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This chapter explores the “Constitutional Revolution” of the 1930s, as it played out beyond the walls of the U.S. Supreme Court. It argues that a radically revised historical memory of the Constitution accompanied the ascent New Deal liberalism. Prior core values associated with the Constitution's history, such as federalism and the sanctity of private property, were dramatically downgraded, while the civil liberties embodied in the Bill of Rights dramatically rose. By so redefining their historical memory of the Constitution, Americans could enjoy the active government that most desired while still celebrating the constitutional traditions of individual freedom and limited government.

Collegiality is the modus operandi of universities. Collegiality is central to academic freedom and scientific quality. In this way, collegiality also contributes to the good functioning of universities’ contribution to society and democracy. In this concluding paper of the special issue on collegiality, we summarize the main findings and takeaways from our collective studies. We summarize the main challenges and contestations to collegiality and to universities, but also document lines of resistance, activation, and maintenance. We depict varieties of collegiality and conclude by emphasizing that future research needs to be based on an appreciation of this variation. We argue that it is essential to incorporate such a variation-sensitive perspective into discussions on academic freedom and scientific quality and highlight themes surfaced by the different studies that remain under-explored in extant literature: institutional trust, field-level studies of collegiality, and collegiality and communication. Finally, we offer some remarks on methodological and theoretical implications of this research and conclude by summarizing our research agenda in a list of themes.

The study discusses the professionalization of academic leadership in Israel by analyzing and comparing two different training programs: the Hebrew University of Jerusalem’s (HUJI) program and the CHE-Rothschild program. The HUJI program began in 2016 to train the professoriate to take charge of leadership positions alongside a separate program for administrative staff, while the CHE-Rothschild program was launched in 2019 to train academic leaders, both professors and administrators from universities and colleges nationwide. The analysis reveals two “ideal types” of collegiality: While Model A (exemplified by the HUJI program) bifurcates between the professoriate and administrative staff, Model B (exemplified by the CHE-Rothschild program) binds administrative and academic staff members through course composition, pedagogy, and content. The study suggests a pattern of redefinition of collegiality in academia: we find that while academic hierarchies are maintained (between academic faculty and administrative staff and between universities and colleges), collegiality in academia is being redefined as extending beyond the boundaries of the professoriate and emphasizing a partnership approach to collegial ties.

This paper aims to ascertain whether and to what degree universities are becoming organizational actors globally. Utilizing an original dataset of a sample of 500 globally oriented universities, we explore how universities have increasingly become organizational actors as is the case of American universities. We consider the following indicators of university transformation into organization actors: development or institutional advancement, diversity or inclusion, legalization, and internationalization goals and structures. We find that these globally oriented universities have created international, development, and legal offices. Surprisingly, nearly half of the universities in our sample also have diversity offices. These “getting organized” indicators are somewhat similar to what holds for American universities, suggesting that there is globalization of organizational actorhood among universities. At the same time, however, we find that there are pronounced regional differences, especially when it comes to organizing around diversity and legal affairs.

Relations in university settings are becoming more heterogeneous in terms of race, ethnicity, religion, nationality, class, and gender. In South Africa, transformation imperatives have radically changed the complexion of the country’s university campuses but have also entrenched political imperatives in its universities. As a consequence, the university is a highly politicised space. This is not new. What is new is a communication environment characterised by real-time, global networked digital communication and the uptake of digital media platforms (including social media platforms). We explore the effects of politicisation and new modes of communication using the case of a controversial article published in a South Africa journal and the ensuing polemic. Drawing on both institutional theory and Castells’ description of the network society, we conceptualise collegiality along two dimensions: horizontal collegial relations which exist for the purpose of knowledge creation and transfer which, in turn, depends on self-governance according to a taken-for-granted code of conduct; and vertical collegiality which describes collegial relations between academic staff and university management, and which is necessary for the governance of the university as a complex organisation. We conclude that the highly personal nature of communication that is propelled by digital communication has a direct impact on collegial relations within the university. The motivations of both university academic staff and management, as well as the public, extend beyond stimulating collective debate in the service of knowledge production to serving individual and/or ideological agendas as the communication of science becomes politicised. While issues pertaining to collegiality in South Africa may at first glance appear to be unique to the country, we believe that in a globally transforming academy, the South African case may offer novel insights and useful lessons for other highly politicised university systems.

