This chapter compares East and West African English as two distinct regional varieties of African English. First, the historical development of English in these two regions is briefly considered. It is argued that British colonial policy contributed significantly to the sociolinguistic and, indirectly, even structural differences these varieties exhibit. Then, the discussion moves on to give a short overview of the national sub-varieties. It is found that, although united by common linguistic features, West African English is far more heterogeneous than East African English, and some explanation is provided for this phenomenon. Focusing specifically on phonetic features, the chapter summarizes and contrasts the main diagnostic and distinctive features of each regional variety, with special reference to the peculiarities of the national varieties of West African English. However, despite their structural differences, West African, East African English and, for that matter, Southern African English are rooted in a shared “African culture.” Recent findings are introduced, in which common conceptual and linguistic patterns pertaining to witchcraft, expressed in the regional varieties in question, are highlighted.

Labor unions’ greatest potential for political influence likely arises from their direct connection to millions of individuals at the workplace. There, they may change the ideological positions of both unionizing workers and their non-unionizing management. In this paper, we analyze the workplace-level impact of unionization on workers’ and managers’ political campaign contributions over the 1980-2016 period in the United States. To do so, we link establishment-level union election data with transaction-level campaign contributions to federal and local candidates. In a difference-in-differences design that we validate with regression discontinuity tests and a novel instrumental variables approach, we find that unionization leads to a leftward shift of campaign contributions. Unionization increases the support for Democrats relative to Republicans not only among workers but also among managers, which speaks against an increase in political cleavages between the two groups. We provide evidence that our results are not driven by compositional changes of the workforce and are weaker in states with Right-to-Work laws where unions can invest fewer resources in political activities.

Isomorphism has been widely used to describe why trends penetrate entire organizational fields. However, research so far has neglected the temporal aspects of such diffusion processes and the organizational reasons underlying the introduction of new management tools. We argue that during reform waves, the reasons for adopting the new tools differ over time. Using comparative data from two surveys on quality management in the field of higher education and the health sector, we show that early adopters are more likely to be motivated by instrumental reasons, while late adopters will more likely be motivated by institutional reasons.

In a multisource, lagged design field study of 66 consulting teams, we investigated the role of leader mood in unlocking the performance potential of functionally diverse teams. In line with our hypotheses, we found that, given high levels of leader positive mood, functional diversity was positively related to collective team identification. In contrast, given high levels of leader negative mood, functional diversity was positively associated with information elaboration in teams. Furthermore, results showed that functional diversity was most strongly related to team performance when both leader positive mood and leader negative mood were high. This study highlights the value of examining seemingly contradictory leadership aspects in the effort to gain a fuller understanding of how to foster performance in diverse teams. Practitioner points To effectively lead diverse teams, leaders need to navigate between the need to promote unique ideas (i.e., information elaboration) and the simultaneous need to pull together diverse members towards a common identity. Leader mood addresses both of these needs. When the team leader exhibited a positive mood, team functional diversity was positively related to members' identification with the team. By contrast, when the team leader displayed a negative mood, team functional diversity was positively related to information elaboration. Over a 12-day period, diverse teams performed best when the leader showed both positive and negative mood. Leaders of diverse teams are required to be sensitive to the affective tone of their team and aware of how their emotional displays influence team members' moods and behaviours as well as team processes.