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Organization development is often mourned as stagnant or perhaps dead, but most of these declarations seem to be insular, being supported primarily by anecdotal or survey research among organization development scholars and practitioners. This exploratory study seeks a more objective understanding of the state of organization development by examining big data from the social media platform Twitter. Drawn from over 5.7 million tweets extracted through Twitter's Application Program Interface (API) during 2 months in 2018, this research approaches the state of organization development through a quantitative, abductive study utilizing social network analyses. Organization development is examined through its characteristics as a social network on Twitter and how it relates to and interacts with other familial networks from management and organization studies. Findings show that organization development is relatively inactive as a social network on Twitter, as compared to other familial networks, and the relationships between the organization development network and these familial networks tend to be ones of inequality. Organization development references familial networks much more than any of the familial networks reference organization development. This inequality in social media presence is particularly surprising since several of these familial networks were founded from the field and principles of organization development. We locate organization development's generalist status, as compared to familial networks' specialist status, as generating this interaction disparity drawing on recent research that suggests specialized fields fare better in times of rapid change compared to generalist fields. We discuss the potential for greater specialization of organization development with a reemphasis on its process philosophy and focus.

The provisions of the Fertilisers and Feeding Stuffs Act, 1926, which came into force on July 1st, are based upon the recommendations of two committees which sat during 1923–25, the first of which suggested the general lines of the Act, while the second prepared the schedules of articles coming within its scope. Although the Act received Royal Assent in December, 1926, it has not been practicable to bring it into operation until the regulations governing such matters as methods of sampling and analysis, methods of marking parcels, and limits of variation, had been prepared and published. These regulations were published in draft form in February, 1928, and in their final form during May. The general purpose of the Act, like that of the Act of 1906 which it repeals, is to provide civil remedies in cases of misdescription of, and to prevent fraud in, fertilisers and feeding stuffs. Its scope is defined by means of schedules which may be extended or varied, whenever the need arises, by regulations. One of the principal objects in replacing the Act of 1906 by new legislation was to separate, as far as possible, civil proceedings and criminal proceedings, in order to encourage farmers to exercise their civil rights without involving their suppliers in police court proceedings. The “civil provisions” of the Act are those which enact that buyers of the fertilisers and feeding stuffs in common use shall be furnished with a warranty covering certain important points, and which, further, afford them the means of testing these warranties with a view to formulating a claim where they are not fulfilled. The first requirement of the Act is that every person who sells for use as a fertiliser or as a feeding stuff for cattle or poultry any article included in either the First or the Second Schedule to the Act shall give the purchaser a written statement (called the “ statutory statement”) showing :—

The purpose of this paper is to explore how Muslim men in Kuwait negotiate their luxury fashion consumption (considered a feminized practice in Kuwait) without compromising their masculine identity.

The data were collected through 108 qualitative questionnaires and two unstructured in-depth interviews. Non-participant observations and informal conversations took place as part of an ongoing ethnographic study on luxury fashion consumption in Kuwait.

Within the feminized space of fashion, accessories (such as shoes, wallets, watches, sunglasses, etc.) seem to allow Muslim men an androgynous space (consumer constructions of gendered spaces to be equally masculine and feminine) to be fashionable yet maintain a masculine identity.

Further research may explore the negotiation of androgyny among men who consume luxury fashion clothing or conspicuously feminized fashion (such as jewellery and handbags) in highly gendered societies. Limitations include reliance on questionnaire data (lacks depth insights) and narrow consumer (Muslim men in Kuwait).

Marketers of luxury fashion brands in Kuwait should focus on fashion accessories when targeting males. Advertising needs to shift gender perceptions of traditionally feminine fashion (such as handbags or jewellery) towards androgyny to attract male consumers. Religiosity of consumers is an important segmentation basis, and Muslim men who are less religious may be more open towards fashion consumption.

This research proposes the notion of androgynous spaces, contributing to gender within marketing theory and practice.

