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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.

This paper aims to generate insights about the transformative potential of integrated reporting by exploring organisational adoption of non-financial reporting design archetypes available in the field.

Drawing on the concept of design archetype, this study conducts an exploratory interpretative based on qualitative semi-structured interviews and documentary analysis. The study is based on the Spanish integrated reporting field.

This study reveals that IIRC framework lacks the transformative potential to become an environmental disturbance for corporate reporting practice. It explains how organisations, in their attempt to seek coherence with underlying interpretative schemes, change their structural arrangements (structure, processes and systems) to adopt sustainability and integrated reporting design archetypes available in the field. Though organisational differences are portrayed, the transition from a sustainability-reporting archetype to an integrated-reporting archetype does not seem to be easily achieved.

Due to its exploratory nature, further investigation of the transformative potential of integrated reporting is needed to address intra-organisational factors such as internal stakeholder interests, organisational values, individual or collective agency to embed interpretative schemes into structural arrangements, and technical and managerial capabilities enabling action.

Findings inform practitioners and policymakers about the hindrances to integrated reporting implementation to be considered for prospective regulation and standardisation.

The study reflects on the difficulties for both mainstreaming sustainability to influence decision-making and developing reporting archetypes coherent with integrated thinking.

By focusing on archetype design, the paper provides insights to assess the transformative potential of integrated reporting.

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 aims to examine the interplay between ownership structure (organisational form) and management control system (MCS) design as governance structures within Australian primary health-care organisations (PHOs), seeking support for the suggestion that professional services will be most efficiently and effectively provided in organisations that have internal governance that is matched to their ownership form.

The analysis is based on a series of in-depth investigations into the MCS choices made by seven Australian PHOs. Arguing that the degree of information impactedness is inversely related to the level of general practitioner (GP) ownership, organisations where more than 50 per cent of the GPs working within the practice are owners are classified as “high ownership” (“low information impactedness”). The adoption by high-performing organisations of their predicted MCS archetype according to Speklé’s development is then interpreted as representing empirical support.

The findings provide uniform support for the importance of the match between ownership structure and internal governance mechanisms. As predicted, the two high-performing, high member-owned organisations reported MCS resembling exploratory archetypes, the three high-performing, low member-owned organisations reported MCS consistent with a boundary archetype and the two low-performing organisations reported little emphasis on any control.

This study provides evidence of the importance of the appropriate match between ownership structure and internal governance mechanisms for PHOs.

This study has potential to assist managers, owners and advisors to optimise MCS design in professional services organisations where there is heterogeneous ownership by professionals.

This study is one of the few attempts to provide empirical support for the assertion of the importance of a match between ownership structure and MCS design. It also represents one of the few attempts to provide empirical support for Speklé’s (2001) control archetypes, here the boundary and exploratory archetypes, archetypes that are applicable within important sectors of the economy, notably the professional services sector.

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.

In this chapter I explore how conflicting discursive claims made by the medical community are consequential for bariatric weight loss surgery patients. Bariatric surgery has become increasingly common in the United States since the 1990s, with over 177,000 Americans undergoing surgery in 2006. Despite the surgery's growing popularity, the US medical community does not wholeheartedly endorse the surgery. Rather, different members of the medical community espouse contradictory evaluations of weight loss surgery. I broadly characterize this intra-medical community controversy and, then, discuss how conflicting claims have helped shape the bariatric surgery industry's discursive conception of an “ideal patient.” Next, I analyze actual patients’ negotiations of the ideal patient archetype, and find that patients’ responses follow three paths: embracing the ideal, having a mixed response to the ideal, and strategically complying with the ideal. As patients are compelled to grapple with the ideal archetype in order to access surgery, I conclude that the ideal archetype acts as a discursive frame connecting individual patients to broad bariatric surgery discourses.

Organizations facing issues related to growth, innovation, and strategy are embracing design thinking, a problem-solving process. This study explores 40 design thinking initiatives and identifies operational practices emerge and empirical categories across various contexts. Quantitative analyses of the initiatives and qualitative interview data are used to distinguish four configurations of action analogous to races: training, emphasizing learning-by-doing; marathons, capturing personal reflection over a long project; relays, highlighting team collaboration; and sprints, reflecting fast-paced product innovation. The initiatives are differentiated as designer-led versus team-driven and, low-urgency versus high-urgency. Implications of practicing design thinking in Organization Development and Change are discussed.