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At the commencement of this decade, leaving behind the “striking seventies”, we christened it the “anxious eighties”, for there was a profound disquiet and uncertainty among most of the population, a fear that things were going to get worse, but they could have hardly expected the catastrophic events of the year 1981. The criteria of quality of life are its richness, grace, elegance; by the promise it contains; inspiration and purpose, hope, determination (to survive, to make certain that the evildoer is not permitted to succeed), love of one's country — pro patria, of other days.

The research aim has two purposes: to clarify the concepts of values, collaboration and conflict and their relationship with one another within organizations; and to provide data that supported or disconfirm values alignment as a proactive approach to conflict management.

An interdisciplinary review of literature was undertaken, as current literature on the topic of values as it relates to conflict was very limited in scope. The key concepts investigated were the connection between values (including alignment and congruence) and decision making, behavior, collaboration, strategy, prioritization and conflict within an organization. Research was guided using constructionism, chaos and complexity theories within a framework of Chaordic systems thinking.

The paper provides documentation that previous values research practices have been fragmented and have had limited practical applications. Support is provided indicating that values alignment fosters collaboration and could be a proactive approach to conflict management.

No long‐term studies were found on the topic of inquiry, although some documentation on business performance is starting to appear. Further research using values alignment as an organizational process would be beneficial. Practical implications – The framework presented appears to have a pragmatic application that would benefit organizational development and effectiveness. Originality/value – This paper expands previous studies by examining values research across domains and suggesting a different research approach. A model is discussed that provides meaningful linkage between business strategy and organizational values.

The paper focuses on lesson study, which generally engages the collaborative work of a group of teachers, as implemented with a primary school art teacher who had limited opportunities for collaboration. Through lesson study, the teacher worked closely with a lesson study facilitator and an art education expert to plan a research lesson. The study explores how this collaboration generated cognitive conflicts and eventually teacher change.

This paper presents a case study using a thematic approach to data analysis. The lesson study involved weekly face-to-face meetings and daily online communications over a period of eight weeks. In an attempt to reflect upon and resolve conflicts, the teacher kept a journal in which the teacher wrote down lengthy accounts of the discussions with knowledgeable others, the teacher’s struggles and ways of resolving these. Data were complemented by the different lesson plan versions, the post-lesson discussions and a detailed report documenting the lesson study process.

The paper provides insights into the role that cognitive conflicts play for teacher change. Through ongoing communication, reflection and support to resolve conflicts, the teacher recognised more collaborative opportunities for professional development, freed from rigid lesson planning practices and reported a new conceptualisation to teaching.

Drawing on the literature about effective teacher professional learning, the paper offers implications for supporting teacher change.

This paper provides insights into how lesson study may provide conditions that enable teachers' cognitive conflict and facilitate their consequent resolution.

Attempts to nurture community self‐help in deprived neighbourhoods presently tend to pursue the “third sector” route of developing community‐based groups. Reporting data from recent UK government surveys of community involvement, however, this article uncovers how such a third sector approach promotes a form of community self‐help more reflective of the culture of engagement in affluent than deprived populations. If community self‐help is to be harnessed in ways that build on the existing culture of engagement in deprived neighbourhoods, then this article shows that the current third sector route will need to be complemented with a “fourth sector” approach that seeks to further develop informal forms of community self‐help (i.e., acts of one‐to‐one reciprocity(. The article concludes by outlining some possible policy initiatives that might be used to implement this fourth sector approach.

Research in psychology or management science has shown that shared leadership (SL) enhances information sharing, fosters participation and empowers team members within the decision-making processes, ultimately improving the quality of performance outcomes. Little has been done and, thus, less is known of the value and use of SL in acute healthcare teams. The purpose of this study is to (1) explore, identify and critically assess patterns and behaviour of SL in acute healthcare teams; and (2) evaluate to what extent SL may benefit and accomplish safer care in acute patient treatment and healthcare delivery.

The authors conducted a review that followed the PRISMA-P reporting guidelines. A variety of sources were searched in April 2018 for studies containing primary research that focused on SL in acute healthcare teams. The outcome of interest was a well-specified assessment of SL, and an evaluation of the extent SL may enhance team performance, lead to safer patient care and healthcare delivery in acute healthcare teams.

