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Libraries have faced many periods of grim economic realities. These periods of hardship have forced libraries to strive for more efficient organizational structures. Many of these improved organizational structures have been the result of mergers and/or consolidations. This phenomenological study describes the lived experiences of the merger design team of a large and complex library organization.

Results indicated the experience of the participants touched upon each of Bolman and Deal’s (2008) four frames: political, human resources, structural, and symbolic. The merger design team’s effectiveness on task is congruent with the model of team effectiveness proposed by Hackman (2002). Lastly, the role of underlying assumptions, espoused values and beliefs, and artifacts that makes up the organization’s culture falls within the parameters set forth by Schein (2004).

Leaders of global virtual teams (GVTs) during the economic crisis of 2008–2009 faced a leadership challenge very different from leadership of traditional, face-to-face teams during normal economic conditions. Previous research has shown that the effect of leadership tends to become diminished in virtual team situations, due to well-known challenges of virtual working (geographic dispersion, computer-mediated communication, time zone, cultural and language differences); however, little empirical research has been undertaken during crisis periods such as experienced in 2008–2009 to evaluate the effect of leadership on team outcomes during times of crisis. We present findings which shed light on the impact of three sets of leadership behaviour, as described by FIRO theory (Schutz, 1958), that is, inclusion (participation), control (structure) and affection (personal support), on virtual team motivation and cohesiveness spanning the time of the recent global economic recession. Beginning in March 2008 spanning one year to March 2009, 221 team members within 31 operational GVTs located across 22 countries responded to a three-part, online survey relating to perceptions of team leader behaviour, team motivation and cohesiveness. Findings showed significant positive relationships between leaders' perceived expression of inclusion and personal support and motivation and cohesiveness outcomes. In addition, perceived team cohesiveness was positively correlated to perceived team motivation. Results suggest the need for virtual leaders to ‘turn up the volume’ in their initiated inter-personal behaviour, that is, to increase efforts in participation and supportiveness to bridge the considerable gaps between themselves and team members working virtually and to maintain motivation during difficult times. Correspondent to these findings, we surmise that leadership development programs need to be adjusted to include training and feedback mechanisms to support these types of GVTs leadership behaviours.

Our passion for global management has remained steadfast. In this volume, questions about global mindset, cross-border mergers and acquisitions (M&As), and leadership for global virtual teams at the time of financial crisis have been asked and some answers given.

This chapter presents the author’s experiences over a 47-year career as a feminist applied sociologist at Educational Testing Service (ETS), a private non-profit research and testing company. The author presents early experiences that influenced her to become a feminist and a sociologist; her reactions to graduate school, the culture of academia, and her choice to leave before finishing her PhD to become an applied sociologist; the author’s early work in the ETS research department which included graduate school and gender-related publications; and the substantial part of author’s career as an applied sociologist and administrator in ETS’s corporate side. ETS’s founding with the mission to expand educational opportunities with fair, well-designed tests, and to further social science knowledge laid the groundwork for a corporate culture characterized by values of fairness, respect for individuals and diversity, and integrity. The ETS Standards for Quality and Fairness, along with annual reviews of testing programs for following these measurement standards, supported cultural norms, attitudes, and behaviors related to fairness. The multifaceted concept of fairness has been key not only to the author’s experience within the corporate culture but to the wide variety of responsibilities that the author had during her career.

The innovation process of a new product or service can be complex. It is a long journey. So, lots of decisions must be made from the generation and validation of a first idea until the good or service reaches the consumer. All that happens because so many people from both the same company and external agents intervene. However, the person in charge of the innovation project faces the difficulties of the creative process and, on many occasions, he or she has to deal with general obstacles of the company itself. That is because the organisation does not align with specific values. Even if they have included those purposes and values within their strategy, they are not entirely consistent. This chapter assumes that the company is sensitive to sustainability and supports a rational, creative process.

The potential consumer or recipient of that innovation has to be at the centre of every decision. He/she has to be the central axis of any creative process. Consumers are increasingly sensitive and interested in how the products they acquire are manufactured and what type of raw materials are being used (Brochado, Teiga, & Oliveira-Brochado, 2017). We observe a more conscious consumer who, at the same time, is not always willing to pay for it, unfortunately. In this case, it is critical to work very well on the value proposition we are proposing and permanently contrast it with the target audience.

Human language is entangled with the world we inhabit; through language we construct meaning and communicate about complex human endeavours, relationships and values. But what happens when life displaces people from these familiar meaning-making boundaries?

In this chapter, I describe my work with parents facing a child being diagnosed with Dravet Syndrome, a rare, chronic genetic disease that affects the development of the brain. Families faced with such a diagnosis are left confused and bewildered, unable to call upon familiar resources; even familiar words lose their meaning. ‘It is as if my life had been broken into a 1000 pieces and that from each piece the image had disappeared’, said one parent.

Working as an anthropological researcher, I used clean language interviews to gain deep insight into, and help make visible, these parents' experience. I explain how I stumbled over a number of difficulties in my use of clean language interviewing and how I learned to be creative in order to gain access to what had initially remained hidden in this overwhelming experience. In particular I highlight the value of allowing the interviewee to use me as a temporary ‘body map’ for feelings that appeared too difficult to hold in their own body.

This research enabled me to construct a model of how parents can navigate this experience and to create a facilitation program that is being used to support many such families.

Multiteam systems (MTSs) comprise much of the financial corporate landscape. However, little is known about these MTSs regarding formation, goal setting, daily operation, and maintenance. In order to learn more about the ways in which these MTSs might operate and the tasks they may be charged with, the authors interviewed professionals from the financial industry.

The current chapter presents a case study analysis based on information gathered from these interviews and proposes directions for future research efforts.

The information gathered suggests that there is much opportunity for MTS research in the corporate sector, particularly in the financial services industry. Information from the case study also suggests that individual differences can hinder group process and organizational change.

This chapter contributes to the literature on MTSs by discussing multiteam situations as they relate to executive management, higher-level leadership, and organizational change in a particular financial services company.

Organizations are reorganizing into collaborative subunits or teams in order to generate innovative ideas and stay ahead of the competition. Traditional control systems were established to direct employees and prevent control problems, such as fraud or theft, and were designed for vertically managed systems where managers and supervisors made decisions and their subordinates performed tasks. As companies evolve into a team-based structure, decisions are made at lower levels. Restructuring for teams makes information more available and decisions more transparent. Traditional controls no longer apply and can be detrimental to empowerment and the generation of innovative ideas. With increased empowerment there will be a need for different controls and maybe even more control. Innovation can thrive when collaboration takes place and collaboration can occur best when teams are empowered. This chapter presents three separate domains – models of empowerment and innovation, decision-influencing and decision-facilitating information, and management control systems – and illustrates how they interact in a holistic way to either enhance innovative culture or inhibit the generation of ideas.