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Queer scholars and activists share a central predicament with critical management studies: how to avoid the dangers of self-defeat. That is, how can one make a critical difference without becoming embroiled with or turning into the powers that be? This chapter offers suggestions for how to remain critical and queer by first introducing the notion of queer posing then exploring its conditions of possibility in terms of performativity and affectivity, respectively.

Here, we encounter another seeming impasse between the epistemological voluntarism of which studies in the performative vein are sometimes accused and the charge of ontological determinism that is often levelled against affect theory. Turning from vain dichotomies to productive tensions, we propose that potential for critical performativity is inherent to affective organizing of materiality as events in relation to which action becomes possible. The concept of plasticity, we suggest, enables investigations of the simultaneously formed and formative character of being and, further, the explosive potential of critique – the shaping of corporeal events is not only confining, but also holds potential for blowing up existing configurations.

On this basis, we sketch three plastic relations of affectivity and performativity, three modes of organizing material assemblages as actionable events: invitation, intervention, and celebration. We illustrate the performative power and critical potential of these three modes of affective organizing by indicating how they give form to, are formed by, and become explosive to Sabaah, a Danish activist network and community for LGBT people with minority ethnic background.

This chapter explores how stress may manifest among non-family member employees, family member employees, and family firm founders in family firms during the startup phases of the organization. Understanding how stress arises in family firm startups has received limited attention to date. Notably absent in the research is the understanding of how stress arises in non-family member employees, which is important to understand as non-family member employees often outnumber family member employees. As stress increases for the non-family member employee due to issues such as role ambiguity and conflict, negative outcomes resultant from this stress may increase the chances of the employee exhibiting withdrawal behaviors. It is suggested these outcomes increase the stress of the family firm entrepreneur and family members by increasing interrole and interpersonal conflicts and negatively impacting decision-making. These effects on the family members may adversely impact the family firm’s chances of performing well, thus decreasing its chances for survival. Recommendations for future research are also made.

In response to recent calls to better understand the brain’s role in organizational behavior, we propose a series of theoretical tests to examine the question “can brains manage?” Our tests ask whether brains can manage without bodies and without extracranial resources, whether they can manage in social isolation, and whether brains are the ultimate controllers of emotional and cognitive aspects of organizational behavior. Our analysis shows that, to accomplish work-related tasks in organizations, the brain relies on and closely interfaces with the body, interpersonal and social dynamics, and cognitive and emotional processes that are distributed across persons and artifacts. The results of this “thought experiment” suggest that the brain is more appropriately conceived as a regulatory organ that integrates top-down (i.e., social, artifactual and environmental) and bottom-up (i.e., neural) influences on organizational behavior, rather than the sole cause of that behavior. Drawing on a socially situated perspective, our analysis develops a framework that connects brain, body and mind to social, cultural, and environmental forces, as significant components of complex emotional and cognitive organizational systems. We discuss the implications for the emerging field of organizational cognitive neuroscience and for conceptualizing the interaction between the brain, cognition and emotion in organizations.

This paper aims to examine the shareholder versus stakeholder debate. This paper outlines how businesses are starting to move toward a stakeholder model, and also discusses what must be done to sustain the momentum toward the stakeholder model.

This paper uses examples from organizations to highlight the momentum toward the stakeholder model.

This paper suggests that countervailing forces - from financial analysts, institutional investors, and institutionalized practices in many corporations - will need to be overcome if businesses are to succeed in adopting the stakeholder model.

Thus paper discusses the role of educators in the process of changing the mindset of students, executives, and others from a shareholder to stakeholder mindset.

This paper discusses not only the trend toward the stakeholder model of businesses, but also how to sustain the momentum toward this model.

Firm performance remains at the heart of strategic management. In the quest to refine the field’s contribution, Venkatraman and Ramanujam (1986) argued that reliance upon single measures of firm performance is risky and firm performance should be treated as a multidimensional construct. Subsequently, researchers have examined trends in firm performance measurement ever since. Over a decade since the last examination of this issue, this study aims to add to the ongoing conversation.

The authors investigated 1,972 research papers published in five premier management journals for the years 2015–2019 to determine if multidimensional measurement of firm performance has improved.

The findings suggest that approximately two-thirds of papers that measure firm performance are published using only a single measure of firm performance, and approximately three-fourths do not measure firm performance across multiple dimensions.

This study contributes to the literature by emphasizing the necessity to consider the dimensionality of firm performance, use multiple measures and consistently ground firm performance variables with theory – especially control variables – to keep firm performance as the focus of the strategy field. Evidence and implications are discussed and recommendations for researchers and reviewers are provided.

The purpose of this paper is to examine the levels of clinician burnout in a community forensic personality disorder (PD) service, and explores how burnout may arise and be minimised within a service of this nature.

A mixed methods approach was utilised, assessing levels of burnout and making comparisons with a comparable previous study. Focus group data regarding burnout and suggestions for reducing the risk of burnout were analysed using thematic analysis.

Levels of burnout were generally found to be higher in the current sample when compared with the generic PD services. Qualitative data suggest that working in a forensic PD setting may pose a range of additional and complex challenges; these are explored in detail. Minimising burnout might be achieved by developing resilience, utilising humour, team coherence and ensuring that breaks are taken, and developing one’s own strategies for “releasing pressure”.

The risk for burnout in clinicians working with offenders with PD may be higher than other groups of mental health clinicians. Despite this, attempts to minimise burnout can be made through a range of practical strategies at the individual, team and organisational level.

This is the first project to assess levels of burnout specifically in a team of clinicians working with offenders with PD, and offers an exploration of how burnout may manifest and how it can be managed in this unique area of mental health.

This paper aims to examine the automotive industry and how it ripe for disruption. By examining the current state of the industry and how technology will shape the future of the car, this paper outlines why the automotive industry is ready to be disrupted and provides insights as to whom the major players may be in the future and why.

This paper uses examples from companies and the media to identify how the automotive industry is ready to be disrupted.

This paper identifies that the automotive industry is ready to be disrupted. With Tesla having secured over 400,000 pre-orders for its new Model 3 sedan, there is a movement that will pave the way to a new era of the automobile.

This paper demonstrates that a new way of thinking is needed for top managers at traditional automakers. In this paper, a new way of thinking about the future of the car is presented.

This paper takes a new perspective on what the future of the automobile may resemble and the companies that will likely be involved as a result of the disruption in the industry.

An environment in which learning is facilitated is multidimensional. On one axis is the content producer/deliverer and on another is a learner. Regardless of the other axes, a learning environment requires a set of interactions between the former and the latter and the flow of information can be in either direction. What do the producers/deliverers need in order to use Internet‐based resources as part of their “bag of tricks” to build a learning environment? What are the expectations, skill sets and experiences of the learners? This note reflects the author’s experiences over a four‐year time span in attempting to answer the question raised in the title.