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With the shift from an industrial to a knowledge economy, organization theorists continue to address the role and nature of control in organizational structure. The continuing utility of bureaucracy in new organizational forms was a focal point for this discussion. Research on this shift contributes to the ongoing debate on the role of ethics in bureaucratic and post-bureaucratic organizations. This paper suggested that the work of the artist Joseph Cornell provides a visual representation of the dimensions of this debate. First, the paper introduced Cornell to the reader. Next, the paper reviewed the research on bureaucratic and post-bureaucratic organizations with a focus on ethics, control, and enchantment in organizations. To provide visual reflections of the literature, this paper embedded examples of Cornell’s works throughout the discussion. Cornell’s art not only provides representations of these organizational forms, but also demonstrates how conflicts of an artist capture the development of thought within this area of organizational analysis.

High-acid liquid foods are a substrate in which foodborne pathogens can maintain their viability. In this research an experimental design was conducted to optimize the parameters for high pressure processing (HPP) of apple juice (pH 3.76).

Juice was inoculated with cocktails of Escherichia coli O157:H7, Salmonella enterica and Listeria monocytogenes. Pressures ranging from 139 to 561 MPa and dwell times between 39 and 181 s were challenged.

Pressures above 400 MPa achieved a greater than 5-log reduction in all pathogen cocktails regardless of the dwell time. L. monocytogenes was more sensitive to HPP at a pressure of 350 MPa and dwell times equal to or beyond 110 s. E. coli O157:H7 and S. enterica exhibited similar resistance; the number of log reductions in the central point (350 MPa/110 s) ranged from 2.2 to 3.7. The first-order mathematical model better fitted experimental data for E. coli O157:H7 and S. enterica. In regard to L. monocytogenes, the second-order model better fitted this pathogen's reduction.

Fruit juices are usually high pressure processed at approximately 600 MPa. For pathogenic reduction, the use of milder parameters may save energy and maintenance costs. The results herein exhibited could assist the apple juice industry with more effective applications of HPP.

The findings of this study demonstrate that relatively moderate pressures can be successfully used to assure the safety of apple juice.

The concept of patriarchy, one of the key thinking tools of the 1970s women’s movements, has been used and critiqued in many current and historical projects. This chapter enters the debate in an unorthodox way. Rather than define, defend, or critique the concept of patriarchy, it focuses on its capacity to articulate historically specific forms of relations between gender and generation.

The body of the chapter notes the continuities and differences in the way mastery and social infancy were connected in several episodes of thinking with patriarchy in Western social and political thought. Attempts to bring Roman law into a coherent system in early sixth-century ce, debates between defenders of absolutist rule and proponents of democracy in the late sixteenth and early seventeenth century, nineteenth-century reconstructions of human pre-history and resurgent twentieth-century women’s movements have all left traces in ways of thinking about gender and generational relations today.

In the last two decades, new forms of activism and scholarship drew on the conceptual toolkit surrounding patriarchy. The last section of the chapter highlights two of these areas: research on child rights governance and the total social organization of labor, and writings on patrimonialism. Key insights from this work, the chapter concludes, can be used to argue that a focus on historically specific forms of the interface between gender and generation constitutes a useful aspect of thinking with patriarchy.

This research explores the problem of how employee ownership may be related to job attitudes, job behaviour, and organisational performance. A conceptualisation of the possible relationships between employee ownership, job attitudes and organisational performance, and variables which may moderate these relationships, is developed, and the plausibility of some of these relationships is attitudes, job behaviour, and organisational empirically assessed through longitudinal study of a Canadian trucking company recently purchased by most of its workers and managers. The central premise of this study is that employee ownership may affect job attitudes both directly through the effects of individual share ownership and indirectly by changing patterns of organisation influence and employee participation in decisions.

This paper aims to review the literature on the utility of employing the construct of cognitive style in understanding behaviour in web‐based learning environments.

The paper initially examines whether the web architecture may be matched to an individual's cognitive style in order to facilitate learning, before progressing to assess whether different architectures influence a web users' internal representations of web‐based learning systems, as measured by concept map drawings. Other issues explored are users' web navigation and users' sense of learning community when receiving instruction via web‐based learning environments.

The studies reviewed indicate that cognitive style is a pertinent factor for consideration when assessing the success with which users engage with web‐based learning systems.

