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Jordan Peele’s critically acclaimed directorial debut Get Out (2017) highlights the issues regarding racism and Black identity that have seldom been the subject of horror film. More specifically, Get Out offers representations of Black masculinity that push against the stereotypical and reductive ways that Black men have often been depicted in horror cinema. The portrayal of Black men in Get Out takes shape in ways influenced by a range of relationships featured in the film. Amongst these is the dynamic between the leading character Chris (Daniel Kaluuya) and his white girlfriend Rose (Allison Williams), in addition to Chris’s interactions with Rose’s mother Missy (Catherine Keener), as well as his best friend Rod (Lil Rel Howery). As such, scrutiny of Get Out yields insight into the construction of Black masculinity in horror film, including how on-screen inter- and intra-racial relations are implicated in this. The writing that follows focuses on how Get Out offers complex and scarcely featured representations of Black masculinity, and boyhood, in horror. As part of such discussion, there is analysis of the entanglements of on-screen gender and racial politics, which contribute to the nuances of depictions of Black masculinity in Get Out.

This study of performances by three groups of musicians (of different genre) takes audiences into account and employs Couch’s (1986) formulation of cooperation as the analytical framework. Couch and others using his formulation restricted their focus to the core cooperating group without attending to their audiences. Data for this study, however, showed that a lot of the musicians’ behavior had no particular musical value but was directed toward the audiences instead. The authors examine these data and integrate audiences into Couch’s formulation for cooperation. The authors will discuss the issues surrounding our core question: “How do cooperating groups of musicians integrate audiences into their thinking about cooperation and group performance?”

Soft Systems Methodology (SSM) has long been involved in information systems development through the medium of action research. Its social constructivist paradigm and managerial focus distinguish it from most software engineering development approaches. Checkland’s underlying view of systems development, however, is heavily influenced by traditional waterfall models – something of a contradiction. This paper uses recent developments in SSM to develop a more appropriate systems development concept: the interaction‐transformation‐interaction (ITI) model. The model views systems development primarily as a social and managerial task, rather than a technical one. It was successfully used (in conjunction with developed forms of SSM which incorporate analysis based on structuration theory) to structure the development of an intranet in a university department. The experience led to a further series of reflections on the model.

The purpose of this paper is to explore the nature and impact of higher education institution (HEI) in a distributed, open innovation system using a survey of some 600 firms in the UK.

Primary data are used from a postal questionnaire survey of 600 firms across three UK regions: Wales, the North West and the East of England.

The analysis reveals significant differences in firm collaboration with HEIs across the UK and the value and impact that such collaborations have on firm development. The nature and effects of such collaboration vary significantly between the type of firm involved and their location and the analysis investigates this in relation to various aspects of innovative activity and firm performance.

Although much of the nature and effects of such collaboration are as one would expect, some of the results are counter‐intuitive and highlight the care we should place on assessing the role of universities and other HEIs in open innovation systems.

As founders of First Interstate BancSystem, which held $8.6 billion in assets and had recently become a public company, and Padlock Ranch, which had over 11,000 head of cattle, the Scott family had to think carefully about business and family governance. Now entering its fifth generation, the family had over 80 shareholders across the US. In early 2016, the nine-member Scott Family Council (FC) and other family and business leaders considered the effectiveness of the Family Governance Leadership Development Initiative launched two years earlier. The initiative's aim was to ensure a pipeline of capable family leaders for the business boards, two foundation boards, and FC.

Seven family members had self-nominated for governance roles in mid-2015. As part of the development initiative, each was undergoing a leadership development process that included rigorous assessment and creation of a comprehensive development plan. As the nominees made their way through the process and other family members considered nominating themselves for future development, questions remained around several interrelated areas, including how to foster family engagement with governance roles while guarding against damaging competition among members; how to manage possible conflicts of interest around dual employee and governance roles; and how to extend the development process to governance for the foundations and FC. The FC considered how best to answer these and other questions, and whether the answers indicated the need to modify the fledgling initiative.

This case illustrates the challenges multigenerational family-owned enterprises face in developing governance leaders within the family. It serves as a good example of governance for a large group of cousins within a multienterprise portfolio. Students can learn and apply insights from this valuable illustration of family values, vision, and mission statement.

The purpose of this paper is to present a vision for the future development of Kybernetes under a new editorship.

The new Editors are introduced, the strengths and history of the journal reviewed, and plans for its future development described.

The future of Kybernetes will build on its long and distinguished heritage, noting especially the strengths of interdisplinarity, internationality, and strong links with major cybernetic societies across the world. While maintaining these strengths, the new Editors will seek to develop further the conversations between diverse fields contributing to the journal and to bring a new emphasis to the interdisciplinary study of information, to studies of the social implications of cybernetics and related fields, and to profiles of thinkers in cybernetics, systems and management science.

This is only the second time that there has been a change of editor in the more than 40 years that Kybernetes has been published. The journal (and the whole field of cybernetics and systems) owes the past editors a great debt of thanks for their outstanding work, but the time has come for change. This paper starts to identify new directions under the new Editors.