the predominant narratives of native-born, Black experiences. In placing the realities of native-born Blacks on the entire Black population in America, data have ignored and undermined the diverse histories, identities and experiences of this heterogeneous group.

An awareness of the challenges IMGs from developing countries face have implications for managerial decisions regarding recruitment and selection. Besides their medical qualifications, IMGs from developing countries offer employers additional qualities that are critical to success in health care delivery. Considering organizations traditionally favor White immigrants from Northern and Southern Europe, IMGs from developed countries migrate to the US under relatively easier circumstances. It is important to balance the scale in the decision-making process by including an evaluation of migration antecedents in comprehensive selection criteria.

The unfair discrimination faced by IMGs who identify as racial/ethnic minority are multilayered and will affect them in ways that are different compared to their US-born counterparts. In effect, researchers need to make this distinction in research on racial discrimination. Since IMGs are not all uniformly impacted by unfair discrimination, organization-wide audits should be in tune with issues that are of concerns to IMGs who identify as racial/ethnic minorities. Likewise, diversity management strategies should be more inclusive and should not ignore the intersectionality of race/ethnicity, nationality, country of qualification and gender.

Immigrant health care workers from developing countries are integral to the health care industry in the United States. They make up a significant proportion of all workers in the health care industry in the US. Although the literature is replete with studies on immigrant health care workers as a whole, research has rarely focused on immigrant health care workers from developing countries. The paper makes a valuable contribution in drawing attention to this underappreciated group, given their critical role in the ongoing pandemic and the need for the US health industry to retain their services to remain viable in the future.

The National Health Service (NHS) is the largest employer in the UK but, despite decades of equal opportunities legislation, its senior management workforce does not reflect the diversity of either the wider NHS workforce or the UK population. The aim of the paper is to consider the range of management interventions available to organisations like the NHS to deliver change in the area of promotion of Black and minority ethnic staff.

Intervention programmes in a range of public and private organisations are reviewed and the nature of barriers to promotion and the range of interventions to overcome these are explored. The paper uses the paradigm of institutional racism to examine the ways in which the NHS discriminates against certain sections of its workforce. The methods used include a literature review combined with key stakeholder interviews. A comparative dimension which involved a review of research on leadership initiatives in the USA was also undertaken.

The literature review found that there were a range of initiatives which could be implemented by public organisations such as the NHS to increase the presence of Black and Minority Ethnic (BME) staff in senior management positions. Most of these interventions were largely focused on the individual. Much more progress on institutional or organisational change needed to be made before the NHS could be perceived as a model employer in this area. The literature review also indicated that there is little published research on such initiatives within other European Union countries.

The paper is targeted at both policy makers and human resource officers responsible for equality and diversity issues within large organisations, who have a remit to improve the career pathways of staff. The analysis provided offers a set of critical tools and interventions that have not hitherto been well examined in the UK context.

The purpose of this paper is to draw on postcolonial theorising on hybridity as a heuristic to explore current tensions described by managers in voluntary organisations engaging with diversity issues. Voluntary organisations are particularly valued for their innovative services developed in response to the needs of their constituents. However, managers describe increasing tension between their organisation's mission on behalf of marginalised and excluded groups and the increasing expectation that these organisations act as contractors to the state and as providers of professionally managed services.

The paper draws on interviews with a range of key informants, including chief executives, specialist diversity managers and project workers, working in UK‐based voluntary organisations; the interviews explored diversity issues in a broad sense including campaigning and advocacy work as well as service provision.

Evidence was revealed of innovative ways of working that respond to the needs of particular communities and constituencies – thereby supporting the rationale behind the “business case” for diversity. Also found was evidence of pressures from regulators and funders to standardise that make such innovation less likely; involving processes of undermining the efforts of organisations to manage and organise themselves independently, and of essentialising – fixing the subjects of diversity in an identity of difference and inferiority. The findings suggest that “managing diversity” is inherently problematic.

There is little academic research that applies a critical perspective to voluntary organisations and less using postcolonial theory as a heuristic. However, voluntary organisations are central to both national and international anti‐poverty initiatives and programmes designed to facilitate community renewal.

The purpose of this paper is to identify Australian managers’ attitudes and understandings regarding workforce diversity management (WDM) and the practices and incorporation of WDM in organisations.

Methodology is quantitative. A questionnaire in the form of a self-administered survey instrument was mailed to 650 managers (325 HR managers and 325 other managers) in Sydney, Melbourne and Brisbane.

The research found that workforce diversity is not especially well understood or appreciated; especially by non-HR managers. Organisations appear generally not to prioritise WDM and levels of senior manager engagement with the topic are tentative. Statistical analysis highlighted considerable divergence of opinion across the surveyed group.

As an exploratory study, further research is encouraged to better understand cause and effect relationships pertaining to the findings.

There are implications for HR managers or those in related roles who might design, implement and promote WDM initiatives. There are implications for consultants, employees and senior managers regarding education, awareness and support of diversity objectives.

Addresses a gap in the literature by looking at contemporary attitudes and practices regarding WDM in Australian organisations. Provides the first empirical comparison between HR and other managers on the topic.

Considers the position of ethnic minority groups in Britain in relation to economic exclusion. Suggest that earlier research overemphasised the extent to which these groups were economically excluded. Discusses recent evidence which implies that during the 1990s convergence was seen. Re‐examines the evidence and cites that there is much more to be done and that there are many different experiences between and within different ethnic groups. States that gender differences are greater than ethnic differences.