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“Unplanned city” (and its relation “unchecked growth”) is the way many people describe cities of which they disapprove. They usually mean too little top-down planning, assuming that this is the only planning possible. But Stephen Davies, describing urbanization in England, shows that this was not always so. He notes that,[t]he years between 1740 and 1850 therefore saw an unprecedented amount of urban growth. Cities and towns of all kinds and sizes grew more rapidly and on a greater scale than ever before in history. The rapidly increasing population was drawn into the towns in ever larger numbers with the rise of industry, creating an enormous demand for housing and the urban fabric in general. This was the kind of situation that, when its like happens today, is regularly described in terms of “crisis” or even “catastrophe”. And yet the challenge was largely met. Housing and other facilities were built and provided. The towns of Britain grew to meet the new demands of a growing population and a transformed economy. There were no great shantytowns around growing cities such as Manchester and Birmingham. Instead a tidal wave of brick and stone swept over fields, turning them into new urban areas. Moreover, the period also saw the creation of great architectural achievements of lasting value in both the great cities and the new towns …. The elegance of Bath and Cheltenham, the West End of London and Bloomsbury, the New Town in Edinburgh, and the centers of Glasgow and Newcastle-upon-Tyne – all were built in this period. As this was the first instance of such wide-spread urbanization our understanding of its nature is crucial for our thinking about the process of urbanization in general, whether historically or today. In particular this instance raises the question of how urbanization can happen in the absence of an apparatus of planning and controls, by voluntary means, and what the results of this may be. (Davies, 2002, p. 19)

This chapter assesses the response by trade unions in New Zealand, Australia and Ireland to labour market deregulation since the 1980s. While these three countries have been on the front line of neoliberalism, and the traditional web of rules in each country has been weakened, change has occured unevenly, in part due to different union strategies. The chapter examines the ways in which unions employed institutional experimentations to defend the collectivist web of rules and strengthen labour standards. It argues that an augmented model of pluralism has emerged in all three countries in the form of stronger individual rights but that this is no substitute for collective bargaining mechanisms.

Why is it that highly trained and seasoned executives fail? On the surface, this doesn’t make sense because they are very successful; yet research in the organization sciences provides no shortage of evidence to prove just that. From the classic Mann Gulch fire disaster of Weick’s famous collapse of sensemaking study, to studies of myopia of learning, escalation of commitment, threat-rigidity, dominant logic, the architecture of simplicity, the Icarus Paradox, to core competencies turning into core rigidities, and navigating new competitive markets using “old” cognitive maps, and many more such examples point to a ubiquitous phenomenon where highly trained and experienced professionals find themselves “stuck” in the heat of battle, unable to move and progress. On the one hand, for some, there is a desperate need for change, but are unable to do so, due to their trained incapacities. On the other hand, some simply cannot see the need for change, and continue with their “business as usual” mentality. For both, their visions of the world shrink, they have a tendency to cling onto their past habitual practices and oversimplify the complexity of the situation. In moments like these: DROP YOUR TOOLS and UNLEARN! This book chapter introduces a framework (grounded in clinical psychology) that has had consistent success in helping seasoned executives and key decision-makers open up the alternatives whenever they find themselves stuck with complexity.

Purpose: The issue of whether participation in online peer-support communities has positive or negative impacts on the psychological adjustment of cancer patients warrants further explorations from new perspectives. This research investigates the role of personality traits in moderating the impact of online participation on the psychological adjustment of cancer patients in terms of their general psychological well-being and cancer-specific well-being.

Methodology: Study participants consisted of adults diagnosed with leukemia. Questionnaires were collected from 111 participants in two leukemia-related forums in China, Baidu Leukemia Community and Bloodbbs. Information regarding the personality traits, online participation, and psychological adjustment were collected using an online questionnaire. A linear regression model was used to test the moderation effect of personality traits on the relationship between online participation and psychological adjustment.

Findings: The main effect of participation in online support communities on psychological adjustment was not statistically significant. Importantly, two personality traits (i.e., emotional stability and openness to experience) moderated the relationship between online participation and psychological adjustment to cancer. Leukemia patients with high emotional stability and high openness to experience reported better psychological adjustment as they participated more in the online community. However, this was not the case for patients with low stability and low openness, who reported worse psychological adjustment as their participation in the online support community increased.

Value: This study introduces two personality moderators into the discussion of how participation in online support communities influences the lives of cancer patients. The moderation effects help to explain why there have been contradictions in the findings of previous studies. In addition, this study adds to the current literature on online support communities as little research on this topic has been conducted outside of the US and Europe. Practically, this study not only highlights the need to evaluate the personality traits of patients who are recommended to participate in online communities, but also underlines the necessity of intervention in these communities.

Scenarios are cognitive aids for thinking about the future in a sustained and disciplined manner. Because scenarios must be facilitated, scenarios must be considered in the context of their practice. In the strategic management literature, there has been a considerable conversation on the practical difference between “hot” and “cold” cognition. Thinking in this conventional literature demonstrates how the facilitators of scenario planning workshops establish and channel the productive cognition of their clients away from hot cognition and toward cold cognition. But how? As a thought experiment, we examine whether the sociological concept of “emotional labor” helps explain the cognition management of clients by facilitators during scenario planning. We end by considering how a deeper practical understanding of emotional labor might help facilitators identify mechanisms and adapt their tools to better manage the cognitive-affective dimensions of scenario planning in practice.

We conduct a literature review on forms of organizing that address grand challenges, which are operationalized as the Sustainable Development Goals of the United Nations, as this framework is universal and widely adopted. By analyzing the articles that match our criteria, we identify six differentiable organizational forms: movements, temporary organizations, partnerships, established organizations, multi-stakeholder networks, and supranational organizations. These six forms are differentiated based on the two following categories: organizing segment and communicational technological approach. Our analysis shows that tackling a grand challenge often starts with collectives as a protest culture without any expected goal, besides sending an impulse to others. This impulse is received by criticized institutionalized organizations that have the capacity and resources to address the problem properly. However, new challenges arise as these organizations inadequately resolve these problems, thereby leading to conflict-laden areas of tension, wherein emergent organizations complement institutionalized organizations that have created the first infrastructure. To solve the most complex problems, a trichotomous relationship between different forms of organizations is necessary. Moreover, communicational technological approaches become more sophisticated as grand challenges increase in complexity.

Chester Whitney Wright (1879–1966) received his A.B. in 1901, A.M. in 1902 and Ph.D. in 1906, all from Harvard University. After teaching at Cornell University during 1906–1907, he taught at the University of Chicago from 1907 to 1944. Wright was the author of Economic History of the United States (1941, 1949); editor of Economic Problems of War and Its Aftermath (1942), to which he contributed a chapter on economic lessons from previous wars, and other chapters were authored by John U. Nef (war and the early industrial revolution) and by Frank H. Knight (the war and the crisis of individualism); and co-editor of Materials for the Study of Elementary Economics (1913). Wright’s Wool-Growing and the Tariff received the David Ames Wells Prize for 1907–1908, and was volume 5 in the Harvard Economic Studies. I am indebted to Holly Flynn for assistance in preparing Wright’s biography and in tracking down incomplete references; to Marianne Johnson in preparing many tables and charts; and to F. Taylor Ostrander, as usual, for help in transcribing and proofreading.

The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.