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We provide the first comprehensive documentation of enactment by U.S. states of two types of Acts removing married women's legal impediments in the economic sphere: the Married Women's Property Acts (MWPAs) and the Earnings Acts (EAs). We identify MWPAs that granted married women the right to own and control real and personal property, and Earnings Acts that granted married women the right to own and control their market earnings. Such Acts were passed by most states between 1850 and 1920, and were critical in weakening the patriarchal common-law doctrine of coverture. Scholars studying the Acts’ causes and consequences have used different enactment dates. We describe a three-step method for determining accurate dates of passage, apply that method to the contiguous 48 states, uncover dates not listed in previous studies, and show how our dates differ from the present published lists. We also show how enactment varied across regions, and across states with different marital property regimes. We relate Act timing to social changes occurring at those times, such as women's suffrage group organizing and the passage of compulsory schooling laws. We hope that our investigation will inform future empirical study of these important legal changes.

This article explores how employees in a public sector organization (PSO) make sense of the introduction of a social intranet and new employee communication roles. The aim is to understand employee sensemaking and how sensemaking influences the change process within the organization.

The article is based on a case study in a Danish PSO with 30,000 employees. The empirical material includes strategic documents, online observations and seven focus groups with employees conducted before, during and after the introduction of a new social intranet.

The employees found that making sense of the purpose with the social intranet is difficult. A managerial approach to change communication could easily result in employees' frustrations and concerns being dismissed as signs of resistance to change. From a communication perspective, the findings reveal that the employees engaged in seven different sensemaking enactments.

Change cannot be understood simply as something that employees are for or against. Instead, a change process should be perceived as a set of communication processes or sensemaking enactments happening in interactions between employees that can act in favor of, against or neutrally toward change.

Managers and communication professionals can interact with the seven sensemaking enactments, and some tentative initiatives are suggested in the article.

The article explores the employee perspective in a change process in a PSO and identifies seven employee sensemaking enactments highlighting that change happens in communication processes.

The purpose of this paper is to contribute knowledge regarding the nature of successful and unsuccessful value co-creation processes between firms and brand communities and the strategies used to address the latter.

The paper draws on a netnographic study of the online collaborative platform known as Alfisti.com, which carmaker Alfa Romeo launched to enhance co-creation with its most devoted consumers, the “Alfisti”.

The findings identify three groups of collaborative practices: interacting, identity and organizing practices. The paper details how firm and brand community members enact the elements – procedures, understandings and engagements – of collaborative practices and how the alignment of these enactments impacts value co-creation.

The paper suggests that co-creation of value succeeds when the enactment of collaborative practices aligns, i.e. when firm and brand community members enact practices in a similar way, and that co-creation fails when the enactment of practices misaligns. Firms and brand communities use three realignment strategies – compliance, interpretation and orientation – to address the misalignment and failure of co-creation. The fact that the research draws on a single qualitative case study is a limitation.

Managerial implications include using realignment strategies to manage firm-brand community co-creation.

Creating an empirical-based framework regarding successful and failing co-creation and how the latter is addressed in the context of brand community makes the paper original.

As eyewitnesses provide the most valuable information for criminal investigations, it is important to further develop and test techniques for collecting eyewitness testimony so that they meet the major objective of a police interview: obtaining details pertaining to criminal actions. The purpose of this paper is to test a new instruction – the re-enactment investigative instruction – formulated to collect the most fine-grained details of a criminal event as accurately as possible. It leads the interviewee to decompose all directly recollected actions into the most minimal actions so that the event can be accurately re-enacted.

In all, 40 participants individually viewed a video depicting a robbery, were randomly assigned to a re-enactment or structured interview (SI) group and then interviewed face-to-face. Each interview was comprised of two free recall phases and a questioning phase. Manipulation of the re-enactment instruction took place in the second free recall phase of the re-enactment interviews (RIs).

The RI elicited more correct information compared to the SI (d=1.14), and slightly but not significantly less incorrect information (d=0.09). Participants in the RI condition reported significantly more details pertaining to general and specific actions.

The re-enactment instruction shows the potential to increase witness recall in a way that promotes recall of both additional correct information and investigative-relevant information.

The instruction provides witnesses a retrieval strategy that facilitates overcoming both the gap between memory availability and accessibility and the gap between memory availability and output regulation, eliciting more details with no significant increase of errors.

The purpose of this paper is to posit a hierarchical classification of enactments, practices and virtues that comprise an emerging adaptive leadership response to the prevailing volatile, uncertain, complex and ambiguous (VUCA) conditions.

Reports and discusses the findings of two neo-classical grounded theory research studies to theorise augmented leadership repertoires for VUCA worlds. The first study was conducted with eight large regional and multinational organisations in Australia. The second is an on going, longitudinal study undertaken with 18 regional, national and multinational organisations in New Zealand.

