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Despite the increased emphasis placed on diversity and inclusion, there is relatively little research that focuses on diversity values in small and medium-sized cities. This research uses data from a 2016 nationally representative survey to investigate how city department leaders’ perceptions of their organizations valuing diversity are related to the identity of the department head, the mayor, and the community. We find that women and people of color are underrepresented in city department leadership. Reporting that one’s organization values racial and gender diversity is significantly related to respondent gender, respondent race (for women), mayoral race (for women), and diversity in the community (for men), and that the interaction of mayoral and community identity is related to perceived diversity values. We conclude with a discussion of what these findings mean for diversity and inclusion in practice in local government departments, which often lack demographic diversity.

Despite the growing use and adoption of information and communication technologies (ICTs) in government, few studies investigate how ICTs impact the well-being of public managers in the workplace. Information system and psychology studies define “technostress” as a form of stress stemming from the social and technical changes brought by ICTs use. Public managers likely experience technostress as ICTs become pervasive in their professional and private life and add new demands to their workload. Using nationwide 2014 survey data of 2,500 local government managers, we focus on technology use and individual and organizational practices around ICT use to investigate their effect on technostress. We find that ICT use for professional purposes increases technostress, but public organizations can reduce technostress by providing policies and guidelines on ICT use. Personal use of ICTs and electronic monitoring do not affect technostress. We discuss implications for technology and human resource management in public organizations.

There is evidence of meaningful gender differences in behaviors, resources, and outcomes for traditional and social entrepreneurs. We examine if these differences exist among nonprofit entrepreneurs—those who found organizations in a sector where women outnumber men and the activities of many nonprofits are perceived as feminine. Using survey data from 667 nonprofit founders, we investigate human, social, and financial capital differences between men and women. We find no gender differences in human capital before starting a nonprofit. We find gendered differences in founding approaches—women are more likely to take on full-time roles during the start-up phase and utilize volunteers, while men take on more financial debt. Although gender differences between nonprofit founders are not as extensive as those found among traditional and social entrepreneurs, our findings indicate more equitable opportunities for female nonprofit entrepreneurs. These findings highlight the opportunities for interrogating the gendering of nonprofit development.

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