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In 2001, Faroese Viking Metal band Týr entered a Faroese music competition with their song ‘Ormurin Langi’, which was a reinterpretation of a famous Faroese kvæÐi (a form of European ballad believed to derive from the Middle Ages) by the same name. Hearing this piece of medieval Faroese heritage represented through metal music was not something anyone had ever experienced before. This chapter will therefore explore how Faroese Viking metal – through its musical and visual style – interprets Faroese kvæÐi, which are themselves interpretations of a Faroese medieval past. The combination of Faroese traditions and contemporary metal music does have a societal and cultural effect. What, therefore, happens when the local and the global intersect and create something that cannot be considered global, but is however not purely local either, as it is in Faroese Viking Metal? The interpretation of several kvæÐi in Faroese Viking metal does not exactly perpetuate the authentic, but rather it presents them in a new form and ensures their circulation and repetition through a more globalised and popular media and Viking romanticism is therefore caught up with contemporary sociocultural imaginings of Faroese identity.

This study examines the impacts of three individual values on the willingness to pay and perceived fairness of use tax on Internet purchases. Analysis of survey data collected from 114 taxpayers reveals that while a strong sense of national identity is significantly correlated with fairness perceptions of use tax, it is not significantly related to perception of willingness to pay use tax. Our findings suggest that taxpayers with a high level of religiosity are more willing to pay use tax, although they do not perceive the use tax to be fair.

Organizations facing issues related to growth, innovation, and strategy are embracing design thinking, a problem-solving process. This study explores 40 design thinking initiatives and identifies operational practices emerge and empirical categories across various contexts. Quantitative analyses of the initiatives and qualitative interview data are used to distinguish four configurations of action analogous to races: training, emphasizing learning-by-doing; marathons, capturing personal reflection over a long project; relays, highlighting team collaboration; and sprints, reflecting fast-paced product innovation. The initiatives are differentiated as designer-led versus team-driven and, low-urgency versus high-urgency. Implications of practicing design thinking in Organization Development and Change are discussed.

Organizations today operate in highly dynamic environments and are becoming more complex. Helping their organizations master this complexity is a major leadership challenge. To better understand how managers’ behaviors aggravate or reduce complexity, we reviewed 1,400 responses to a proprietary organizational complexity survey. Analysis identified specific managers’ behaviors that contribute to perceived complexity. We draw from these findings, literature on complex adaptive systems, and our consulting experiences to identify specific strategies managers can use to make it simpler for people to get things done, and even to “master” complexity by turning it into a source of strategic advantage.

Few words in modern society have become as positively charged as the word innovation. Of course, premodern societies were also innovative in their way. Still, technology, ideas, and organizational forms have changed over time, and it is only in modern society that innovation has become almost mandatory; that is to say, ranked uppermost in society's value system. “Be innovative!” has become an imperative in modern society.