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The purpose of this paper is to contribute with knowledge about how resistance to the neo-liberal agenda is made possible, especially through renewal and reproduction of collective communities.

Using two ethnographical studies, one of a chamber orchestra and one of a shipping company for illustrating resistance.

It is resistance through distancing and creation of a “hidden script” that prevents the collective community from be broken down by individualization. However, resistance through distancing needs to be combined with resistance through persistence in order to become intelligent.

The paper makes use of ethnographic studies to investigate possibilities of resistance. The study has also found it fruitful to combine James Scott's (1990) notion of collectively created hidden scripts with Collinson's (1992, 1994) notion of resistance through distancing and persistence.

The aim of the study is to examine the development of four not-for-profit Chinese orchestras in Hong Kong, aiming to identify their key characteristics in management and operational practices, and highlight a probable proposal on how the concept of cultural entrepreneurship could be brought about for the growth of an orchestra.

This study looks into the cases of the development of four not-for-profit community Chinese orchestras in Hong Kong in accordance to the theoretical framework built on the reviewed literature. A self-assessment questionnaire survey was conducted among the key leaders in the orchestras, asking them to evaluate themselves about their features as a cultural entrepreneur, and the extent of the development of the orchestras towards entrepreneurship. The survey serves as preliminary reference data for follow-up phone interviews, with questions asked in accordance to the results of the survey.

The study shows that the four leaders of the Chinese orchestras have different qualities of a cultural entrepreneur. The four orchestras use different strategies to promote Chinese music, and adopt diversified approaches to survive. Four models of community orchestra having different features are identified, namely new generation model, affiliation-based model, mentor-mentee model, and developmental model. The findings suggest that community orchestras have limitations to the development of cultural entrepreneurship in Hong Kong, and they need the support of the right person and policy to grow and foster.

The results inform and give insights to cultural entrepreneur-to-bes and practitioners in the cultural industries as well as policy makers on some of the probable innovations employed by not-for-profit community performing groups.

The purpose of this paper is to explain how intellectual capital (IC) is enacted and used in non‐profit symphony orchestras from an organisational behaviour perspective.

The paper is a nine‐month case study on two community‐based non‐profit orchestras. The method uses field observations, interviews, factor analysis, and visual models in explaining how IC is connected to organisational practices.

IC is perhaps best understood in its context to specific organisations rather than as discrete items that are allocated.

The case study is limited to non‐profit orchestras based on an organisational behaviour perspective. The results, however, invite further research into how IC is used as a resource towards strategic planning.

The study results point towards managing IC resources, given that they are grounded in actions and practices of the organisation. Questions of “how” (how is IC used?) drive the study versus questions of “what” (identification of IC).

Understanding IC as context‐dependent provides management guidance to NPO orchestras for improving volunteer participation, motivation, and meeting personal goals. It also informs boards of possible outcomes in implementing organisational change.

The original purpose of this study was not to focus on job satisfaction, but rather to conduct an exploratory investigation of how symphony orchestra players cope with the frustrations and disappointments of orchestra life. Symphony orchestra players report surprisingly low levels of job satisfaction given the perception held by many that life and work in symphony orchestras is glamorous and rewarding.

Job satisfaction data were collected in the form of interviews and surveys from 66 musicians in an élite, major orchestra and a non‐élite, regional orchestra.

Players in both orchestras were similarly satisfied with co‐worker relationships and experienced similar levels of intrinsic work motivation and job involvement. Despite better financial resources in the major orchestra, satisfaction with opportunities for growth and opportunities to exert influence increased with tenure in the regional orchestra, whereas the opposite was true for major players.

The article discusses context‐driven job satisfaction tradeoffs associated with careers in élite versus non‐élite organizations and the role organizations may play in facilitating or impeding workers’ participation in valued activities. It emphasizes the importance of participation in valued activities as a key driver of job satisfaction.

The purpose of this paper is to add to our understanding of how external factors such as funding and external accountabilities affect the organisational inner workings, especially identity issues.

The paper is based on a comparative case study of two professional chamber orchestras, one in Sweden and one in the UK. The two orchestras had significantly different funding conditions and had different relations with funders and were thus exposed to different kinds of accountability dilemmas. The two organisations were studied using and ethnographically inspired approach. The developments of various parts of the organisations were studied, such as funding, management, strategy, management control and identity issues.

The paper illustrates how the solution to accountability dilemmas in an organisation can, over time, result in the protection or the dilution of a perceived organisational core and thus in an identity struggle. Especially, management has to deal with the balance between financial and operational accountability, where organisational members could perceive the decisions to be confirming or rejecting what they perceived as being the higher purpose of their work.

This paper may help managers become more aware of the long ranging consequences of managerial decisions and how such decisions may affect the identity orientation of organisational members.

The paper combines the concept of identity with the concept of accountability, something that has not been done to a large extent in previous research.

NZTrio is more than a traditional piano trio that performs music from the classical repertoire: it is a professional chamber ensemble with a difference. The members of the Trio, totalling three musicians and two administrators have a community orientation. Their vision is to forge links into other artistic, educational and business fields and in doing so they create and participate in events that evoke visceral encounters. In this way they confirm Esposito’s view that communitas is disruptive of stasis and that to belong is to change. In community, identity is disrupted and new possibilities of the self can emerge. This becomes possible through provocative performances that implicate the body. For instance, shouting commands through a megaphone in Jack Body’s O Cambodia and the repeated pattern of chords in the third movement of Shostakovich’s Piano Trio No. 2 are emotionally and physically encountered as audiences feel what it is like to be both perpetrators and victims of violence. NZTrio uses music like this as well as works from the standard repertoire to create aesthetic experiences rich in options for communion. Furthermore, through professional development events, business leaders and young people gain the opportunity to understand how the physicality of leadership works in a high performing team.

“All things are in a constant state of change”, said Heraclitus of Ephesus. The waters if a river are for ever changing yet the river endures. Every particle of matter is in continual movement. All death is birth in a new form, all birth the death of the previous form. The seasons come and go. The myth of our own John Barleycorn, buried in the ground, yet resurrected in the Spring, has close parallels with the fertility rites of Greece and the Near East such as those of Hyacinthas, Hylas, Adonis and Dionysus, of Osiris the Egyptian deity, and Mondamin the Red Indian maize‐god. Indeed, the ritual and myth of Attis, born of a virgin, killed and resurrected on the third day, undoubtedly had a strong influence on Christianity.

This paper seeks to address a gap in the literature in that it explores community disclosures in annual reports examining annual reports for 5 UK FTSE 100 sectors between, 1974 and 2000.

The sample was bifurcated into types – those with higher public profile and those with lower public profile based on a measure of “proximity to end user”. Two approaches were adopted in the paper: longitudinal volumetric word count mean and frequency of disclosure by company.

The two approaches demonstrated that community disclosure was positively associated with public profile. The findings are consistent with reporting behaviour found in other categories of voluntary disclosure, where disclosure has been found to be associated with the presumed information demands of specific stakeholders. Additionally the research supported a legitimacy theory‐based explanation of cross‐sectional variability in community disclosures. Illustrative disclosures from a number of companies are also presented in the paper.

Further areas of research are suggested by these findings. In addition to articulating the potential value of examining community disclosure patterns in other contexts (e.g. in other sectors and other national situations), and in other media (e.g. internet studies), the findings in this study suggest that there may be value in exploring the ways in which voluntary disclosure responds to other external structural variables.

The contribution of this paper has been to show that a hitherto less‐analysed category of voluntary social disclosure (community disclosure) is cross‐sectionally responsive to the structural vulnerability of companies to issues associated with “general” social concern.