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The purpose of this paper is to review literature on librarian professional identity to develop a more integrated understanding of this topic.

Literature was retrieved and analysed with no date or geographic limit from nine databases on the subject of librarian professional identity. A combination of keywords and database specific controlled language was utilized to increase retrieval, as well as inspection of reference lists. Exclusion criteria were applied.

The review found 14 characteristics or themes relevant to librarian professional identity formation and development, understood as process over time. This process is in part defined by benchmark events, such as critical incidents, as well as highly personal aspects, such as perception of these incidents. This review also introduces an original conceptual model of librarian professional identity formation and development.

A limitation of this review was that only English-language literature was considered. A further limitation is the omission of works that have not been formally published. Additionally, the model introduced is untested.

By reviewing librarian professional identity literature, this paper offers an integrated understanding of this topic and introduces a new, original model to understand the process of librarian professional identity and development. It further offers an examination based on a sociological lens to examine this identity.

Prevailing thought in academia holds that the ideal model of public relations is two‐way symmetrical. In this model, communication flows both ways between an organisation and a public while both are prepared to change their own behaviour. The result is posited as the most professional, ethical and effective practice. Contingency theory offers qualifications and reservations of excellence theory. One qualification is that dialogue between an organisation and a public may not be allowed for a number of reasons, such as legal constraints or moral convictions against compromising with a public. To build the contingency theory from the ground up, top practitioners are interviewed to learn whether six such proscriptive factors ring true in their experience. The implications of the findings for practitioners, educators and those interested in theories that help define professional practice in public relations are discussed.

The expansion of social welfare in advanced capitalist countries following the Second World War has been phenomenal. Concomitant to this is the mushrooming of comparative social research devoted to the analysis of welfare states. The central question in comparative policy discourse has been the search for the determinants of social welfare development. There is no consensus over the structural determinants for welfare efforts. However, the literature on comparative social policy has identified a significant number of variables which spur social policy development: industrialization, urbanization, modernization, working‐class mobilization, union strength, state and its particular structure, open economy, diffusion, military spending, and national ideology (Wilensky & Lebeaux, 1965; Wilensky, 1975; Uusitalo, 1984; Wilensky, 1985; Flora, 1987; O'Conner, 1988; Esping‐Andersen, 1990; Pierson, 1991; Wong & Daley, 1991; Janoski & Hicks, 1994).

Surely an article whose author is also part of its subject will seem at best odd to some and at worst self‐serving to others. Perhaps a bit of explanation of this article's genesis will moderate those reactions.

If intergovernmental relations are necessary in normal times, it should be even more required to face complex intergovernmental problem (CIP) as the COVID-19 pandemic. However, collaboration between governments depends on institutional rules as well as on political will. To discuss this issue, the analytical model is based on two dimensions: institutional design and political agency. As for the first dimension, since COVID-19 pandemic is considered as a CIP, three aspects are relevant when discussing how federations can organize the coordination between different levels of government: autonomy of subnational governments, mechanisms of coordination, and policy portfolio. As for political agency, the performance of political leadership (national presidents and governors) will be analyzed. The possibility of sharing collective goals across the federation is also a consequence of the political agency that takes place within the institutional systems of each federation. In short, it seeks to analyze the relationship between institutional design and political agency to deal with this CIP in five American federations.

Purpose – The broader aim of the research is to better understand the origins of firm heterogeneity in terms of strategy and structure, looking beyond convergence pressures resulting from economic and institutional forces.

Design/methodology/approach – To identify firm-specific differences, the paper uses an in-depth analysis of two matched cases, comparing the introduction of diversification strategies and decentralized organizational structures in two Dutch banks. Based on detailed archival research it tries to understand how different outcomes were shaped by political processes involving a variety of internal and external actors.

Findings – The research shows the importance of these processes and, in particular, the role of management succession as a trigger for organizational changes as well as the potential power of management consultants based on a combination of their own “political” skills and the opportunity provided by internal divisions. Moreover, the study confirms the view that organizational change requires a change in dominant ideology.

Research limitations/implications – The research was able to go beyond the limitations of extant studies based on cross-sectional data or single cases. It demonstrates the usefulness of historical analysis when examining changes in strategy and structure. Its results need to be confirmed by conducting similar studies in different contexts.

Originality/value – The paper provides new insights into the complex and dynamic processes of organizational change and shows how external consultants – within a specific set of circumstances – were able to manage these processes. The results are valuable to scholars studying organizational change and those looking at consultants and their role. They might also provide insights for practicing managers working or planning to work with consultants.