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Our knowledge of why organizations continue to use open source software (OSS) infrastructure technologies is relatively limited, and existing models appear inadequate to explain this continuance phenomenon given that they are set at the individual level and also do not take into account the unique characteristics of OSS. The paper aims to discuss these issues.

Using an institutional perspective, this paper posits that coercive (business value of IT) and normative (open source ideology (IDEO)) factors may be credited with sustaining the continued use of OSS technologies. The study argues that organizations that subscribe to IDEO are more likely to continue using OSS technologies. Survey data are collected from organizations that have implemented an OSS infrastructure technology and a moderated multiple regression analysis is performed to test the proposed hypotheses.

In addition to the business value provided by OSS technologies, adherence to IDEO also impacts decisions to continue using those technologies. The results suggest that once an OSS is implemented in an organization, IDEO can enhance organizations’ intentions to continue using such technologies, directly, as well as indirectly, by amplifying the impact of the perceived business value of the technology.

Much of extant literature on continued use focuses on end-user technologies. This paper is one of the first to focus on infrastructure technologies and examine organizations’ intentions to continue using those technologies by developing a parsimonious theory-driven model for examining organizations’ continued use intentions toward infrastructure IT. Additionally, much of open source research to date has been inwardly focused, and this paper is one of few empirical studies to focus on the demand or consumption side of OSS technologies.

To provide a conceptual framework and case study of organizational conformity and contrarianism that will be of interest and utility to both corporate governance theorists and practitioners.

The paper presents a conceptual framework that examines the risk of risk management systems. The framework is rooted in the logics of economics and sociology, and describes the interplay of eco‐logics, socio‐logics and ideo‐logics in creating organizational conformity and contrarianism. Data from a comprehensive report by the Australian Prudential Regulation Authority presented in 2004 are used to illustrate how the framework might be applied to explain the breakdown in risk management systems within a large organization, the National Australia Bank.

The framework presented helps to explain the de‐coupling of technical rationality by examining and illustrating cognitive and normative mechanisms that build legitimacy and reduce uncertainty. This leads to an illusory sense of control that can threaten the survival of an organization.

Illustrative data are principally drawn from a comprehensive analysis by an Australian Government bank regulator. A general descriptive conceptual framework is presented.

This conceptual framework and case study will be of particular interest and importance to risk managers/governors within large financial service organizations and academics. An awareness of the different logics facing risk governors and risk takers within a large organization is another step towards understanding and possibly avoiding financial service industry mismanagement.

The paper presents a unique synthesis of three logics within a financial services organization. It is original because it links a recent real world management meltdown with a conceptual framework that examines the social risk of risk management systems and the dialogue between organizational conformity and contrarianism. The illustrative data presented is also very rare, since the subject organization has exceptionally made a highly confidential document public.

Innovation is a key driver of growth in the twenty-first century economy. Organisations of all types are increasingly relying on innovators to create and deliver this key driver in a constantly changing, globally competitive business environment. We need to understand innovation – what it is, how to harness it, why it is important and what frameworks and tools are useful for product, service, experience design and beyond.

The purpose of this chapter to introduce the principles of design thinking and its role in creativity and marketing as well as some of the organisations that are using it in order to spur innovation and how they are using it effectively. The chapter examines some of the results and best practices for how organisations, and their creative leaders, can use design thinking effectively. Last, the chapter provides some insight into the future trends of design thinking.

The National People’s Congress (NPC) of People’s Republic of China, the highest organ of state power, is popularly seen as a rubber-stamp entity. However, it has been substantially evolving its roles to accommodate the governance discourses within China’s political system over the decades. This study aims to explore the changes of governance discourse of the NPC within China’s political system through which to offer a thorough understanding of the NPC’s evolving substantial role in current China.

This study deploys a historical approach to explore the changes of governance discourse of the NPC that has seen a growing importance in China’s political agenda, as argued by this study.

The authors find that the NPC has been substantially evolving its role within China’s political system in which the Chinese Communist Party has created different governance discourses. Besides, the NPC and its Standing Committee have asserted its authority as a substantial actor within China’s political system. The NPC is no longer functioned as a rubber-stamp institution, though it is still popularized as a rubber stamp by many scholars.

This study is a historical elaboration on the development of NPC under three governance discourses. It might be, to some extent, relatively descriptive in nature.

This study, therefore, sheds some light on a revisit on the governance discourses in current China.

During the downturn in the economy, EILEEN FISHER Inc., which had been experiencing significant growth in the years leading up to 2008, had to take some widespread organizational strategic action or potentially lose $11 million. Eileen Fisher and the Facilitating Leadership Team (FLT) met to reflect on the actions that were taken in the last 18 months in order to reshape their organization. From the beginning, the FLT had been transparent with the 800 employees in the organization, informing them that they were facing serious losses. They shared not only identified issues, but their deep faith in the EILEEN FISHER collaborative culture a faith that was reflected in their first step to planning. Turning to the employees, they had asked, What should we do? Teams throughout the company figured out new ways of working and recaptured EILEEN FISHER's profit. Reflecting on the reshaping of EILEEN FISHER and the many actions taken, the FLT team wondered if the creation of the new normal was sound and sustainable for the future. Students must evaluate the effectiveness of EILEEN FISHER's leadership system and determine whether the company can survive the economic downturn while remaining true to the company's core values.

