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PurposeThe purpose of this article is to share reflections about the progress toward the inclusion of race as a core analytical concept in MOS since the article. The emperor has no clothes: Rewriting "race in organizations" was published in theAcademy of Management Reviewtwenty-nine years ago.Design/methodology/approachI critically reflect upon the past and future of race in management and organizations studies drawing upon my own subjective position in what has transpired over the past twenty-nine years. Specifically, I reflect upon the past and future of the study of race in organizations and also offer some recommendations for theories that may help advance it as a core theoretical concept in MOS drawing.FindingsDethroning the "emperor" remains a challenge. There has been a lack of significant progress toward positioning race as a core analytical concept in MOS. There is still much to do to elevate race to a significant analytical concept in MOS. Post-colonial theory, whiteness and the literature on the sociology of race may assist scholars in making progress.Research limitations/implicationsI readily acknowledge that my subjective position as the author of an article declaring the significance of race in MOS and as a Black woman whose life and career has unfolded in a world of systemic racism shape my reflections. It may be time for to consider whether positioning race as a core analytical concept in MOS can be achieved under the diversity paradigm. Perhaps it is time for a new field of study – race in organizations.Practical implicationsTheorizing race in organizations is central to undoing the continuing effects of racism. Otherwise, it will be difficult to develop strategies that get to the roots of racial inequality in organizations.Social implicationsThe confluence of resurgent white supremacy, the stark global racial inequalities revealed by the COVID-19 pandemic and calls to end anti-Blackness and systemic racism by the Black Lives Matter Movement underscore the immense importance of race in every aspect of society including organizations.Originality/valueThis essay is my first reflections on what has transpired since the publication of the article. The essay reveals my insights and experiences of writing the article and why rewriting race into MOS is a much larger project than the one envisioned in 1992.

PurposeThe purpose of this article is to provoke diversity scholars to think about the implications of the confluence of the racial disparities in the effects of the Coronavirus and the persistence of racial inequality for a new direction of theorizing in the field.Design/methodology/approachDrawing upon three major analogies between the Coronavirus and the virus of racism, the author discusses their similarities as a means to think about why racism persists despite efforts to eradicate it. The history of racism in the United States forms a key part of the discussion.FindingsThe current theoretical tools diversity scholars primarily use to address racial inequality in organizations may only at best mitigate, not eradicate, racism in organizations. There is a need to direct theoretical development toward the concepts of racialization and deracialization.Research limitations/implicationsThe views and proposals for new theorizing reflect the author's positionality and biases. It also relies on three of the many possible analogies that can be made between racism as a virus and the Coronavirus.Practical implicationsUnderstanding racism through the lens of racialization and deracialization can help organizations and the leaders of them to identify the structures that embed racism and also how to change them.Social implicationsUnderstanding racism and processes of racialization is critical to achieving racial equality. Organizations are one of the main societal institutions that shape and perpetuate the racism and inequality among African-Americans and other people of color experience. Awareness of the continuing effects of racism is critical to anticipating how virus pandemics increase the vulnerability of marginalized racial groups to greater health risks and precariousness.Originality/valueThis essay provokes diversity scholars to engage in reflexive discomfort about the current path of theorizing in the field. It suggests ways that the concept of racialization can be used descriptively and normatively to theorize racism in organizations. In addition, it proposes deracialization as a frame for supplanting the ideology of White supremacy and theorizing nonracial organizations.

This article reports on a postcolonial and anti-colonial reading of representations of 'African' leadership and management in organization studies. The resulting analysis revealed tensions and contradictions between stereotypical colonial images of 'African' leadership and management and proposed counter-images that often reflect the excesses of cultural relativism. Finding alternatives between colonized representations and counter-representations is not an easy project. This article extends existing postcolonial scholarship in organization studies which has relied primarily upon the seminal trinity of Said, Spivak, and Bhabha by incorporating anti-colonial and nationalist thought found primarily in the work of Fanon, Césaire and Senghor.

