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This paper examines how the properties and patterns of a collaborative “networked hierarchy” incident command system (ICS) archetype can provide incident command centres with extra capabilities to manage public service delivery during COVID-19.

The paper illustrates the case of Sri Lanka's COVID-19 administration during its “first wave” (from 15 February to 1 September 2020). Primary data were collected through in-depth interviews with government officials who were directly involved in the administration of the COVID-19 outbreak. Secondary data sources were government publications and web sources. The data were analysed and interpreted by using narrative analysis and archetype theory respectively.

The findings highlight how Sri Lanka's public sector responses to COVID-19 have followed a collaborative “networked hierarchy” ICS archetype. More specifically, the government changed its normative ICS “properties” by incorporating a diverse group of intergovernmental agencies such as the police, the military, the health service and administrative services by articulating new patterns of collaborative working, namely, organisational values, beliefs and ideas that fit with the Sri Lankan public service context.

In responding to high magnitude healthcare emergencies, the flexibility of a collaborative networked ICS hierarchy enables different balances of organisational properties to be incorporated, such as hierarchy and horizontal networking and “patterns” in public service provision.

The issue of accounting change, why and how accounting evolves through time and within specific organisational settings, has been addressed by an important body of literature. This paper aims to explain why, in processes of accounting change, organisations confronting similar environmental pressures show different outcomes of change.

Drawing on archetype theory, the paper analyses the case of two Italian local governments. Comparative case studies were carried out, reconstructing a period of 15 years.

Although confronted with similar environmental pressures, the two cases show two different patterns of accounting change, where only one case is able to finally reach radical change. Accounting change can be prompted by external stimuli, but, once the change is prompted, the outcomes of the change are explained by the dynamics of intra‐organisational conditions.

The study contributes to accounting change literature by adopting an approach (i.e. archetype theory) that overcomes some of the limitations of previous studies in explaining variations in organisational change. Through this, the authors are able to explain different outcomes and paces of accounting change and point out the intra‐organisational factors also affecting them in the presence of similar environmental pressures. A specification of the theoretical framework in a particular setting is also provided.

The paper argues that the widespread changes in manufacturing industry are best conceptualised as paradigmatic, in that they constitute a patterned reconfiguration of ideas, beliefs and values about manufacturing philosophy, strategy, structure, organisation and operations. The widespread adoption of teamworking is part of this patterning and is argued to reflect a new institutional form of manufacturing organisation. In investigating teamworking, the paper uses the concept of organisational archetypes to investigate whether or not teamworking takes a single, or variety of interlocking forms. Empirical studies are introduced to justify the articulation of three teamworking forms: a “‘self‐directed” archetypal form and two other sub‐types, “lean” and “project”, neither of which, it is argued, are truly archetypal. The paper concludes that broad institutional changes toward a teamworked manufacturing organisation impact on the “interpretive schema” of managers operating in specific task environments who prescribe and deploy this new organisational format. This creates the two hybrid sub‐types in practice. The findings of this research have implications for both practitioners involved in designing and introducing teamworking into manufacturing firms, and for academics researching on team based organisational design.

The essence of “Chinese element” has been pinpointed as the representation of national cultural archetype resource of China, which reflects to the overall power enhancement of China. Applying the Chinese national cultural archetype resource, which will be used for promoting the Chinese Brand internationalization, aims for the consumers' approval with the hope of integrating and spreading the unique cultural advantage of Chinese brand. The recognizing of Chinese brand's cultural archetype in this paper has constituted the basis of Chinese brand's cultural archetype strategy.

Based on the Grounded Theory, this paper has collected and analyzed the value symbols, character images and theme stories of Chinese narrative advertisements and constructed the cultural archetype framework of Chinese brands. This paper makes a comprehensive application of Charmaz's constructivist analysis and the main axis analysis and inspection method advocated by Strauss, with the aim of building a more objective and systematic theoretical framework for the Chinese brand cultural archetype.

In this framework, it revealed: (1) Chinese brand's cultural archetype can be divided into 12 concrete archetypes according to individual's relationship with self, the other, community and nature; (2) Consumers' different ways of self-categorization are attributed as the essential difference among various archetypes. This paper also compared and analyzed the differences between Chinese and Western cultural archetypes from three perspectives, formation of social structure, pedigree of myth and character's feature.

This paper has certain innovative significance to the theoretical construction of the archetype of Chinese brand culture. First, based on the cultural perspective, this paper applied the cultural psychological connotation of archetype to the brand research across culture, which is more conducive to the researchers' investigation of the cultural psychology of consumers in the cross-cultural context? Second, based on the identification and comparative study of Chinese brand culture archetype, it provides a new expansion and supplement for the research on brand internationalization and globalization in emerging countries.

The paper aims to motivate more rigorous theoretical and empirical specification of the home regionalization phenomenon, in particular the dynamics of shifting advantage over time within a multinational enterprise. It aims to improve dialogue among regionalization researchers.

Contrasting the economizing and behavioral perspectives on internationalization, the paper presents five different archetypes of the home‐regionalization phenomenon. These archetypes are predicated on strategic management stylizations of competitive advantage.

The paper demonstrates that the notion of home regionalization as a dominant and superior model for firm internationalization remains a promising yet under‐explained and inconsistently articulated thesis. By introducing and exploring the archetypes, it shows the diversity of home‐regionalization theses, and the prospect that multiple forms of regionalization may be at play for different firms, industries and locations.

