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In the long term, all organisations may be temporary. Some, however, are more temporary than others. Temporary organisations are designed not so much with an eye on enduring as on accomplishing a specific task. In this chapter, the authors explore paradoxes, understood as persistent mutually defining oppositions that occur at the intersection of ‘the temporary’ and ‘the enduring’. To do so, the authors discuss the concept of memory, which we use to explore the process of preserving and reproducing memories of people and events as a bridge between the temporalities of organising that are past and were never intended to endure, and those that are ongoing. By reconstructing one case of the European Capital of Culture initiative, the authors discuss memory as critical to temporary organisations in the sense that temporary organisations always have a memory that affords continuity: hence are enduring. The authors argue that there is endurance in the temporary and temporariness in endurance: expressing the paradoxical essence of organising.

The purpose of this study is to explore e-HRM in MNC setting from various stakeholder´s perspectives. The chapter aims to understand the motives behind the implementation of e-HRM in an MNC. Second, the chapter studies the impacts e-HRM has on various stakeholders and finally aims to deliver understanding of the concept of strategic e-HRM in an MNC.

The study follows a qualitative case study method and the interviewees represented three groups: top management, HR professionals, and line managers.

Main findings suggest that the implementation was motivated by issues related to standardization and overall introduction of a strategic way of working. As an impact of e-HRM implementation, the control of subsidiaries became easier; external and internal transparency and HR image improved; HR operations gained efficiency; and the possibility for “fact based decision making” enabled strategic e-HRM realization for some stakeholders, with the exception of line managers who were considerably more skeptical about issues related to strategic e-HRM.

The issues of change management and system training should be transparent. The strategic benefits could be realized for the line managers and operational HR by discussing how e-HRM impacts their work and roles and how they contribute to achieving the business targets.

The chapter highlights the need for communication in all levels of MNC, and the needs to update e-HRM regularly and taking equally into account various stakeholder’s perspectives.

We pioneer a multilevel perspective of e-HRM implementation and impact in an MNC setting and improve the understanding of taking account various stakeholder’s views when aiming for strategic e-HRM partnerships.

This chapter explores the potential for the classroom to be a space for activism and hope within the contemporary business school. Drawing on the extant literature, a reflexive account of our own teaching and learning practice, and a small number of interviews with academics using feminist material in their teaching in business schools, we explore the challenges, opportunities and joys experienced in the feminist classroom. We suggest that engaging in feminist teaching practice and theory can offer an opportunity for academics to engage in the critical management studies practice which is often said to be lacking within management research. We begin by setting out the extant positioning of Critical Management Studies, moving to an analysis of the educational context. Interwoven through this are our own perspectives. Our own reflections do not reveal the identities of students.

The aim of my chapter is to draw on conceptualisations of sexism, racism, epistemology of white ignorance and critical race theorists’ critiques of white feminism to examine critical management studies (CMS) practices. The purpose of the chapter is to acknowledge the contribution of CMS feminists and look to how we can go beyond current practices to include antiracism in our feminisms. In particular, I show how sexism, racism and white ignorance are collectively produced in CMS and operate through mundane, and avoidable, organisational and pedagogical processes. I respond to the editors’ call for chapters by offering a practical politics through the idea of a killjoy manifesto, taking inspiration from the writings of Sara Ahmed. An important part of is that is for white feminism in CMS to attend to critiques from racially minoritised academics, activists and workers. Whilst challenging, I hope the chapter provides practical and theoretical resources and encouragement.

Recent research has challenged traditional views of the 1920s-era Ku Klux Klan in the United States. Case studies have shown that the movement appealed to a broad middle-class constituency and advocated a range of popular reforms. These findings have stimulated a provocative debate over whether the movement represented a mainstream “civic populism” or a more racist reaction to change. Here, I review the recent debate and show how the new data are consistent with current sociological models of collective action. Comparing studies of Klan mobilization in several cities, I argue that the movement was both populist and racist, combining processes of contemporary urban racial and class formation. From this perspective, I suggest, the 1920s Klan highlights a critical moment in the development of racial and class identities in 20th century urban America.