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Arts festivals use projects to showcase creative works, configuring a creative field, whether locally, regionally or internationally, by whom engages and attends to the arts festival: artists, funders, media and audiences. This study compares the Edinburgh and Berlin arts festivals founded after World War II. Each city began with a founding festival. Edinburgh International Festival of Music and Drama sought to reconcile and heal international relations whereas the Berlin International Film Festival sought to showcase free expression and democracy. Both founding festivals were internationally oriented, as seen in their names. Each city added festivals over time and engaged in distinct temporal strategies and configured different creative fields. Edinburgh’s additional festivals entrained to its founding festival, synchronizing in time and place five festivals which led to greater duration and intensity of the experience and configured an international creative field: artists, media, and audiences who attended and engaged with the city festivals. In contrast, Berlin’s founding Film festival, which was internationally oriented, was followed by festivals that were treated as distinct, scheduling each festival sequentially across a yearly calendar and configuring a creative field regionally oriented around Germanic language and culture. Thus, a city’s temporal strategies for arts festivals may configure international, regional and local creative fields, changing who comprises the field to interact.

In this chapter I argue that intimate massacre and home-grown jihadi terrorism can be explained similarly through the concept of the Doomed Antihero. In both forms of public mass killing the perpetrator has subjectively experienced a long period of humiliation; he has slowly converted humiliation into rage; he has adopted an antiheroic style from a culturally available catalog to channel his rage; he has identified a symbol of his humiliation for attack; he has become determined to permanently destroy the symbol by killing people inhabiting it; and he sees “his” attack as a final act that will erase his past and reify his future.

In a world where we recognize entrepreneurial means, ends and values in terms of geographies of meaning, this book explores the phenomenon of Entrepreneurial Place Leadership. This book identifies that a place-led perspective of entrepreneurial development is becoming increasingly important, given narratives around entrepreneurial ecosystems, spatial and temporal contexts, and the active design of entrepreneurial institutions. This introductory chapter outlines the rationale for the book, explores the entrepreneurial landscape and then highlights the chapter contributions. It concludes by drawing together policy and practice recommendations and suggesting directions for future research.

This chapter addresses a number of issues related to work hours and work addiction. The dependent variables associated with working long hours include health-related illnesses, injuries, sleep patterns, fatigue, heart rate and hormone level changes, as well as several work/non-work life balance issues. Motives for working long hours such as joy in the work, avoiding job insecurity or negative sanctions from a superior, employer demands, are addressed in detail, and a multitude of moderators shown to have affected the work hours and well-being relationship, are reviewed. These include reasons for working long hours, work schedule autonomy, monetary gain, choice in working for long hours. The chapter suggests a need for more research to better understand workaholism and work addiction, as well as provides a number of implications and organizational and societal suggestions for addressing work-hour concerns.

The increasing interest in economic, social, and ecological sustainability has important implications for the traditional views on organization effectiveness, organization design, and organization development. Managers need to design organizations to achieve a “triple bottom line.” A review of the organization effectiveness literature suggests that no single model seems to provide the necessary guidance, and there is a clear need for creation, revision, and integration. Organization effectiveness criteria in the future require a clearer modeling of the multistakeholder demands so that organization designers can specify appropriate strategies, structures, systems, and processes as well as the changes necessary to develop them. We propose an integration called “responsible progress” and suggest that it represents an important new stream of organization development theory. The relationships between this new criterion of organization effectiveness and the design features necessary to pursue them must be tested.