The case is a field-research case and was funded as part of a sabbatical to study leadership at EILEEN FISHER Inc. The primary goal of the long-term project was to research and write cases on socially minded women leaders through an inclusive conceptual lens. Extensive planning with the Chief Culture Officer at EILEEN FISHER resulted in an 18-month deep dive with over 40 in-depth interviews, extensive observation of many different teams and meetings particularly the monthly Leadership Forums, thorough review of internal communications as well as review of other secondary research.

This case was written for advanced undergraduate or graduate organizational management, retail management and strategic change students. The case is best taught later in the course where students are asked to connect various leadership or strategic change theories with organizations and outcomes. The theoretical readings are more suited for advanced leadership students and are a springboard for in-depth analysis and further assignments. The case demonstrates the power of a values-based organization and how this values-based leadership style can be used to reshape an organization. This case can also be used for a retail management course to look at a values-based organization in the retailing industry. Most retailers in the industry have traditional hierarchical organizations; this case shows that there are alternative business models and newer leadership frameworks that explain EILEEN FISHER's management. Retailers are also impacted by every downturn in the economy and challenge to consumer confidence. This case shows how a retail organization can reshape itself with a new value proposition as a result of a downturn in the economy. It also demonstrates how employees can take action and redefine an organization.

The Christian Churches have lost a great amount of their attraction in many European countries over the last century. Since the 1960s, ties to the Churches have been relaxed and approval for their central beliefs and standards has declined.

This is a problem, since the Christian churches are essential agents of fundamental values, such as solidarity and charity that foster the cohesion of a community. Christian faith communities are committed to preserving these values.

If we imagine the Church as a company, from a design perspective the question arises of what stories and images of the Church could revive its values? What could be a convincing set of contemporary visual items of the Christian Churches?

With the creative methods of design thinking some alternative approaches for visual communication of Christian Churches in the age of social media have been developed in a workshop with various representatives of Christian Churches.

Two creative methods were the focus of the workshop, Rummaging and PaperPoint. These methods were selected for refining the strategic concept with the goal to develop solutions for a new way of visual storytelling.

The first strategy is the definition of ‘core values’ and transition to today and the second strategy is change of perspective, refining the concept for the new way of visual storytelling.

The results show that design thinking can be used to bring about creative results even from participants without a professional advertising background.

This article aims to outline how tangible objects can encourage more efficient working practices and how they can be powerful tools for leading change within an organisation. It looks specifically at how Toyota, Haier and IDEO have very powerful symbols and the type of behaviour this wish to encourage with the company.

This paper discusses the use of objects as powerful symbols and relates this to three specific companies.

It might seem strange to denote core values through such things as a long piece of rope running through a factory, a sledgehammer attached to a company wall and a small bell that is occasionally rung in meetings. Chosen carefully, however, and with real meaning behind them, those objects can be very powerful symbols that have a lasting impact on corporate culture and can encourage positive change within the organisation.

This article outlines how tangible objects can encourage more efficient working practices and how they can be powerful tools for leading change within an organisation.

Advising top management how to find the right balance between corporate creativity and efficiency in order to turn innovation into commercial reality.

The author interviewed senior corporate managers and reviewed the literature.

Inventiveness is required in everything that is done by the company, not just in marketing or in new product development. A key factor in boosting innovativeness is establishing the right organizational climate to nurture the creative potential of employees and make use of their knowledge of customers, competitors, and processes. When leveraging the best innovation practices of other companies look to their philosophy and values.

More interviews and a study to determine long‐term success factors would be advisable.

Key practices: place people and ideas at the heart of management philosophy; give people room to grow, to try and learn from mistakes; build a strong sense of openness and trust and community; and facilitate the internal mobility of talent.

The author advises innovation leaders on steps they can take to strike the right balance between corporate creativity and efficiency.

In this interview, Professor Andrew Hargadon talks to editor Sarah Powell about the concept of technology brokering as the key to innovation. Andrew Hargadon is Associate Professor of Technology Management at the Graduate School of Management, University of California, Davis and Director of the School's Technology Management Programs. An engineer by profession, prior to becoming an academic Andrew Hargadon worked as a product designer, initially for David Kelley Design (now IDEO Product Development) and then for Apple Computer. Subsequently, as a consultant in product design and development, he has worked with clients such as Briggs & Stratton, Hewlett‐Packard, Nike, Praxis Product Design and Vivecon.