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Online social networks are increasingly important venues for businesses to promote their products and image. However, information propagation in online social networks is significantly more complicated compared to traditional transmission media such as newspaper, radio, and television. In this chapter, we will discuss research on modeling and forecasting diffusion of virally marketed content in social networks. Important aspects include the content and its presentation, the network topology, and transmission dynamics. Theoretical models, algorithms, and case studies of viral marketing will be explored.

In this study, we analyze the power of the individual return-to-volatility security performance heuristic (ri/stdi) to simplify the identification of securities to buy and, consequently, to form the optimal no short sales mean–variance portfolios. The heuristic ri/stdi is powerful enough to identify the long and shorts sets. This is due to the positive definiteness of the variance–covariance matrix – the key is to use the heuristic sequentially. At the investor level, the heuristic helps investors to decide what securities to consider first. At the portfolio level, the heuristic may help us find out whether it is a good idea to invest in equity to begin with. Our research may also help to integrate individual security analysis into portfolio optimization through improved security rankings.

In this article, we use the case of religious research universities to explore the presence of multiple institutional logics with the potential for contradiction and conflict. In particular, building on existing research on conflicting institutional logics, we assess the most common forms of resolution (replacement, dominant logic, decoupling, compartmentalization, and coexistence) and identify the potential for a new form of resolution – a transformative outcome that resolves the conflicts through adoption of a superordinate logic. Drawing on the history of Baylor University, we illustrate different forms of resolution, proposing its most recent efforts may represent a transformative outcome. We close by presenting a model for resolving institutional contradictions which suggest some resolutions may trigger cycles of institutionalization and deinstitutionalization when they are inherently unstable because they mitigate rather than resolve the conflict between institutional logics.

The global financial crisis proved profoundly shocking for economic and political life. In the United Kingdom, media reporting of sudden insolvency in the banking sector, its teetering on the edge of collapse and subsequent injection of taxpayer funds by a desperate government thrust sector leaders and negative aspects of their leadership into the public glare. This is particularly significant in light of pre-crisis reporting narratives that ignored negative attributes in favour of financial successes and dealmaking. Many sector leaders had been previously unknown, but where certain individuals had featured in prior media reports, they were often lauded for dynamism, risk-taking and ‘great man’ attributes. However, with the outbreak of a crisis and search for blame and responsibility, previously celebrated or ambiguous values and activities were surfaced for public judgement and found wanting or even dangerous to society. Whilst political and economic aspects of the crisis have since generated a great deal of research, only limited scholarship has focused on narrative understandings and myths generated around positive and negative leadership behaviours. Whilst heroes and villains have served as metaphors for human behaviour since early societies started telling stories, the abrupt nature of this crisis triggered metaphorical narratives to the fore. This chapter will consider the dual phenomena of press coverage generated around negative leadership stories and how patterns of villainy, illegitimacy, demonisation and ruined reputations contributed to shared myths of the crisis.

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.