After the study selection process, 11 out of 1,383 studies were included in the review. Studies used a qualitative, quantitative or mixed-methods approach. Emerging themes based on behavioural observations that contributed to SL were: shared mental model; social support and situational awareness; and psychological safety. High-performing teams showed more SL behaviour, teams with less seniority displayed more traditional leadership styles and SL was associated with increased team satisfaction.

Evidence to date suggests that SL may be of benefit to improve performance outcomes in acute healthcare team settings. However, the discrepancy of SL assessments within existing studies and their small sample sizes highlights the need for a large, good quality randomized controlled trial to validate this indication.

Although studies have acknowledged the relevance of SL in healthcare service and delivery, a systematic, evidence-based and robust evaluation of behavioural patterns and the benefits of SL in this field is still missing.

The purpose of this paper is to develop a framework that systematically captures the ambiguity of different understandings about science, the university and its relation to society, while conceptualising sustainability. Following Corley and Gioia (2004, p. 174) on identity ambiguity and change, it seems pivotal to better understanding the ambiguity of sustainability in relation to academic cultures and university models to manage the transition more effectively.

The nature of this paper’s objectives as well as the wide thematic scope leads to the need of exploring a broad knowledge base. This was best addressed by an exploratory literature review with data collection from primary and secondary sources. The data was interpreted through a hermeneutic analysis and resulted in the inductive development of first categories and goals (further referred to as category development). In addition, a multi-method approach further adjusted the categories and raised their empirical validity and social robustness.

Implementing sustainability involves dealing with a double bound ambiguity due to organisational and individual identity reasons. Five fields of ambiguity were developed to systemise the conceptualisation of a sustainable university along contradictory understandings of science, the university and sustainability. These fields offer a framework to qualitatively assess the degree of sustainability in higher education institutions. Arguments for and against sustainability in universities have been categorised around five criteria and associated to the fields of ambiguity. The finding indicates that meaning in organisational change management for sustainability can be considered both, a potential driver and barrier for a sustainability transition in universities.

This paper exclusively focussed on the internal perspective and left aside any external factors that influence the sustainability transition, such as political measures to stimulate sustainability in higher education. In addition, the operational dimension of a sustainable university has been neglected, which is by all means a necessary and important aspect. The interrelation of the identified goals has not been discussed.

This paper focusses on the conceptualisation and understanding of sustainability within the institution, an often-forgotten but fundamental aspect of implementation. The fields of ambiguity are designed to be applied for assessing the “degree of maturity” of a sustainable university. The fields reveal the different understandings about the role, the mission and the governance of universities, stemming from competing preferences about goals and their assumed relations by various stakeholders of a higher education institutions. The five fields are not an attempt to resolve the hidden contradictions and tensions in a sustainability transition, but to state them clearly to anticipate resistances and conflicts that hinder the development of a shared understanding.

The achievement of sustainable development goals is linked to the procurement of public infrastructure in a manner that meets key procurement objectives, such as sustainability, value-for-money, transparency and accountability. At the heart of achieving these procurement objectives and others is the capacity of public procurement institutions. Whereas previous reports have hinted that there are deficiencies in procurement capacity in Nigeria, insights regarding critical aspects of organisational capacity deficiencies among different tiers of government agencies is limited. The purpose of this paper is to investigate the critical gaps in the procurement capacity of state and local government agencies involved in the procurement of public infrastructure in Nigeria.

The study employed a survey of public infrastructure procurement personnel which yielded 288 responses.

Among 23 operationalised items that are related to organisational procurement capacity, none is perceived to be adequate by the procurement personnel. Additionally, among 14 procurement objectives only 1 is perceived as being attained to at least a high extent.

The findings underscore the acuteness of organisational procurement capacity weaknesses among public procurement institutions within Nigeria’s governance structure. It is, thus, imperative for policy makers within state and local government to formulate, resource and implement procurement capacity building initiatives/programmes to address these deficiencies. Additionally, the organisational procurement capacity items operationalised in this study could serve as a useful blueprint for studying capacity deficiencies among public infrastructure procurement agencies in other developing countries, especially within sub-Saharan Africa where several countries have been implementing public procurement reforms.

