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This study aims to conduct two experiments to provide insight into the impacts of Congressional party loyalty on negotiating flexibility. Constituent support, term limits and bipartisan roles were explored as possible moderators of polarization in American political negotiations.

Experiment 1 used a 2 (party loyalty: loyal/thoughtful) × 2 (constituent support: consistent/mixed districts) experimental design. In experiment 2, party loyalty was constant, and participants were assigned to one of four conditions created by a 2 (term limits: restricted/not restricted) × 2 (role: coordinator/whip) design. In both experiments, flexibility was measured as the percentage of movement on four key budget allocation issues. Participants were recruited using Prolific.

Experiment 1 demonstrated that loyalty produced less flexibility, particularly with regard to one’s own preferred issues. Constituent support did not influence flexibility. The second experiment found that absence of term limits and presence of bipartisan roles resulted in more movement on the other’s preferred issues.

While the authors’ manipulations have experimental validity, further field research is suggested to assess the fidelity of the authors’ simulation and the ecological validity of the experimental findings.

These findings extend the list of situational levers that impact negotiation flexibility. In particular, based on the authors’ findings, embedding bipartisan roles into traditional Congressional processes could help increase negotiating flexibility and cooperation.

Both the experimental task and variables manipulated in these experiments are embedded in a US Congressional context.

The main purpose of this work is to overcome the difficulty to manage large, dynamic business processes formed from the complicated interplay of business processes of distinct organizations, which take part of strategic alliances of organizations (joint ventures and mergers and acquisitions) and have their software systems as part of complex, large software-intensive systems called Systems of Systems (SoS). Hence, the authors introduce the novel concept of Processes-of-Business Processes (PoP), deepening on their characteristics and related key terms.

Based on the systematically retrieved and analyzed literature and on the authors’ experience from research/industrial projects, the authors defined PoP and have applied them in the Brazilian public health SoS, which involve several organizations and their business processes and their independent software systems as well.

Provided by PoP, a new understanding of the large, dynamic business processes of alliances of organizations is fundamental to advance both the state of the art and the state of the practice on business process management.

The adoption of PoP in other real-world scenarios is still required to get quantitative evidence.

The adoption of PoP can certainly contribute to the success of new businesses and even promoting sustainability and longevity of SoS, which are in fact deeply impacted by business processes.

The concept of PoP can change the mindset of the research community and practitioners about how large, dynamic business processes should be seen and further managed.

The general characteristics of crimes occurring on American college and university campuses have changed, reflecting a much greater frequency and variety of criminal activities. Therefore, many campus police departments are considering alternative mechanisms aimed at crime control and diminishing the fear levels of constituents. While most municipal police agencies routinely arm themselves, traditionally, armed police forces have been uncharacteristic of campus law enforcement, especially at smaller, rural and suburban schools. The present research assesses campus constituency support and rationale for arming the police force at one university. Constituent status, gender, fear of crime, outcome of contact with an officer, and political ideology are among the variables discussed in relation to this contemporary issue.

Purpose – This chapter describes the structure and environment of the Cougar Literacy Clinic, the theoretical framework, and the transferred and transformed knowledge and practices that support the constituents as a community of learners.

Theoretical perspective/methodology – Our research embraces theories of transfer and transformation, self-extending systems, intersubjectivity, social constructivism, social learning, and social cultural that helps to explain how children, families, teachers, other educators, administrators, professors, and community members learn and benefit through mutual interactions, as they find ways to help each other become better thinkers and decision makers. The data were categorized into four types of practices from the clinical experience that have transferred to and transformed the school and community. These categories of practices include assessment, instruction, coaching and consultation, and family–school–community literacy connections. The data analysis and interpretation demonstrate the importance of having a shared understanding regarding literacy development, learning, and teaching that enhances each member's intellectual and academic growth.

Practical implications – Our Cougar Literacy Clinic innovations, built on beliefs of shared understanding, can be a model for both existing and newly established clinics that are striving to transform the thinking of each member involved. During assessment practices, each of the constituents will learn to make informed decisions on the selection of assessments and analysis of assessment data, confidently identify their own and others strengths and needs, and provide constructive feedback. In the areas of instruction, reciprocal coaching, and family–school–community literacy connections, each of the constituents will learn to focus on strengths and prior knowledge, scaffold learning, and pose and respond to questions.

This study aims to consider how emerging management control systems (MCS) form the MCS package of start‐up firms. Based on institutional theory, the authors aim to better understand reasons for introducing MCS and the reciprocity between the parts of the firm's overall MCS package.

The authors apply a qualitative cross‐sectional field study approach involving 74 interviews with key stakeholders in 20 young start‐up firms with venture capital financing. Interview data are fully transcribed, analysed, checked, and triangulated.

The results uncover the main constituents of start‐up firms in three different institutional fields (nascent, start‐up, post start‐up), which substantially impact on the introduction of new MCS and the subsequent MCS packages. The introduction of formal MCS seems to be divided into different phases.

This study is subject to the limitations of case‐based research. Moreover, the theoretical underpinning of institutional theory potentially underestimates the influence of agency on social behaviour and structures.

The study highlights the major drivers of establishing a set of control systems through which the interests of different stakeholders are aligned. A multitude of concrete examples of managing controls are given, including reasons for their introduction and their effects.

This paper sheds light on the introduction of MCS in young firms. This complements prior research, which has almost exclusively focused on MCS in more mature and established firms. Moreover, the authors deepen prior insights that are primarily focused on isolated formal components of MCS, by understanding MCS as a package.