Some of the studies reviewed here are small‐scale and caution is urged in generalising the findings.

In terms of the practical implications, however, it is suggested that web‐based systems should be designed with consideration to individual differences in user characteristics, as this is related to the success with which users learn, navigate and interact socially in an online environment. However, it is concluded that more research is required in order to produce general rules relating cognitive style to the use of web‐based learning systems.

The findings from the numerous studies on the implications of considering the function of individual differences in using web‐based learning are notable and useful in the context of web‐based instruction.

This autoethnographic article presents the adaptation of collage—an arts-based method traditionally used in face-to-face settings—into an online research tool. It emphasizes the increased relevance of such a transition in the wake of the digital shift and the Covid-19 pandemic. The work aims to reveal how digital collages can facilitate in-depth participant responses in a time when conventional research settings are inaccessible.

The article incorporates autoethnographic vignettes, which are identified in italics, that offer insights into my personal reflections on the transition and adaptation to an online mode. Firstly, I review how collage can be a valuable tool to include in focus groups and for elicitation during semi-structured interviews. Secondly, I review the challenges I experienced when conducting focus groups online to create the collages. Thirdly, I explore, in more detail, three examples of collages that reflect the diverse ranges that were produced and the insightful discussions that emerged from the participants describing the visual elements of their collages. Finally, the reflective nature of my autoethnographic vignettes provides an insight into the world of the researcher during this turbulent time.

Findings show that collage, whether physical or digital, remains an effective tool for eliciting nuanced understandings from participants. The research contributes to the arts-based research narrative by showcasing how the digital adaptation of collage methods can yield profound insights into participants' perspectives, therefore enriching the data beyond what traditional interviews could unveil.

These observations can provide support for other researchers who are contemplating the adoption of online arts-based research methods. Understanding how traditionally face-to-face arts-based research methods can be adapted for the digitally evolving landscape is important for shaping the future of online research.

This paper aims to tentatively explore the benefits of placing art’s knowledge-building tradition, with its capacity to disrupt and reframe, at the centre of how we look at alternative organizing and alternative economic spaces, positioning lived experience, its uncertainties intact, at the heart of researching and practicing social enterprise (SE).

The paper explores indeterminacy through two case-study narratives, one of an academic arts-based research project and the other of a unique organization it encountered.

The paper describes the way juxtaposition, encounter and drift value indeterminacy as central to generative processes, challenging the control central to management and its research.

The paper proposes that adopting an arts-based approach that challenges control can create a research instrument sensitive to similar tendencies in case studies, thus highlighting what is different and alternative about them. This responds to concerns about the diminishing centrality of SE’s democratizing ethic expressed in its scholarship, about creativity in its research and about its socially transformative potential.

The practice, by SEs of an approach welcoming chance, encounter, meandering paths and place-making with porous boundaries, proliferates transformative possibilities and is linked to democratization and participation.

Though dangerously challenging to accepted notions of academic rigour, this paper proposes an unusual thought experiment tied in with lived experiences, in themselves experimental in practice.