The purpose of this article is to investigate how two New Zealand local authorities have engaged with their duty under the Local Government Act 2002 (the Act) to foster community participation in decision making, specifically with regard to costs and funding of local authority activities.

A “middle‐range” methodological approach was used which sought to flesh out a skeleton of theory with empirical data to demonstrate the richness of particular contexts. The basic premise was that Habermasian theory provides both a guide to engagement with local, democratic participation and also idealised goals for local authorities under the Act.

The local authorities investigated have taken significant steps to engage with community participation in local authority costs and funding decisions. However, lack of speech competence in the “language of accounting” precludes many community members from participating in informed dialogue on relevant issues. One authority sought to overcome this barrier by way of public meetings; the other by encouraging representative interest groups.

The research findings are not generalisable but are relevant to other organizations similar to those observed.

Broad community participation in local authority cost and funding decision‐making is hampered by the language of accounting. Accountants could do more to accommodate different constituencies for accounting information.

The article highlights two appropriate and practicable approaches the local authorities observed have adopted to foster democratic participation in local decision making. These efforts, but also the remaining problems, are relevant to a broad range of organisations seeking to include different community interest groups in decision making.

Political polarization and incivility manifested itself online throughout the 2016 US presidential election. The purpose of this paper is to understand how features of social media platforms (e.g. reacting, sharing) impacted the online public sphere during the 2016 election.

After conducting in-depth interviews with politically interested young people and applying deductive coding procedures to transcripts of the interviews, Dahlberg’s (2004) six normative conditions for the public sphere were used to empirically examine this interview data.

While some participants described strategies for productive political discussion on Social Networking Sites (SNS) and a willingness to use them to discuss politics, many users’ experiences largely fall short of Dahlberg’s (2004) normative criteria for the public sphere.

The period in which these interviews were conducted in could have contributed to a more pessimistic view of political discussion in general.

Scholars and the public should recognize that the affordances of SNS for political discussion are not distributed evenly between different platforms, both for the sake of empirical studies of SNS moving forward and the state of democratic deliberation.

Although previous research has examined online and SNS-based political discussion as it relates to the public sphere, few attempts have been made understand how specific communicative practices or platform-specific features of SNS have contributed to or detracted from a healthy public sphere.

The purpose of this paper is threefold: first, to determine the impact of interpersonal identification on sales performance; second, to uncover whether or not that relationship changes direction based on levels organizational prestige; and third, to test the antecedent of managerial support on salesperson interpersonal identification. Ultimately, the authors want to provide sales managers with tangible ways to nurture the self-concept of their sales force while optimizing sales performance.

The authors test the hypotheses using a data set of 196 B2C retail salespeople in the shoe industry. Respondents answered a printed questionnaire, which was analyzed using multiple linear regression and response surface analysis.

The authors find that managerial support does positively influence interpersonal identification among salespeople which, in turn, increases sales performance. However, the relationship is curvilinear, becoming negative when over-identification occurs. This inverted U-shaped relationship is moderated by organizational prestige such that the negative influence is overcome by employees who have pride and confidence in their organization.

Managers should balance the level of support that they provide their employees. While this mentorship generally leads to positive results, too much can lead to over-identification, and consequently reduce sales performance. However, this negative effect can be overcome if the salesperson perceives his organization as prestigious. Therefore, a mix of guidance and autonomy may foster the strongest self-concept among the sales team and generate the most positive outcomes. Further, managers should monitor their employees’ perceptions of the company, communicating its strong reputation internally to generate organizational prestige.

The authors extend social identity theory in a sales context to provide a better understanding of how self-concept can be altered – for better or worse – by the sales manager. The authors also show the importance of communicating your company’s social value to employees. While over-identification in the manager–employee dyad can create a “tipping point” where sales performance begins to decrease, organizational prestige may be able to overcome this effect, demonstrating the power of prestige. Together, the authors present the importance of contextual and external influences on individual sales performance.