This chapter analyzes the success factors, outcomes, and future viability of large-group methods. We have used an exploratory action research approach focusing on eight variously purposed large-group methods (AmericaSpeaks, Appreciative Inquiry, Conference Model®, Decision Accelerator, Future Search, Participative Design, Strategic Change Accelerator/ACT (IBM), and Whole-Scale™ Change). We interviewed nine leading practitioners and creators for each method, as well as six clients who had played key roles in most of these methods' execution at their organizations, asking them to reflect on the current practices and outcomes and the future of each respective large-group method, as well as the methods as a group of interventions. Based on our findings derived through theme and content analysis of interviews, we purport that both the Art (excellence in method execution) and the Artist (the right facilitator) are necessary for achieving desired outcomes of the large-group methods. We stipulate that critical elements of the Art include these five common elements (or five “I”s): having the right Individuals in the room; aiming the method at resolving the right Issue; having Intentional process (including pre-work, intra-method process, and follow-up); having the right Information in the meeting; and using the right Infrastructure (such as appropriate physical space, technology, etc.). We suggest that while these elements of Art are important, the simultaneous requisite role of the Artist is to manage the tension between the rigidity of the Art (the 5 “I”s) and the emerging human dynamics occurring between the large-group method process and the associated evolving client objectives. That is, to achieve desired outcomes, the execution of large-group method needs to be both highly premeditated and ingenious. We supplement our findings with client case descriptions and quotes from the practitioners and conclude that these large-group methods are particularly appropriate for resolving a variety of issues facing today's organizations operating under the conditions of high technology saturation, interdependence, globalization, economic downturn, and others – and that this, with some exceptions, will likely remain the case in the future. However, the future use of these methods will be challenged by the availability of Artists who can execute the methods so they lead to desired outcomes. We close with discussion of open questions and directions for future research.

In October, 1908, a report was issued by the Medical Officer of Health for the City of London relating to the unsatisfactory manner in which soda water was manufactured at that time in the London district, and to the means that had been used after official enquiry to better the methods of manufacture. The circumstances were referred to in this Journal for November, 1908. It will be remembered that at the time reputable members of the trade readily agreed that they should be bound by certain regulations. These regulations had been drawn up by the Medical Officer of Health for the City of London and related to inspection of premises and examination of plant, water, and materials. As a proof that they had complied with the regulations a certificate was issued to each firm by their trade society, “The London Bottle Exchange and Mineral Water Trade Protection Society, Limited.” This certificate was submitted to and passed by the Medical Officer of Health for the City of London before issue. The arrangement, though good in conception, appears to be faulty in design, and it is desirable, therefore, to offer some criticism.

In their work on ‘online consumer stewards’ in E-sports, the authors point to the competing social and commercial imperatives that govern behaviour and who can be seen as ‘authentic’ in a fast-paced digital environment. Drawing on insights from Bauman’s work on ‘liquidity’ they explore the case of Starcraft II, a global, multi-player online game, and show how the most successful stewards need to be both adaptable and free-floating whilst at the same time anchored in solid community structures. The most successful of these stewards are then able to leverage this (perceived) authenticity to meet both community and commercial objectives.

The world of management and technology has become accustomed to the notion of “2.0” advancements and transformative innovations. Is the field of Change Management/Organizational Development itself in this story? Not enough! We re-examine the field’s foundational beliefs, practices, focus, research directions, and value add. We conclude that there is strong evidence from the front line and from an IBM Case Study that the field must “reboot” – to rethink our methods and frameworks; the role and skills of change leadership for the future; change practitioner capabilities for the future; the metrics needed to evaluate progress; and the knowledge exchange between Academe and practitioners.

Employee surveys are an important tool for communicating messages to employees, measuring cultural and behavioral indicators, and driving organization development and change in the workplace. This chapter expands upon prior research in this area by presenting longitudinal trends in survey action planning efforts over an 11-year period and the impact on employee attitudes at a multinational consumer products company. Results from the Survey Outcome Matrix are analyzed over time, by level, and by content area. Comments from employees are used to explore reasons why action does not occur from surveys in some contexts. The chapter concludes with implications for practice.