Kibok Baik is a professor of management at the College of Business and Economics, and Head of Strategic Leadership Center, Kookmin University, Seoul, Korea. He earned his Ph.D. in organizational behavior from the University of Houston. His research interests focus on leadership, cross-cultural issues, and human resource development in multinational corporations. He currently advises dozens of firms in Korea.John W. Boudreau, Ph.D., Professor of human resource studies at Cornell University is recognized worldwide for breakthrough research on the bridge between superior human capital, talent and sustainable competitive advantage. His research has received the Academy of Management’s Organizational Behavior New Concept and Human Resource Scholarly Contribution awards. He consults and conducts executive development with companies worldwide and has published more than 40 books and articles, including the best-selling Human Resource Management (Irwin, 1997), now in its eighth edition in multiple languages worldwide. In addition to HR metrics, Dr. Boudreau’s large-scale research studies and highly focused qualitative research have addressed decision-based HR, executive mobility, HR information systems and organizational staffing and development. Winner of the General Mills Award for teaching innovations, Dr. Boudreau also founded the Central Europe Human Resource Education Initiative, and directed the Center for Advanced Human Resource Studies (CAHRS).Janet L. Bryant is a doctoral student in the Ph.D. program in industrial and organizational psychology at Old Dominion University. Her research interests include leadership, virtual work and cross-cultural issues. She completed her undergraduate degree at the University of Tennessee-Knoxville.Maxine Dalton is an industrial/organizational psychologist who received her education at the University of South Florida. Her research interests include adult learning and executive development. Her current research is on leadership and social identity conflict in organizations. She has published numerous book chapters, articles and a recent book on global leadership.Donald D. Davis received his Ph.D. in psychology from Michigan State University in 1982, where he also served as assistant director of the Center for Evaluation and Assessment. He has been a professor of organizational psychology at Old Dominion University since that time. He served for seven years as director of the Ph.D. Program in Industrial and Organizational Psychology and has served as a member of the board of directors of the Institute for Asian Studies since its creation in 1989. He has been awarded two Fulbrights – Asian Scholar in Residence (with Zhong-ming Wang, Hangzhou University – now Zhejiang University – Hangzhou, China) and Senior Scholar (Wuhan University, Wuhan, China). He has also held a visiting appointment at the University of Virginia. His research interests include virtual organizations, organization change, technological innovation, cross-cultural organization and management practices, and Chinese organizations. He has published one book and a number of papers on these topics.Jennifer J. Deal is a Research Scientist at the Center for Creative Leadership in San Diego, California, concentrating on global leadership and managing the Emerging Leaders project, which focuses on generational issues in the workplace. She has published a number of articles on topics including generational issues in the workplace, working globally, executive selection, and women in management, and a recent book on global leadership. She holds a B.A. from Haverford College, and a Ph.D. in industrial/organizational psychology from The Ohio State University.Daniel Denison is Professor of Management & Organization at the International Institute for Management Development (IMD) in Lausanne, Switzerland and is the Founder of Denison Consulting in Ann Arbor, Michigan, USA. He is former Professor of Organizational Behavior and Human Resource Management at the University of Michigan in Ann Arbor, Michigan. He is the author of Corporate Culture and Organizational Effectiveness (1990) and a number of articles on the link between culture and business performance. His survey assessments of culture, teams, and leaders are widely used by many organizations around the world. His website, www.denisonculture.com has extensive information on his work.Joseph John DiStefano is Professor of Organizational Behavior and International Business at IMD International Institute for Management Development (Lausanne, Switzerland) and Professor Emeritus of the Richard Ivey School of Business, The University of Western Ontario (London, Canada). He was educated at R.P.I., Harvard Business School and Cornell University and has been active as a teacher, researcher and consultant on issues of cross-cultural effectiveness since the early 1970s.Peter J. Dowling (Ph.D., The Flinders University of South Australia) is Pro Vice-Chancellor and Professor of International Management & Strategy in the Division of Business, Law & Information Sciences, University of Canberra. Previous appointments include Foundation Professor of Management at the University of Tasmania, Monash University, the University of Melbourne, and California State University-Chico. He has also held visiting appointments at Cornell University, Michigan State University, the University of Paderborn (Germany) and the University of Bayreuth (Germany). His current research and teaching interests are concerned with International HRM and Strategic Management. His co-authored text International Human Resource Management: Managing People in a Multinational Context, published by South-West, is now in a third edition. He is a former national Vice-President of the Australian Human Resources Institute, past Editor of Asia Pacific Journal of Human Resources (1987–1996), and a Life Fellow of the Australian Human Resources Institute.Chris Ernst is a Research Associate at the Center for Creative Leadership with an international background, and a Ph.D. in Industrial/Organizational Psychology from North Carolina State University. His work centers on advancing the capacity for leadership in a diverse and globally interconnected world.Ping Ping Fu is an assistant professor of management at the Chinese University of Hong Kong. Her research interests are mainly in leadership and cross-cultural areas. She was the coordinator for the Chinese part for the Global Leadership and Organizational Effectiveness (GLOBE), and is now leading the CEO study in China. She has published in Journal of Organizational Behavior, International Journal of Human Resource Management, Journal of International Applied Psychology and Leadership Quarterly.Paulo Goelzer is President of the IGA Institute, an educational foundation providing training to 40 countries in five languages and oversees their international operations. He began his career in the food industry very early, working in a family food business. He has also worked as a senior consultant for Strategy and Food Package Goods Industry Practice for a German/Brazilian consulting company, a researcher and consultant for the Brazilian Wholesaler Association (ABAD), and as a Marketing Director for a grocery wholesale company.