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This study documents the role of relational trust in an afterschool organization and its influences on young people’s experiences.

Through a 10-month ethnographic study of one afterschool program that teaches teens how to make documentaries, I demonstrate that the confluence of blurred organizational goals; weak relational trust among staff; and funding pressures may have the unintended consequence of exploiting students for their work products and life stories.

The study finds that, while not all organizations function with student work at its center, many afterschool organizations are under increasing pressures to document student gains through tangible measures.

Implications from these findings reveal the need for developing strong relationships among staff members as well as establishing transparency in funding afterschool programs from within the organization and from foundations in order to provide quality programming for young people.

This study informs organizational theory, specifically in terms of measures of variation in relational trust within an organization and its influence on young people. This chapter includes student accounts of experiences with staff to enhance the significance of relational trust.

Creativity and innovation are important for fulfilling organizational goals. In understanding ways to enhance creativity research has moved on from understanding individual creativity, to an organizational analysis of successful firms that encourage creativity. However, an additional source of creativity stems from direct and indirect leadership and the decisions leaders make to enhance creativity throughout the organization. This chapter examines creativity in film and television as influenced by leadership activities at the organization, team, and individual level and describes lessons learned.

This chapter introduces the topic of cooperation and co-innovation between the audiovisual media and education sectors. It first discusses the emergence of educational film approximately a hundred years go – together with a new institutional framework, industry media, rulebooks, etc. It then discusses the ways public service media have addressed educational programming over the decades, including developing complex cross-media strategies and educational content databases more recently. The second half of the chapter is dedicated to the emergence of educational digital games, with their own institutional setups, production cultures, and training programmes. The chapter points, however, to a relative lack of cooperation between commercial game producers and educational institutions to date.

Christine Bruce (2008, Preface) has written extensively about informed learning. Informed learning is “using information, creatively and reflectively, in order to learn.” Bruce writes about informed learning as it relates to information literacy. Librarians, working collaboratively with professors, often develop research guides to teach information literacy skills, and to organize and present program, course, assignment, or topic-specific resources. Research is essential to documentary filmmaking. This chapter is a case study that describes how the History of Non-fiction Film Research Guide that we created aligns with the three principles and seven faces of informed learning.

This chapter examined portrayals of the morality of organizations using the lens of Western films. The work explored six decades of film, analyzing the organizational contexts and their agents, in order to understand filmmakers’ and audiences’ perceptions of organizational settings. In order to examine the organization as an entity within film, this chapter provided a content analysis of plot summaries from a purposefully selected body of top grossing box office films spanning 60 years. The plot summaries constituted a strong basis for identifying the characteristics of the organization as they are largely descriptive in nature and as such do not offer any evaluation or analysis of the film. Any assumptions about the character of organizations (or their members/employees) are unconscious, and as such they constitute a verbal description of what competent observers would say has occurred within the film. The plots were coded to reveal perceptions of positive, neutral, or negative organizational contexts and actions. This approach exposed the filmmakers symbolic placing of the organization in order to provide backdrops for the narrative. The plot analysis revealed that throughout the decades there has been a sophisticated portrayal in film of the role of the organization and the agents therein. A generally negative view of organizational contexts was demonstrated, with only religion and education shown as positive within the films selected. It was recognized that there would be value in extending this research to analyze a larger body of works. The selection criteria resulted in a wide but not comprehensive corpus of film genres. The body of works was sufficient to reveal the complexity of attitudes to organizational values and delivery which has evolved through time. Different selection criteria and more substantial narrative text could serve to confirm these results. Further implications for future research were discussed. While in the real-life sphere, there has been an emphasis on organizational standards and “corporate governance” delivering ethical exemplars, the film contexts highlight the complexities of delivering trusted organizations. The reality that there remains the potential for organizational corruption is well understood by the general public and clearly depicted within the film world. The conceptual contribution is original as limited work has been conducted on the organizational context in films. This work revealed the possibility of using this approach to further develop a greater understanding of perceptions of organizations.