The purpose of this paper is to strengthen the theoretical understanding of the processes through which a new regulator seeks to gain legitimacy within an existing regulatory space. The authors do this by investigating the case of the Australian Charities and Not-for-profit Commission (ACNC).

Synthesising legitimacy theory with the concept of regulatory space, the authors analyse formal public discourse surrounding the establishment and operations of the ACNC.

Regulation is essentially a context-bound political process in which a new regulator needs to establish legitimacy to ensure its survival. It must convince its constituents that it has developed processes to operate effectively and professionally in addressing constituents’ needs, to bargain authoritatively with other regulators in establishing its operational boundaries, and to engage politically with government and constituents. Over a relatively short time, the ACNC built legitimacy, despite the political threats to its formal regulatory authority.

The conclusions are based on the analysis of one case. There is scope for further investigations of the processes by which new regulators establish their legitimacy in different contexts.

The potential for a political threat to the authority of a new regulator, and the difficulty of achieving regulatory reform, particularly in a federated system such as Australia, highlight the necessity for a new regulator to develop a compelling discourse of legitimacy.

The authors synthesise regulatory space and legitimacy perspectives, contributing to an understanding of the processes of regulation.

The aim of this paper is to propose an action-interaction-process framework to extend research on institutional entrepreneurship. The framework examines an actor's characteristics, interactions in an institutional context, and the process by which entrepreneurial action is accomplished.

Via a sociohistorical archival method of narrative analysis, the action-interaction-process framework is applied to an exemplary case of institutional entrepreneurship – the case of James Meredith and the integrationist movement at the University of Mississippi in the 1960 s.

The findings show that institutional entrepreneurs who maintain little power and influence over the institutional field must form strategic alliances to mobilize constituents and capitalize on the convergence of resources in the social setting.

Through the process of collective action, institutional entrepreneurs can overcome resistance to change and displace inequitable institutional policies, while establishing new practices and norms.

This research provides a stronger approach to examining institutional entrepreneurship and institutional entrepreneurs, the interaction between the institutional entrepreneur and the social context in which the individual operates, and the process by which inequitable institutionalized norms are reformed through collective action. This approach is useful to researchers examining institutional entrepreneurship or any area in which power disparity plays an important role.

The purpose of this paper is to explore how social enterprises as an emerging organizational form in market economies acquire legitimacy to attract the support of their constituents and stakeholders.

Employing a qualitative case study of ten UK-based social enterprises, data for the empirical inquiry was collected using semi-structured interviews and documentary evidence (e.g. Internet web pages, newsletters, and marketing materials).

We found cross sector partnerships, community engagement and capability building and, compassionate enterprise narratives as quintessentially embedded managerial initiatives and practices which give form to the legitimating activities of social enterprises.

Proactive investment in the practices identified could help social enterprises to shore up their legitimacy to garner more societal support. In particular, they can draw on their partnership ties to locate, and recruit benevolent co-optees, strategically manipulate their community engagement activities to avoid goal displacement, and employ their compassionate enterprise narratives as an external communication tool to highlight their social objectives to their audiences.

The study highlights relevant organizing practices and activities that social enterprises employ to build legitimacy to attract the necessary support, relationships, and investments they require to function and grow.

This paper examines the case of Nashoba, a Tennessee-based social enterprise founded in 1824 by Scottish immigrant Frances Wright. The Nashoba venture intended to diminish the institution of slavery in the USA through entrepreneurial activity over its five years of operation.

This study methodology entailed mining primary source data from Wright’s letters; communications with her cofounders and contemporaries; and documentations of enterprise operations. The authors examined these data using social enterprise theory with a focus on personal identity and time-laden empirical aspects not captured by traditional methodologies.

The social enterprise concept of a single, self-sustaining model generating more than one denomination of value in a blended form has a deeper history than the literature acknowledges. As an entrepreneur, Wright made strategic decisions in a context of supply-side and demand-side threats to the venture. The social enterprise engaged injustice by going beyond market and state contexts to generate impact in the realms of institutions and non-excludable public goods.

This study generates two formal implications for the development of new research questions in social enterprise studies. The first implication addresses the relation between social entrepreneurs and their constituencies. The second implication pertains to the effects of macro-level education, awareness and politics on social enterprise performance and impact. The implications herald new insights in social enterprise, such as the limits of moral conviction and the importance of social disruption.

This paper broadens the current understanding of how social enterprises redress unjust and unethical institutions. It also contributes new insights into social enterprise launch and growth based on shared values within communities and coordinated strategic intentions across communities.

This paper aims to examine the accountability practices of large United Kingdom (UK) charities through public discourse.

Based on the ethical model of stakeholder theory, the paper develops a framework for classifying not‐for‐profit (NFP) accountability and analyzes the content of the annual reports and annual reviews of a sample of large UK charities using this framework.

The results suggest that contrary to the ethical model of stakeholder theory, the sample charities' accountability practices are motivated by a desire to legitimize their activities and present their organizations' activities in a positive light. These results contradict the raison d'être of NFP organizations (NFPOs) and the values that they espouse.

Understanding the nature of accountability reporting in NFPOs has important implications for preparers and policy makers involved in furthering the NFP agenda. New research needs to examine shifts in accountability practices over time and assess the impact of the recent self‐regulation developed to enhance sector accountability.

This paper contributes to the NFP accountability literature by: first, developing a framework of NFP accountability through public discourse using the ethical model of stakeholder theory; and second, advancing the understanding of the accountability practices of large UK charities.