The paper presents the full complement of archetypes of the home‐regionalization phenomenon and explores their corresponding assumptions. These explorations open up new empirical and theoretical research avenues for distinguishing any genuine region effects.

This study analyses how the implementation of PPPs to operate rural water infrastructures and deliver water to local population has led to a new accountability archetype.

The archetype theory is used to analyse the process of implementing PPPs as a new archetype and setting up systems and structures of accountability between contracting parties. The empirical part of the study is based on extensive document analysis in an East African country. Documents analysed are from governmental sources, UNICEF and the World Bank and cover a period from 1998 to early 2019.

The process of implementing PPPs was revolutionary at the national level and evolutionary at micro levels. The sequence of the change process moved from central to peripheral. The linearity followed a reorientation track strategy. Setting up systems and structure of accountability was evolutionary, peripheral to central following the reorientation strategy. National authorities reacted proactively to comments and suggestions from international donors and local population. However, not all districts have fully implemented PPPs in their rural water sector. The structure of accountability at the local level, however, still suffers from logistical and professional capacity constraints.

Empirical findings cannot be generalised to other situations, but the theoretical framework used in this study can be applied elsewhere.

Giving priority to hearing from end users themselves before designing and implementing policies that intend to respond to specific local needs is recommended.

This study explains the ways in which micro-organisational change can lead to revolutionary archetypes such as PPPs, whereas the implementation of systems and the structure of accountability at inter-organisational level remain evolutionary.

Organizational studies have been deeply influenced by three separate streams of research: the soft sciences; the hard sciences; and economics. This paper makes a case for an interdisciplinary approach, one that includes not only the social and physical and life sciences, but also methodologies that have a long history in mysticism. It illustrates how the similarities and relationships between depth psychology, in Jung’s theory of archetypes, and the “hard science” notion of complexity theory can reveal critical aspects of competition as expressed through capitalism. It also suggests that a methodology for accessing information about archetypes in general and capitalist competition in particular is through creative imagination.

This paper aims to present an exploration of possible associations between the Jungian archetypes frequently used in marketing and three well-known products based on artificial intelligence (AI), namely, Sophia, Alexa and Articoolo.

The study conducted emotionalist interviews to gather thick data from 11 participants on how they conceptualize these AI-based products. In the absence of any existing relevant hypotheses, this paper attempts to build theory using a case study approach and qualitative analysis of interview narratives.

Despite the human attributes ascribed to these products, participants were principally concerned with their purpose, efficiency and the degree of trust which they felt could be accorded to the product. Anthropomorphism emerged as significant with participants making some associations with common archetypes traditionally exploited in marketing and this suggests a possible means of enhancing consumer trust in AI products.

Little research has been conducted on the marketing of AI and this study presents a timely identification of some potentially significant issues. As AI is intended to mimic some aspects of human intelligence, the role of the archetype in creating a personality to enhance trust may prove crucial in securing consumer confidence.

This study aims to identify the archetypes, moral foundations and plots associated with veganism through the stories told by vegan bloggers and the effect on mainstreaming of this ideology.

Narrative data was collected from 15 publicly available vegan blogs. Underlying archetypes, morals and story plots were identified and presented as a “story re-told,” highlighting the context and content of what was being said by the protagonists and associated meanings.

The analysis revealed three moral foundations on which vegan ideology is built: sanctity of life, enacting the authentic self and freedom. A universal hero archetype was also unearthed; however, the moral orientation of the storyteller (agency vs communal) dictated how these morals and archetypes were expressed.

Through the use of common story archetypes, master plots and moral foundations, a deeper understanding of vegans and the choices they make is facilitated, thus making vegan ideology appear less threatening. Storytelling plays an important role in establishing connections through commonality.

This study applies cultivation theory, storytelling analysis and archetype theory to reveal how vegan bloggers counteract mass media cultivation of vegan stereotypes through the stories they tell. We offer a more robust description of vegans, moving beyond stereotypes, and the morals driving behavior. Moreover, a unique mechanism of mainstreaming is exposed that shows vegans connect with people by tapping into universal archetypes and morals that anyone can relate to and relive.

The archetype paradigm has been gaining importance as a marketing approach to global branding, advocating that strategists should create archetypal symbolism to engage with fundamental human psychology. The study reported here is based on consumer imagination theory, which aims to offers a means to determine whether a brand archetype will transform into an icon, and thereby achieve the maximum effect.

In‐depth interviews with 810 loyal customers of the Nike Air Jordan brand took place in the Asia Pacific, Western Europe, and North America regions of the world. Sub‐samples were selected and interviewed by research assistants in each sampling location, under central control to ensure that all profiles matched the known characteristics of the population under study. A relatively unstructured first phase generated question topics, which were transformed into verbatim sentences on cards, which respondents subsequently sorted. Matrix analysis elicited relationships among the resultant constructs, in terms of degree and direction. Focus group discussions were conducted to refine the emerging findings. Data were subjected to “open”, “axial”, and “selective” coding. Key concepts and relationships were finally incorporated into a fully developed model.

A “brand archetype‐icon transformation” model derived from the analysed data suggests a plan for the implementation of the “archetypal marketing” strategy, combining four theoretical elements under the overall coordination of a “comprehensive brand management” philosophy.

This study is an original and exploratory transfer of theoretical principles from classic psychology to marketing strategy. The final section examines practical potential by reference to other global brands. The paper proposes a paradigm for building and sustaining consumer loyalty to global brands.