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Market participants form conceptualizations of the products exchanged within product markets. Strategy scholars have begun to investigate how these product conceptual systems influence firm strategic behavior. Much of this work characterize these concepts as categories and theorize that the strategic implications derive from the potential penalties of not fitting into a category. This view has limitations in that it does not fully address the other cognitive tasks that concepts perform as well as other system-level characteristics of the conceptual systems. This chapter addresses these limitations by framing the use of concepts as part of the interpretive processes that enable market exchange. It develops a system-view of product concepts and then shows how the structure of the product categorical system influences the interpretation of product concepts. It introduces new mechanisms centered on cognitive processing that influence strategic action within product markets.

This chapter provides a range of data that we broadly characterize as listening to preservice teachers’ perceptions and representations of teacher education programs. Our first purpose is to illustrate the variety of ways in which it is possible to listen to those learning to teach and to illustrate the rich complexity of the replies we received. Our second purpose is to illustrate how these data have encouraged and sustained us in the development of our own teacher education practices, both in the university classroom and in practicum supervision in schools.

The operational paradigms guiding leadership strategies and practices, and their related policies, are archaic, and neither varied nor flexible. Arguably, many institutions of higher education still operate on an economized production paradigm of product-profit. The unintended consequence of such a paradigm is the continued dehumanization and objectification of all those involved.

This chapter challenges the particular uses of metaphors in higher education that, on our view, continue the reified product-profit paradigm. By crafting an alternative conceptual metaphor for higher education as a learner rather than debtor, we help those in higher education begin to make institutions more socially responsible and more democratic simply by calling upon those within higher education to reduce the amount of human commodification occurring through the language we use. We do this by sketching the history of the institution as debtor, making clear and transparent the consequences and impact of this metaphor, and by providing an alternative metaphorical paradigm for institutions of higher education.

This chapter argues that despite the proverbial claim that populism is ill-defined and has too broad a conceptual net, the literature on the subject tends to converge toward four core elements of populism that provides a conceptual and analytical unity. Furthermore, the conceptual core of populism explains why the concept has been able to encompass a wide range of populist manifestations without becoming an empty analytical shell. Also, the conceptual cores have helped provide the empirical basis that has given rise to a diverse and innovative literature that seeks to measure and compare cross-nationally populism.

Multivariate latent growth modeling (multivariate LGM) provides a flexible data analytic framework for representing and assessing cross-domain (i.e., between-constructs) relationships in intraindividual changes over time, which also allows incorporation of multiple levels of analysis. Using the chapter by Cortina, Pant, and Smith-Darden (this volume) as a point of departure, this chapter discusses important preliminary data analysis and interpretation issues prior to performing multivariate LGM analyses.

Strange and Soule (1998) outlined the processes of innovations as follows. “Innovations are novel (at least to the adopting community), making communication a necessary condition for adoption. Innovations are also culturally understood as progressive, strengthening the hand of change agents. And since innovations are risky and uncertain, adopters carefully weigh the experience of others before acting” (p. 267).

The purpose of this research was to understand the sensemaking processes people use to determine their responses to organizational change initiatives as they unfold overtime. Based on a longitudinal comparative case study of five business units in a $900-million manufacturing organization in the United States, it shows that people continuously assess how the initiatives will enhance or diminish their individual and organizational identities using four kinds of trust: trust in the organization, trust in leadership, trust in the process, and trust in outcomes. The complex dynamics among these “four trusts” and their influence on responses to change are described. A four trusts model is proposed to help change leaders formulate specific trust-building strategies to increase the probability of success of organizational change initiatives. Implications for research and practice are discussed.

The idea of adapting and designing services and products to serve “special” needs either for the public good or for commercial purposes is fundamentally an idea anchored in US history. At root, it is a simple idea, albeit expressed in widely varying vocabularies across disciplines and professions. In the parlance of social work, public education, and public librarianship, for example, the idea has been repeatedly advanced over the years as a well-meaning reaching out to meet the needs of subpopulations not readily addressed by available service designs. In the parlance of the commercial sector, the idea has focused on market segmentation, dividing the population into finer and finer subgroups for the purposes of marketing products and services. One of the most recent labels for these activities has been marketing to audience “niches” in which the audience is identified “… as a certain definable market segment with demographic characteristics that make it attractive to advertisers.” (Fejes and Lennon, 2000, p. 37).