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China has been going through a “museum boom” paralleling the domestic tourism boom since 2000; such growth changed the cultural landscape; museums became a vital characteristic of some Chinese cities for both residents and tourists. Encouraged by this growth, the more ambitious “All-for-one Museum (全域博物馆)” was proposed. The physical boundary between museums and living spaces is infinite ambiguity, challenging the idea of museums as “heterotopias.” This study aims to explore the musealization of urban spaces in the context of anthropology and museology, scrutinizing the cultural-political intentions and meanings of these developments, and seeks to ignite further investigation into the reconstruction of historical imaginaries for tourists and urban populations across related disciplines.

This paper examines two cases in Chinese metropolises, Beijing and Shanghai, to illustrate this development of musealization, that is, how the cities actively leverage museological values and methods to connect with their past. In the Beijing case, the authors explore how the local government is leading the effort to musealize the city; in the Shanghai case, they will see how tourists, especially dweller-tourists, navigate through a curated past story in the city and connect their own experience, memory and identity with the place.

The all-for-one museum creates a museal layer projected onto the bigger urban space, even though the authenticity of the “past” is challenged by the modernization development of the city. The authors also find out that for some tourists (especially dweller-tourists), an existential sense of authenticity plays a more significant role as they not only seek to sightsee the past of the city but also to take part in its creation.

This paper discusses two kinds of musealization in cosmopolitan cities of Beijing and Shanghai: top-down and bottom-up. It approaches questions about the musealization of urban spaces from the perspectives of anthropology and museology, and discusses musealization in the specific historical context of China’s modernization process.

THE Birmingham Induction on February 13th was in every way satisfactory to those who participated. A writer in our “Letters on Our Affairs” has given in brief the substance of the event. It fulfilled the anticipations we made in our last number: the attendance was really representative; and there was an agreeable meeting of many of Mr. Cashmore's older and younger contemporaries, as well as a large concourse of his neighbours, to share in the dignified ceremony in which Dr. Esdaile initiated the President into his office. We ventured last month to refer to the quality of the retiring President's occasional speeches. That at Birmingham was a masterpiece of apparently unstudied ceremonial speech‐making. No doubt it will be available elsewhere. Those who spoke—from the Lord Mayor, who chaired the meeting, to Mr. Duncan Gray, who returned thanks for the Lord Mayor's hospitality— rose to an occasion on which all was pleasant and unjarred by any slip or inharmonious note. It was a happy augury for the year to come.

Cangaço was a form of banditry that occurred in the North-East of Brazil between 1870 and 1940. The movement has inspired many films over the years. This chapter explores the contribution of Cangaço-inspired productions to Brazilian cinema, as well as the particular characteristics of what constitutes the Cangaço genre.

Following a historical survey of the Cangaço, the films were divided into different categories and ranked in terms of relevance. Only the most important are discussed in this chapter.

The Cangaço has been portrayed in Brazilian cinema through the decades in diverse ways, dating back to the 1920s. After becoming a consolidated film genre in the 1950s, then known as Nordestern, the Cangaço finally acquired a proper structure, featuring multiple Western references among its common characteristics. In the 1960s, Glauber Rocha, one of the most prominent filmmakers of the Cinema Novo avant-garde movement, added his own symbolism to the genre. Eventually, the Cangaço was also revisited by directors who combined it with other genres such as comedy, documentary, and erotic films. Another relevant reinterpretation came in the 1990s, when filmmakers of the so-called New Brazilian Cinema offered a new view on the subject.

Despite its strong association with Brazil, the Cangaço has not been thoroughly investigated by researchers. This chapter presents a historical survey and analysis of Cangaço films, highlighting their relevance to Brazilian cinema.

The year 1988 marks a special anniversary for Russia. Exactly 1,000 years ago Christianity was officially introduced into Russia from Byzantium. This was accomplished when, in 988, Prince Vladimir of Kiev ordered a mass baptism of the Russian people

This case is mainly about the development journey of Tujia, a unicorn in China's accommodations-sharing sector, as well as the development status of the sector. On December 1, 2011, Tujia.com—China's first medium- and high-end vacation apartment booking platform—was formally launched, and it announced the first round of capital injection in less than half a year after its launch. It completed D and D+ round of financing on August 3, 2015, securing $300 million with an estimated value exceeding $1 billion. The completion of this financing round meant that Tujia formally entered the $1 billion club composed of “unicorn” Internet companies. In June 2016, it announced the strategic M&A of Mayi; in October 2016, it announced its strategic agreement with Ctrip.com and Qunar.com for the M&A of their apartment and homestay businesses. The completion of these transactions manifested the matrix with the four major platforms Tujia, Mayi, Ctrip, and Qunar. Since then, Tujia has become the absolute pacesetter in China's online accommodations-sharing sector.

The purpose of this conceptual paper is to substantiate the idea that clusters will cope with the challenges of Industry 4.0, Industry 5.0 and remain one of the drivers for the development of the local economy.

For the preparation of this paper, the author reviewed the literature on Cluster 4.0, Industry 4.0, Industry 5.0, green and blue recovery, as well as the future of jobs and systems. Data, reports and surveys (UN, OECD, World Economic Forum, McKinsey Global Institute, D2L, etc.) were analysed in detail, in order to create a clear picture related to the research topic. The opinions expressed in the article are depicted graphically, and were developed by the author.

First, predictions on Industry 4.0 challenges are outlined, and the reasons as to why clusters are expected to succeed in the digital era are substantiated; second, the direction of development in the digital era is depicted in a two-dimensional plane; and third, the direction of development in digital era within the clusters is graphically presented as a system.

For this purpose, the author has developed a new approach to connect clusters and digitalisation with the self-designed graphical images.

Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good to allow time to implement change rather than having to react to it. This appears quite simple, but is it? This special themed issue of Management Decision contains a number of examples of how organizations have managed change. Lessons can be learned from other industries than your own with regard to best practice and basic principles which can then be applied to your own organization..

The purpose of this paper is to add to our understanding of how external factors such as funding and external accountabilities affect the organisational inner workings, especially identity issues.

The paper is based on a comparative case study of two professional chamber orchestras, one in Sweden and one in the UK. The two orchestras had significantly different funding conditions and had different relations with funders and were thus exposed to different kinds of accountability dilemmas. The two organisations were studied using and ethnographically inspired approach. The developments of various parts of the organisations were studied, such as funding, management, strategy, management control and identity issues.

The paper illustrates how the solution to accountability dilemmas in an organisation can, over time, result in the protection or the dilution of a perceived organisational core and thus in an identity struggle. Especially, management has to deal with the balance between financial and operational accountability, where organisational members could perceive the decisions to be confirming or rejecting what they perceived as being the higher purpose of their work.

This paper may help managers become more aware of the long ranging consequences of managerial decisions and how such decisions may affect the identity orientation of organisational members.

The paper combines the concept of identity with the concept of accountability, something that has not been done to a large extent in previous research.