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Purpose: Lesbian, gay, and bisexual (LGB) young adults smoke at rates much higher than the general population. Young adults, in general, are less likely to seek medical help for smoking cessation and LGB individuals are less likely to seek health care generally. Alternative methods to encourage smoking cessation are necessary. This research seeks to establish whether LGB young adults in California would be willing to use social media for smoking cessation.

Approach: We conducted 41 qualitative interviews among LGB young adults in the San Francisco Bay Area and Los Angeles in Fall 2014.

Findings: The results suggest that our participants were interested in a LGB-focused social media intervention, as long as the intervention was private or anonymous and moderated. Further, across topical areas our participants spoke extensively about the import of social connections. We may be able to leverage these connections to encourage cessation.

Research Limitations: This is a qualitative, non-generalizable dataset from a fairly limited geographic area.

Public Health Implications: Online smoking cessation interventions aimed at young adults would benefit from further testing with LGB young adults to ensure efficacy among this population. In addition, states and localities concerned about young adult LGB smoking might benefit from investing in an online socially mediated cessation forum. Online interventions could be scalable and might be useful for other groups who regularly face discrimination, stigma, or other stressors that make successful smoking cessation difficult.

Recent literature in the field of knowledge management (e.g. Nonaka and Takeuchi, 2021) asks for new, future-oriented approaches to strategy that allow us to deal with an increasingly complex world. Thus, this paper aims to build an approach to exploit aesthetics (human’s sensory perceptions and their felt meanings) to sense an organizations purpose and realize it by means of organizational strategy.

Conceptual paper, providing a new perspective on the perception of Organizational Purpose. The abductive argument follows Weick’s notion of Disciplined Imagination (Weick, 1989).

The main argument of this paper is that aesthetics contribute to the identification of organizational purpose. Thus, aesthetic perceptions can inform strategy to implement a stakeholders’ sense of purpose into strategy.

The argument presented is grounded in recent literature on the concepts of purpose and aesthetics and abductive in nature. Thus, empirical research to validate the argument would be beneficial and worthwhile to be undertaken.

The paper presents the idea to integrate the sense of organizational purpose into a corporate strategy to address stakeholders’ value expectations and build more sustainable organizations. By emphasizing aesthetics, the study takes a stand for the inclusion of nonrational knowledge in organizational decision-making.

As far as the author’s knowledge goes, the concepts of aesthetics and organizational purpose have not theoretically been connected to each other. However, due to the implicit nature of purpose, aesthetics may serve as the matching knowledge tool to work with organizational purpose.

This chapter provides a summary of the closing plenary at the 2018 Alberta Institutions Conference in which four scholars – Markus Höllerer, Marc Schneiberg, Patricia Thornton, and Charlene Zietsma – shared their views on how we could once again put the macrofoundations of institutional theory more center-stage in institutional analysis. The first major theme emerging from the panel discussion pertains to the meaning of macrofoundations. While Schneiberg sees institutions as socio-cognitive infrastructures, Zietsma emphasizes their constitutive nature. Second, both Thornton and Höllerer caution that an exclusive focus on either the micro- or the macro-level might remain only partial, and call for more cross-level studies of institutions – and for understanding the micro and the macro as co-constitutive analytical categories. Finally, the panelists discuss how we could break academic silos in institutional analysis and strive for theoretical innovation through interdisciplinary studies, among other avenues.

Using an original product level database, this article analyzes the nature and dynamics of Swiss specializations during the “first globalization” (1850–1913). I study the comparative advantages, as well as the evolution of the trade structure, in order to understand economic performance differences between Switzerland and France. Despite differences in terms of market size, some common trends are identified. I also argue that Switzerland's skilled labor force, along with an intelligent choice of economic policy, allowed this country to adapt its specialization structure to global demand and enjoy rapid economic growth.

Institutions operate at the core of all social structures, and it is vital to social science that we understand how they are established, maintained, and transformed. Considerable progress has been achieved in pursuit of this agenda, particularly in the last three decades, which have witnessed a resurgence of scholarly attention and productive inquiry. Institutions operate at multiple levels within a social structure. Recent students have concentrated efforts on their microfoundations, focusing on the agents who construct and reconstruct them and the mechanisms at work in producing, reproducing, and changing them. And of late, new efforts have been addressed to macro-structures and forces at work in sustaining and changing societal and global institutional systems.

The purpose of this paper is to assist the United Nations Regional Centres of Expertise (RCEs) in continuing their fundamental work within the region and to address some of the prominent challenges within the RCE community. Specific RCE case studies from the global network were employed, emphasizing experiences in collaboration with multiple stakeholders including higher education institutions.

Conducting a literature review and employing a qualitative research methodology with the use of a guided questionnaire, the paper aims to gain a deeper understanding of the operations of RCEs in general and more specifically the case studies.

The paper shows some of the strategies implemented by the cohort of case studies to overcome their common challenges. Key recommendations based on the findings are made in its quest for continual development and final conclusions assessing the contentious challenges are drawn.

This paper focuses on RCEs within Europe, with cases from the USA and Canada for comparison. Although the paper highlights common themes and challenges, it is highly probable that RCEs outside of the studied regions may contend with similar challenges; further research would have to be conducted to assess the wider scope of the situation.

The paper gives an external perspective of the challenges faced and identifies some areas in which improvements could be made. It is also generated from information gathered from multi-case study RCEs.

The concept of a community form is drawn upon in many subfields of organizational theory. Although there is not much convergence on a level of analysis, there is convergence on a mode of action that is increasingly relevant to a knowledge-based economy marked by porous and shifting organizational boundaries. We argue that communities play an underappreciated role in organizational theory – critical not only to occupational identity, knowledge transfer, sense-making, social support, innovation, problem-solving, and collective action but also, enabled by information technology, increasingly providing socioeconomic value – in areas once inhabited by organizations alone. Hence, we posit that organizations may be in the shadow of communities. Rather than push for a common definition, we link communities to an organization's evolution: its birth, growth, and death. We show that communities represent both opportunities and threats to organizations and conclude with a research agenda that more fully accounts for the potential of community forms to be a creator (and a possible destroyer) of value for organizations.