The first neo-classical grounded theory study in Australia identifies a set of emerging leadership practices labelled, “Zeitgeist – Integrating Cognition, Conscience and Collective Spirit”, as part of such a repertoire. The preliminary results of the second neo-classical grounded theory research extension in New Zealand, results in the further grounded theorising of the ensemble leadership repertoire (ELR), which is an emerging and hierarchical classification of leadership enactments, practices and virtues for prevailing times. The classification is robust because of its methodological similarities and conceptual congruence with other emerging and well-accepted classifications like, for example, character strengths in positive psychology.

The grounded theorising provides a core category of the ELR which has its origins in substantive context. It lists 93 enactments inducted from leaders’ key phrases. These enactments in turn aggregate in relational sets through the process of constant comparison to describe 14 practices, which in sets of dyads and triads describe the five zeitgeist leadership virtues of being present, being good, being in touch, being creative and being global.

In this chapter, the authors describe and explain how executive management enacts strategizing routines to strengthen their entrepreneurial agility, as a precondition to make new strategic moves possible. The authors contribute to the routine dynamics research program, by showing how the dynamics of routines, in a strategy context, shape strategic outcomes: the authors describe four strategizing routines – distancing, evaluating, experimenting, and re-assembling – as a particular promising focus for routine and strategy research. The authors discuss executive management’s enactment of such routines as part of their strategy work. The authors show how routine enactment makes entrepreneurial agility and new strategic moves possible. By exploring the dynamics of strategizing routines and their impact on strategic outcomes, the authors at the same time benefit from and contribute to the strategy-as-practice research program. Empirically, the authors study how the executive management of Hoechst AG successfully made unthinkable new strategic moves possible, discussable, and realizable in the context of the corporation’s strategic transformation between 1994 and 1996.

The study aims to drive conceptual clarity around resistance to information technology projects, integrating multiple facets of the phenomenon from earlier studies.

The study conducts a meta-synthesis of qualitative studies on resistance to technology projects; it analyzes those studies at a case-specific level, compares and contrasts emergent concepts against each other, and “translates” those to the rest of the studies. The study uses the seven-step meta-ethnography method by Noblit and Hare to reciprocally translate emergent concepts to construct the conceptual model.

Through meta-synthesis, the study derives a new conceptual model for resistance to information technology projects, exemplifying how the identified antecedents create user resistance and how the phenomenon progresses within organizations.

This study enriches the observations and conclusions of past individual studies while explicating various facets of the mechanisms that generate and progress technology resistance within organizations. It offers fresh insights into the equivocal nature of the phenomenon and the distinctive ways it progresses from individual to group level.

Many ambitious and costly digital transformation efforts do not succeed due to user resistance. Understanding the mechanisms that create user resistance can help organizations manage technology projects better, thereby reducing the technology assimilation gap and protecting returns on related investments.

There have been extensive studies on technology acceptance (enablers) within organizations, while those relating to technology inhibitors are somewhat limited. However, the symmetry of understanding between enablers and inhibitors is vital for organizations to assimilate promising technologies and transform their business models. This model uses a new lens of sensemaking theory to explain how the antecedents trigger perceived threats and resistance behavior; it highlights the nuances around the development of resistance within individuals and its progression to groups. The resultant model offers better generalizability in organizational contexts.

An Act to make further provision for securing the health, safety and welfare of persons at work, for protecting others against risks to health or safety in connection with the activities of persons at work, for controlling the keeping and use and preventing the unlawful acquisition, possession and use of dangerous substances, and for controlling certain emissions into the atmosphere; to make further provision with respect to the employment medical advisory service; to amend the law relating to building regulations, and the Building (Scotland) Act 1959; and for connected purposes. [31st July 1974]

This paper presents a research study conducted for evaluating the effectiveness of a conceptual model of a distributed process management environment in the establishment of a collaborative building design. At the highest level, the conceptual model of the distributed process management environment have the following features: (a) enables description of a plan of a design process, (b) enables enactment of a process according to its plan, and (c) enables control and management of the enactment of a design process. The paper also presents the findings of a verification and validation (V & V) study conducted for evaluating the fit between the needs and expectations of collaborating design groups and the solution provided by the conceptual model of the distributed process management environment.

The purpose of this paper is to explore the practices used by Australian re-enactors to achieve authenticity, a communally agreed measure of acceptability in the creation of an impression, the dress, behaviours and accoutrements of the period, through the concepts of serious leisure and information practices.

Re-enactment is a practical, information-based performative activity. In this paper, the research styles and decision-making processes developed and employed by its enthusiasts to create authentic impressions are examined through an ethnographic case study.

The re-enactors are identified as “makers and tinkerers”, in Stebbins’s categorisation of serious leisure. Research, documentation and the sharing of information, knowledge and skills are common practices among re-enactors and acknowledged as integral to the processes of creating an impression to a collectively agreed standard of authenticity. Re-enactors’ “making” includes not only the creation of the impression but also the documentation of their process of creating it. They prize individual knowledge and expertise and through this, seek to stand out from the collective.

Although communities of re-enactors are often studied from a historical perspective, this may be the first time a study has been undertaken from an information studies perspective. The tension between the collective, social norms and standards that support the functioning of the group in understanding authenticity, and the expert amateur; the individual with specialist skills and talents, encourages a fuller investigation of the relationships between the individual and the collective in the context of information practices.