In a number of recent studies, it has been demonstrated that mental illness imposes real and large costs over and above the direct expenses of care and treatment. Each year in the U.S., 5–6 million workers between 16 and 54 years of age lose, fail to seek or cannot find employment as a consequence of mental illness. Among those who do work, it is estimated that mental illness decreases annual income by an amount between USD 3500 and USD 6000 (Marcotte & Wilcox-Gök, 2001). Similar results have been shown in a number of studies (Ettner et al., 1997).

The authors analyse the development and implementation of the standard for the Legal Entity Identifier as a case of creating information-based assets through the establishment of an infrastructure that certifies the accuracy and validity of identity data. The authors term this process capitalization by certification. The findings describe a process whereby an identification infrastructure – including a non-replicable methodology for assessing data quality – is established that contributes to making the developer and controller of that methodology, an irreplaceable intermediary for users of the infrastructure; this in spite of the need for an associated reference data infrastructure to be open and widely accessible to all participants for the infrastructure to be successful. The findings indicate that in the process, assets are created on the basis of openly accessible data through certifying of a desired set of qualities to be achieved by adopters and the infrastructure. This, in turn, provides a starting point toward better understanding and theorizing of wider processes of data capitalization, encountered throughout the digital economy but which are also crucial to establishing information infrastructures that support cognitive action.

How can we foster entrepreneurship? This was one of the basic questions to ask when we, like many others, started to consider different approaches concerning how to motivate students to become interested in entrepreneurship. We soon became puzzled by the theoretical approaches to entrepreneurship. Something seemed to be lacking, for example, the important question of how should one educate entrepreneurs? However, as noticed by Landström (2000) and Sundnäs, Kjellam and Eriksson (2002), it is through the expansion of the theoretical roots of entrepreneurship, i.e. from the economic, behavioural and business studies to multidisciplinary research, that the picture becomes more understandable, albeit more complex.

The US fertility transition in the nineteenth century is unusual. Not only did it start from a very high fertility level and very early in the nation’s development, but it also took place long before the nation’s mortality transition, industrialization, and urbanization. This paper assembles new county-level, household-level, and individual-level data, including new complete-count IPUMS microdata databases of the 1830–1880 censuses, to evaluate different theories for the nineteenth-century American fertility transition. We construct cross-sectional models of net fertility for currently-married white couples in census years 1830–1880 and test the results with a subset of couples linked between the 1850–1860, 1860–1870, and 1870–1880 censuses. We find evidence of marital fertility control consistent with hypotheses as early as 1830. The results indicate support for several different but complementary theories of the early US fertility decline, including the land availability, conventional structuralist, ideational, child demand/quality-quantity tradeoff, and life cycle savings theories.

The exponential growth of digital technologies and their increased importance in both organizational and everyday life poses new challenges to paradox research within management studies. Management scholars taking a paradoxical lens have predominantly focused on social paradoxes within the confines of the organization. Technological change has often been treated as an exogenous force bringing previously latent tensions to the fore. Such newly salient paradoxes are viewed as instigating managerial sensemaking and exploration of strategic responses that will re-establish equilibrium. Our investigation of how digital innovations disrupted London taxiwork and global music distribution shows something different. The paradoxical tensions raised by emerging digital technologies inevitably play out at industry and societal levels. Concomitant changes in boundaries, categories, and potentials for action that shape and channel ongoing industry transformation call for organizational responses and adaptation. Critically, such tensions must be interpreted within the context of industry arrangements absent a centrally controlling actor. Rather than episodes of exogenous change, the nature of the digital, along with interactions across multiple sources of agency, continually surface complex dynamic and systemic tensions within and across industries. Our findings highlight the importance of explicitly accounting for the inter-relatedness and mutual dependence of the social and technical elements of change. As digital innovation expands and starts to impact all aspects of human experience it is critical for management scholars to reflect how the paradoxical perspective can be expanded to better understand these contemporary large-scale changes.