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The purpose of this study was to examine the perceptions of Black African‐born nurses (BABN) with non‐native accents regarding their nursing career advancement in the United States. Data were collected using individual interviews. Fifteen nurses originally from three sub‐Saharan African countries were included in the study. The findings were reported under six themes: perceived low level of intelligence, not suitable to lead, making fun of/belittling, prejudging without evidence, downgrading, and accent modification. The finding indicated that participants believed that their race and accent influenced their professional nursing opportunities. These results are relevant to BABNs, nurse educators, and healthcare organization leaders. BABNs are capable of participating in nursing leadership and education despite their non‐native accent. [ABSTRACT FROM AUTHOR]

Aims: The purpose of this study was to explore the experiences of internationally educated nurses in management positions in United States health care organisations to understand the obstacles and support these individuals’ experience when pursuing and working in managerial roles. Background: Although internationally educated nurses are an integral part of the US health care industry, few work in managerial roles. Little is known about the experiences of internationally educated nurses who do obtain management positions. Methods: In this qualitative, phenomenological study, seven internationally educated nurses who were managers in Chicago, Illinois, responded to open‐ended interview questions. Results: Supervisors contributed to the participants’ acceptance of management positions. The participants experienced challenges such as cultural differences, language, and communication. Despite these challenges, the participants had positive working relationships with staff and supervisors. Further, the participants had opportunities for education and professional growth. Conclusions: Internationally educated nurses benefit from participating in organisational committees. They face challenges related to work responsibilities, cultural differences and communication but can succeed in management roles through developing strategies to overcome the challenges and through receiving support from staff, colleagues and supervisors. Implications for Nursing Management: More internationally educated nurses may obtain managerial positions if supervisors provide encouragement and support. [ABSTRACT FROM AUTHOR]

In this study, we examine how full nurse practitioner (NP) practice authority affects racial and ethnic diversity of the NP workforce. Specifically, the purpose of our research is to understand the relationship between the racial and ethnic composition of the NP workforce, NP level of practice authority, and the communities they service. In this paper, we compare the ethnic and racial composition of the NP workforce to the composition of the state's population, and then observe if there are any noticeable differences in the patients served by NPs when we compare full practice authority (FPA) and non-FPA states. We also estimate how FPA affects the race and ethnicity of Medicare patients served by NPs.

Self-image is a co-constructed concept of multiple attributes. It is the perceptual reality of identity influenced by cultural norms and expectations. In the U.S. corporate sector, many women and minorities strategically (re)define their images to be more competitive or gain a sense of belonging. They seek to avoid the marginalized experience of a historically biased corporate culture that privileges Whites and males. Hence, Black women confront dual battles of gender and racial workplace discrimination. According to Shifting: The Double Lives of Black Women in America, (Jones & Shorter-Gooden 2003), many competent Black women are stereotypically perceived as professionally inferior, an image documented in the study as an "American myth." While some Black women casually ignore the myth, others actively challenge it. Cognitively, physically, and linguistically, Black women shift mindsets, speech, and even appearance to overcome an image of inferiority. Based on this premise, this essay analyzes shifting through the interpretive lens of organizational culture theory. [ABSTRACT FROM AUTHOR]

A major tenet of Martin Luther King, Jr.'s civil rights agenda involved dismantling legal segregation in the United States. King viewed social isolation of the races as a barrier to the American ideals of democracy, freedom, and equality. Despite many advances, racial isolation remains a feature of daily life in America, and the authors report the results of a study that illustrates how it supports and anneals segregation in the workplace. The authors draw from Letter From Birmingham Jail to gain insights into King's notions about segregation, our responsibility to diminish it, and whether the arguments put forth in it have relevance for contemporary business thought leaders. [ABSTRACT FROM AUTHOR]

In this study, the authors analyze data from a Gallup Organization public opinion poll commemorating the 40th anniversary of the Equal Employment Opportunity Commission to illustrate how businesses might incorporate Dr. Martin Luther King Jr.'s social justice themes of belongingness and connectedness in ways beneficial to desirable organizational outcomes (e.g., employee satisfaction, employee loyalty, employee retention). Results from a racially/ethnically diverse sample of more than 1,200 Americans indicate that, among other outcomes, racial and ethnic minority employees who feel a sense of engagement (i.e., belongingness and connectedness) with their workplaces, and who believe in their organization's commitment to diversity, feel a heightened affective connection at work. Furthermore, negative psychosocial outcomes because of perceived discrimination-based inequity in the workplace were mediated by engagement and trust in organization diversity policies. The authors discuss implications of these findings for future management research and practice. [ABSTRACT FROM AUTHOR]

This study uses multidimensional scaling (MDS) to explore how Chinese professionals perceive interpersonal communication in corporate America. Results show that three dimensions (Blunt Assertiveness, Smooth Amiability, and Surface Humility) underlie perceptions of interpersonal communication in Chinese organizations, as contrasted with those underlying American organizations (Sophisticated Kindness, Manipulative ''Stroking,'' and Casual Spontaneity). The differences in the dimensions reveal the diverse cognitive frames Chinese professionals use as they attempt to understand communication in American contexts. Issues relating to the adaptation of Chinese working professionals to American culture are also discussed. [ABSTRACT FROM AUTHOR]