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In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The authors contribute to scholarly understanding of the interplay between macro-level institutions and micro-level action by focusing attention on the ways the power of institutions works through mundane organizational spaces to constrain individuals as they interact with organizations. The authors explore these macro- and micro-connections between institutions and organizational spaces through a qualitative inductive study of an emergency department in a public hospital in Australia. Analyzing observational and interview data related to a waiting room and a corridor, their findings show how the systemic power of the state and the medical profession impacts micro-level action through organizational spaces. The authors find that the medical profession exerted power in a system of domination over marginalized patients through the waiting room as an exclusion space. At the same time, the state exerted discipline power over professional subjects through the corridor as a surveillance space. Individual resistance to institutional power over the ED was controlled by policing deviance in the surveillance space and ejecting resisters to the exclusion space. Their findings contribute to the literature by opening up new insight into how mundane organizational spaces convey institutional power by dominating and disciplining micro-level actions.

Although management scholars have embraced grand challenges research, in many cases, grand challenges have been treated as merely a context for exploring extant theoretical perspectives. By comparison, our approach – robust action – provides a novel theoretical framework for tackling grand challenges. In this invited article, we revisit our 2015 model, clarifying and elaborating its key elements and taking stock of subsequent developments. We then identify three promising directions for future research: scaffolding, future imaginaries, and distributed actorhood. Ultimately, our core message is remarkably simple: robust action strategies – participatory architecture, multivocal inscription and distributed experimentation – jointly provide a means for tackling grand challenges that is well matched to their complexities, uncertainties, and evaluativities.

Dyadic multi-dimensionality informs the variation that exists within and between network ties and suggests that ties are not all the same and not all equally strategic. This chapter presents a model of dyadic evolution grounded in dyadic multi-dimensionality and framed within actor-level, dyadic-level, endogenous, and exogenous contexts. These contexts generate both strategic catalysts that motivate network action and bounded agency that may constrain such network action. Assuming the need to navigate within bounded agency, the model highlights three strategic processes that demonstrate how dyadic multi-dimensionality underlies the evolution of strategic network ties.

The goal of this chapter is to examine (1) how children’s rapport with dating partners predicts mothers’ dating stability; (2) how characteristics of dating partners are associated with children’s problem behaviors; and (3) how mothers’ lingering attachment to the former spouse predicts relationship quality of dating relationships.

Data comes from a multimethod, multi-informant longitudinal study of postdivorce dating relationships (N = 319 mothers, n = 178 children, n = 153 dating partners). Hierarchical linear modeling techniques were used to test consequences of breakup of mothers’ dating relationships for children’s behaviors, children’s rapport with dating partners for mothers’ dating relationship stability, and mothers’ lingering attachment for quality of dating relationships.

We found that children’s rapport with dating partners was positively associated with dating breakup; more antisocial traits and drunkenness of mothers’ dating partners was positively associated with children’s problem behaviors at breakup; and lingering attachment was positively associated with poorer relationship quality with dating partners.

Because the focus of this chapter is divorced mothers with children, future studies are recommended to examine fathers’ postdivorce dating relationships. Future research should delineate dating, cohabiting, and remarried relationships after divorce.

This chapter presents empirical data examining the influence children have on mothers’ dating relationships, the influence of mothers’ dating relationships on children’s behaviors, and the effects of mothers’ lingering attachment to the former spouse on quality of mothers’ dating relationships. Information from this research is crucial for researchers and practitioners to assist mother’s and children’s postdivorce adjustment.

In recent years, organisations around the world have been seriously affected by a range of economic, political and social upheavals that have gathered momentum in most parts of the globe. The viability of the conventional (pyramidal) organisational structures is being challenged in conjunction with major shifts in the roles of mid and top managers. In many countries, the pace of the above socio‐economic events and uncertainties is happening at an unprecedented pace. Some markets are showing signs of potential gigantic expansions while others (historically prosperous) are on the verge of complete collapse (Dent, 1991). In responding to the socio‐economic challenges of the nineties, organisations (across the board) have resorted to dismantling the conventional pyramidal structure and adopting so‐called “leaner” structures (see Zeffane, 1992). The most common struggle has been to maintain market share in an economic environment increasingly characterised by excess labour supply (Bamber, 1990; Green & Macdonald, 1991). As organisations shifted their strategies from “mass production” to “post‐fordism” (see, for example Kern and Schumann, 1987), there has been a significant tendency to emphasise flexibility of both capital and labour in order to cater for the niche markets which are claimed to be rapidly emerging, world‐wide. This has resulted in massive organisational restructuring world‐wide.

We live in very adversarial political times. Tribalism and hateful rhetoric abound. This chapter argues that this state of affairs was an inevitable consequence of political cable television. I blame Ted Turner and CNN. Once Ted showed the world that news could be a profit center, competition, differentiation, and partisan one-sided coverage in broadcasting were inevitable. Product differentiation of cable news stations coupled with confirmation biases that lead viewers to watch networks on which the broadcasters reinforce their political views polarizes public opinion. The chapter concludes with suggestions for climbing out of the downward spiral.