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Extending the argument made in Bushe and Marshak (2009) of the emergence of a new species of Organization Development (OD) that we label Dialogic, to differentiate it from the foundational Diagnostic form, we argue that how any OD method is used in practice will be depend on the mindset of the practitioner. Six variants of Dialogic OD practice are reviewed and compared to aid in identification of a Weberian ideal-type Dialogic Mindset, consisting of eight premises that distinguish it from the foundational Diagnostic Mindset. Three core change processes that underlie all successful Dialogic OD processes are proposed, and suggestions for future research offered.

The enduring popular image of James Bond is (in the words of the theatrical trailer for Dr No) ‘the gentleman agent with the licence to kill’. Yet the screen Bond is hardly a hero in the manner of gentlemanly archetypes such as Cary Grant and David Niven (reputedly Ian Fleming’s preferred choice for the role). This chapter will explore how the image of Bond in the films has changed over time both in response to wider social and cultural archetypes of masculinity and due to the different performance styles of the various actors to play the role: Sean Connery, whose rough-hewn Scottishness can be seen as a means of representing the ‘otherness’ of Fleming’s character (‘Bond always knew there was something alien and un-English about himself’); George Lazenby, whose one-off appearance as an emotionally damaged Bond in On Her Majesty’s Secret Service anticipated later portrayals of the character; the parodic variant of Roger Moore; the brooding Byronic hero of Timothy Dalton; the ‘Milk Tray Man’ charm of Pierce Brosnan; and Daniel Craig, whose combination of bull-in-a-china-shop physicality and vulnerable masculinity (literally so in Casino Royale) has by common consent successfully transformed Bond from a cartoon superman into a twenty-first century action hero.

This chapter outlines a discursive epistemology of knowledge production through an analysis of the role of time and context in the social construction of organizational insights, outcomes and theories. While the role of time and context has been widely acknowledged in organizational discourse analysis, it has remained unclear what is specific to knowledge generation. Drawing upon a case study of an attempted company acquisition, the authors illustrate how knowledge is discursively produced and consumed during a process of strategizing. The analysis of this study shows how knowledge producing processes (e.g., strategizing, theorizing, conceptualizing and hypothesizing) extend both the time horizon of discourses that relate to the future, and the context horizon for discourse(s) that relate to the broader context. This reconstructs the tapestry of interwoven discourses that make up a local discourse and enable new managerial knowledge to be produced.

The chapters in this book have drawn together issues affecting disadvantaged entrepreneurs as they struggle to access, interact with, and benefit from the traditional entrepreneurial ecosystem (EE). The findings highlight the importance of their motives for entrepreneurial activity, their resources, and how access to these are affected by issues such as gender and migrant status. In addition, substitutes for and complements to more traditional EEs have also been identified, including incubators, civil society organisations, and social enterprises, demonstrating the importance of alternative EEs often left unexplored in mainstream literature. The authors conclude that future research could usefully further explore background contexts driving disadvantaged groups towards entrepreneurial activity and the existing theory surrounding this. Particularly relevant for future research is the role of human capital, intersectional factors such as gender, migrant status, location, and roles of activities. Future research into stakeholders that can substitute for elements of the traditional EE is also important. Understanding this will assist disadvantaged entrepreneurs to both develop the absorptive capacity to create and develop their own businesses and potentially begin to access parts of the formal EE.

We draw on an in-depth investigation into the phenomenon of community radio in India to identify the emergence of an institutional logic in a field. We delineate five stages of emergence, starting with problematization of dominant logics and ending with formation of an institutionally complex field. Further, we highlight how such a process results in organizational forms that reflect ongoing struggles among dominant logics and the emerging logic. We contribute to neoinstitutional studies on the emergence of social objects and also draw the attention of emergence theorists to the contested manner in which emergence takes place in the social world.

Small- and medium-sized enterprises (SMEs) are tasked with driving economic recovery globally, particularly through knowledge diffusion and consequently, government policy-makers strive to encourage innovation activity to benefit their economies. Entrepreneurial ecosystems (EEs) are increasingly used as a framework through which such policies are funnelled, but an increased focus on high-growth, scale-up entrepreneurship risks overlooking the effects of entrepreneurship on social groups affected by multiple sets of disadvantage. This chapter identifies and analyses the existing research on disadvantaged entrepreneurship and the EE via a systematic review of the literature and then briefly outlines how the chapters contained within this book seek to address the gaps found.

The most widely used conceptualizations of organizing assume that organizational issues are known, and consequently, organizing targets on control and management. Traditional organizing focuses on planning for the known future with a small group of experts and for the most part neglects the experiential ambiguities of organizational stakeholders. That research stream neglects a topic of consciousness and if studied, it approaches consciousness mostly as an object. This chapter assumes that ambiguity holds many resources, which a storytelling approach – the quantum stream of it – accommodates. Furthermore, it indicates that consciousness can be included in the organization equation. It suggests understanding consciousness as an everyday process in organizations rather than a brain function only, and lets us to take consciousness seriously. This chapter draws on my dissertation about consciousness-based view of organizing. It claims that everyone working in organizations influences of the consciousness fields, which then become actors taking care of us in organizations unless we become aware of them. Consciousness provides momentous information for those interested in strategic leaps, accelerated innovations, and fosters sustainable and ethical ways of working and organizing.