Performance appraisal ratings of 125 first-level managers were analyzed to investigate the degree to which the criteria used to evaluate the overall job performance of black managers differs from that used to evaluate white managers. The performance appraisal form included items that measured both the social behavior dimen sion and task/goal accomplishment dimension of job performance. The appraisal ratings of both groups on each dimension were correlated with measures of overall job performance and promot ability. Results indicated that social behavior factors are more highly correlated with the overall job performance of black ratees than for white ratees. Implications of these results for both black managers and organizations are discussed.

Intro -- Copyright -- Contents -- Preface to the New Edition -- Acknowledgments -- Prologue -- Introduction -- Part I: Flashbacks -- Ch 1: Lost Childhoods -- Ch 2: Their Fathers' Daughters -- Ch 3: Comfortable Families, Uncomfortable Times -- Ch 4: Executives in Training -- Part II: Flashpoints -- Ch 5: Breaking In -- Ch 6: Fitting In -- Ch 7: Barriers to Advancement -- Ch 8: Climbing over the Barriers -- Ch 9: Making Change -- Ch 10: Work Isn't Everything -- Part III: The Self and The Other -- Ch 11: The Racialized Self -- Ch 12: Images of Other -- Conclusion -- Epilogue to the New Edition -- Appendix A: The Women -- Appendix B: Life History Interviews -- Appendix C: National Survey -- Notes -- Bibliography -- Index -- About the Authors.

PurposeAlthough Schein's gender role management stereotype hypothesis has been examined in many countries around the world, no studies specifically examine the combined effects of race and gender on this phenomenon. The purpose of this paper is to use an intersectional analysis to test the hypothesis among different race and gender groups in South Africa.Design/methodology/approachThe 92‐item Schein descriptive index was randomly administered to 592 black men, white men, black women, and white women managers. The degree of resemblance between the descriptions of men and successful managers and between women and successful managers was determined by computing intra‐class correlation coefficients.FindingsResults confirm the think manager, think male hypothesis for black and white men but not for black and white women. Black and white men are less likely to attribute successful managerial characteristics to women. The hypothesis is more robust among black men than among white men. For black women, the resemblance between the characteristics of women in general and successful managers is significantly higher than the resemblance of men in general and successful managers. This represents only the second study globally to report a reversal of the usual pattern. White women perceived men and women to equally possess the requisite management characteristics.Practical implicationsIntersectionality is capable of revealing the ways in which race and gender simultaneously influence perceptions of managerial characteristics.Originality/valueThe paper provides a race and gender intersectional analysis that compares the perceptions of the think manager – think male hypothesis in contrast to the dominant gender only analysis that may mask important differences in the stereotyping of managerial characteristics. It is also the first study of its kind in South Africa.

PurposeThis research was undertaken to investigate the differences in preferred managerial leadership behaviour among genders and racial groups in South Africa.Design/methodology/approachData were collected from part time MBA students in South Africa, and subjects' preferences for explicit leader behaviour was assessed by the Leader Behaviour Description Questionnaire XII, with samples of Asian[1], black, coloured[2], and White South Africans further categorized by gender.FindingsColoured sample subjects were most dissimilar from the other samples as to preferred leader behaviours. The most similar grouping was black males with white males and females.Research limitations/implicationsDifferent results were obtained than predicted by past studies comparing only black and white subjects. Studies comparing only those two racial groups could yield misleading interpretations of the actual managerial leader race and gender dynamics in South Africa. Owing to the small samples obtained for coloureds and Asian women, a follow‐up study is underway to increase these sample sizes.Practical implicationsImplications of this study for practice are that programmes of managerial leadership development and practice need to consider that the race and gender dynamics in South Africa extend beyond the majority blacks and whites, and need to be more inclusive of all groups.Originality/valueThe results tend to contradict the interpretations of past studies of management and leadership that have indicated significant differences between the behaviours of blacks and whites in the business environment. These two groups were found to be most similar in preferences.

This paper presents research addressed to understanding how candidate age affects promotability. A field study of 125 lower-level managers indicated that age had an inverse relationship with promotability for both young and older managers and also appeared to serve as a moderator variable for the job tenure and education factors. Job tenure and education were relevant criteria only for the younger managers. By contrast, job performance ratings were significant for both age groups. Alternative explanations for the results and the implications of the findings are discussed.