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Purpose - Current debates on neo-liberal and universalistic globalization pay little attention to gender or to other marginalized groups, and fail to consider the complexity and diversity of the experiences of men and women in specific socio-political contexts, especially those in the developing world. The paper challenges mainstream theories which present globalization and its associated forces as gender neutral. The main purpose of this paper is to advance theoretical debates on the gendered organizing dynamics of globalization. Design/methodology/approach - The paper draws on organization theory, gender and development studies literature, and feminist sociology, to advance critical understandings of contemporary debates of the intersecting qualities of globalization, transnational organizations and gender social divisions. Findings - The paper provides a critical synthesis of the complexity and interconnections between gender, organization and globalization. The paper identifies international development agencies; transnational corporations; international nongovernmental organizations (NGOs) and government state machineries as key stakeholders in the global and national regulation of employment and diversity issues. The paper outlines the organizing praxis of these key stakeholders, and stresses the need for all actors to engage in human rights awareness and equality consciousness raising. Originality/value - The paper provides an original gendered organization analysis of globalization which reveals the specificity of global-local linkages mediated by national states, international organizations, women’s NGOs and gendered government machineries.

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Purpose: This paper aims to explore how one industry leader in Indonesia addressed its hiring and training problems while simultaneously contributing to society through an human resource management (HRM)-led corporate social responsibility (CSR) initiative involving a vocational education training (VET) intervention. Design/methodology/approach: The VET case study, which is central to the paper, followed a four-stage action research design. Data were collected through series of consultations with the company's top management, benchmarking companies, the vocational school, local community and government bodies.

Findings: The intervention reduced the company's hiring and training problems and provided jobs for graduates which addressed local youth unemployment. This experience generated lessons on CSR strategic interventions which should be considered when HRM professionals are seeking to address simultaneously organisational and social objectives. Research limitations/implications: The study is based on a single case in a local setting in one country. Practical implications: The study offers insights to HRM practitioners who face similar problems relating to upskilling, local talent supply and employee recruitment. The proposed framework is likely to be relevant to HRM practitioners who play a lead role in their organisations' CSR initiatives. Social implications: The case provides a realistic example of how a company, through its HRM function, can play a meaningful role in addressing societal issues and strategic business objectives. Originality/value: To the best of the authors' knowledge, this is an original case study based on primary data, conducted as action research.

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