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In response to recent calls to better understand the brain’s role in organizational behavior, we propose a series of theoretical tests to examine the question “can brains manage?” Our tests ask whether brains can manage without bodies and without extracranial resources, whether they can manage in social isolation, and whether brains are the ultimate controllers of emotional and cognitive aspects of organizational behavior. Our analysis shows that, to accomplish work-related tasks in organizations, the brain relies on and closely interfaces with the body, interpersonal and social dynamics, and cognitive and emotional processes that are distributed across persons and artifacts. The results of this “thought experiment” suggest that the brain is more appropriately conceived as a regulatory organ that integrates top-down (i.e., social, artifactual and environmental) and bottom-up (i.e., neural) influences on organizational behavior, rather than the sole cause of that behavior. Drawing on a socially situated perspective, our analysis develops a framework that connects brain, body and mind to social, cultural, and environmental forces, as significant components of complex emotional and cognitive organizational systems. We discuss the implications for the emerging field of organizational cognitive neuroscience and for conceptualizing the interaction between the brain, cognition and emotion in organizations.

Historically, library usage has increased during economic downturns. In the pre-Internet era, this meant increased usage of print materials and reference services. In the Internet era, however, the number of roles that public libraries can play in serving their communities has expanded greatly. This chapter provides insights into the ways in which American public libraries are using the Internet to meet patron, community, and government needs in this time of economic crisis. Drawing from the data and findings from the 2010–2011 Public Library Funding and Technology Access national survey, this chapter examines key issues at the intersection of public libraries, the Internet, and economic uncertainty and library/e-government partnerships that have resulted from the economic situation. In these difficult economic circumstances, US public libraries have been able to use the Internet to meet many vital patron and community needs, but they still face numerous economic difficulties in responding to these requests.

This article calls for educational leaders to reexamine Equity, Diversity, and Inclusion (EDI) frameworks through decolonial leadership lens, during and post-COVID-19. “Based on our individual journeys, our collective voice is grounded on a bond that spans the decades …Our voice here is the enactment of our decision to listen to the oral traditions and connection to spirit of our ancestors…as mentors and collaborators in this work…[t]he validity of their voices…is unquestionable” (Sullivan TwoTrees and Pinto, p. 197). In this article, I intentionally center Mother Africa/Earth and incorporate indigenized expressions from narratives, dialogues, and interviews from assorted studies and sources. In the article Rekindling the Sacred: Toward A Decolonizing Pedagogy in Higher Education, Shahjahan et al. (2009) use a “tapestry of dialogical insights into… theorizing of how spirituality may be incorporated into teaching in higher education” (p. 1). So, with respect to K-12 education, anchoring decolonizing educational leadership to Mother Africa and practices and attitudes which support students who are behaviorally racialized and marginalized in our schools is integral. All through the chapter, I interweave my story with the narratives and dialogues of other voices to make the case for decolonization leadership approaches in our schools. Joining my voice are voices taken from a previous study focused on Special Education Workers who foster relationship and work directly with Students Labeled as Behavioral (will be defined later in this chapter) (Mitchell, 2020). In section one I locate myself in relationship to Mother Africa which informs this anthology chapter. Section two focuses on defining colonization and the theoretical framework and themes discussed in the anthology chapter. Section three examines the role educational leaders may play in creating school spaces for socially just relationship building, nimble student and teacher dissent, and opportunities for personal and community transformation. Section four provides a contextual analysis of educational leadership's response to the COVID-19 pandemic, namely how they impacted schools, classrooms, students, and teachers. Lastly, Section five introduces “ROCK”, a forward-looking conceptualization of a decolonizing leadership practice aimed at reclaiming one's indigeneity through nurturing connections to Mother Africa.

Family business firms (FBFs) constantly struggle with the challenge of successfully reaching and surviving beyond the third generation. Narrative or storytelling is frequently used in business to transmit knowledge, achieve goals, create and maintain a connection with stakeholders, and achieve sustained growth. Most FBFs consciously or unconsciously use narrative and possess their own discourse, which is unique to every family and family business and which may aid FBFs in achieving continuity. FBFs must have an adequate atmosphere of collaboration and cooperation so that group members can transform acquired tacit knowledge through storytelling into explicit action. FBFs should be prepared to help collaborators and other stakeholders build competencies since tacit knowledge transfer, through narrative, can aid in the solving of problems, enhance innovativeness, and improve strategic decision-making. Therefore, narrative may well aid FBFs in fulfilling their ultimate goal of continuity. The purpose of this chapter is to evaluate the potential influence of narrative on FBFs’ continuity and prevention of their precipitous expiration. This chapter contributes to previous literature that sheds light on the narrative implications of FBFs, and depicts FBFs’ narratives and the dynamics of their business objectives, as well as touches on the heterogeneous nature of each family business’ storyline. There are various advantages to FBFs’ storytelling; perhaps the most noteworthy is the achievement of sustained business growth and continuity.

There have been many challenges and uncertainties in determining the future direction(s) for performance measurement (PM) in Florida public libraries over the years. Social pressures for establishing increased accountability and community needs combined with the library administrators need to respond to these pressures served as the catalysts for the need to evolve PM processes in Florida public libraries.