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While many workers have both professional and organizational identities, which can have conflicting expectations, little is known about this specific and common form of identity conflict. The purpose of this research is to develop and test a measure of organizational and professional identity conflict (OPIC), which the authors define as a psychological conflict that individuals experience between who they feel they are supposed to be in their organization and who they feel they are supposed to be in their profession. The authors theorize that this identity conflict will lead to emotional exhaustion and psychological distress, further leading to turnover intentions.

To test the hypothesized model, the authors utilized a two-study constructive replication design (Study 1, n = 225; Study 2, n = 176) and tested the model amongst both academics and health care professionals using structural equation modeling.

The authors find that identity conflict is associated with both increased levels of emotional exhaustion and psychological distress and, consequently, increased turnover intentions.

Practically, organizations must understand and align themselves with the wider professional expectations, as well as communicate this alignment, in order to avoid OPIC and improve employee well-being.

The authors create and validate a measure to assess and show its detrimental effects on workplace outcomes.

This article aims to alert readers to the procurement and acquisition activities of police agencies, to the risks that these entail, and to mechanisms for their effective management.

The article explores the ways in which acquisition by police is conducted and regulated. It examines these relationships between police and the private sector from the perspective of their benefits, such as costs and efficiency gains, and the risks they entail, including overdependency, corruption and lack of accountability.

Shopping by the public police is on the increase. Through procurement and outsourcing, police harness resources needed to cope with increasing demands on their services. Increased police activity in the marketplace, driven by changing ideological, economic and pragmatic considerations, represents a fundamental structural shift in policing. The article identifies appropriate institutional and procedural safeguards, and raises questions about the implications of commercial relationships for the future of public policing.

This article makes a contribution by flagging the increased reliance of police on externally provided goods and services, and by suggesting ways in which the procurement process can be managed to ensure both accountability and value for money.

Sir George Simpson, the Governor of the Hudson's Bay Company (HBC) from 1821 to his death in 1860, was the subject of numerous biographical works that described various facets of the man including his managerial abilities, literary prowess, physical stamina, abundant energy, extensive art collection and ethnological specimens. Two related aspects of his outstanding management style have been overlooked: the genesis of his management style and where it can be placed in the evolution of management practices during the 19th century.

Primary data from the Hudson's Bay Company archives plus secondary sources.

Simpson's management abilities came from his grammar school education and his apprenticeship to a counting house. More importantly, it can be attributed to his association with his mentor Andrew Wedderburn, his dedication to the HBC, and his high level of physical and intellectual energy. His information intensive management style was also a significant precursor to systematic management, which occurred later in the 19th century.

Future research should examine other examples of the evolution of management during the 19th century, particularly the transition from sub‐unit accountability to systematic management.

The paper emphasizes the importance of managers in making management systems work.

Purpose: This chapter outlines a cultural critique of the Gangsta as an exemplary figure to investigate the performance of social media identity. The main goal of the chapter is to illustrate some of the implications that social media have on the contemporary dramatization of the criminal, here framed as a collective techno-cultural process at the threshold between social stigma and branding. Despite using the term “Gangsta,” the author’s intent is not to “fix” this figure as an identity or a class of people, but rather to identify a broad cultural context that emerges from a glocalized hip-hop imaginary, stemming from gangsta rap and evolving alongside trap and drill.

Methodology/approach: The contribution is not intended as an empirical sociological study, but a critical cultural exploration of convergent media that bring together a glocalized gang culture and everyday social media interactions. In the second section, the author outlines his theoretical framework by identifying a point of convergence between recent studies of Instagram celebrities and criminological takes on the selective nature of gang identity. The author also explores the relationship between the “dissing,” a cultural form that is very relevant to the more aggressive sub-genres of rap, and the practice of tagging, a key affordance of social media platforms. In so doing, the author frames social media tagging as a form of identity labeling.

Findings: In light of the theory previously outlined, the author explains how tagging is used alternately to enforce social stigma and engage in recursive branding. The final section examines the aforementioned forms of tagging more in detail, in relation to specific media ecologies of YouTube videos that feature compilations of Instagram Stories originally posted by emerging Italian rappers.

Research limitations: Although it is aimed at offering an interdisciplinary contribution, this chapter adopts an admittedly media-focused perspective. Rather than producing more evidence about the use of social media by gangs, the author comments on existing sociological insight in relation to the affordances and esthetics of social media ecologies, re-problematizing certain forms of online interaction.

Originality/value: By focusing on the commonplace practice of tagging in relation to the figure of the Gangsta, the author emphasizes how online labeling practices can be more fraught that they appear, emphasizing the need for further critical reflections on the stereotyping potential of social media branding practices.

This study sought to evaluate the impact and sustainability of the Leading Empowered Organisations (LEO) programme on the role of G Grade Nurse Managers, their colleagues and therefore on patient care at CHS.

A qualitative, inductive research methodology, which employed 360‐degree research evaluation, was used. A purposive sample of four G Grade Nurse Managers was included. Each G Grade and eight of each of their colleagues were interviewed. Data were analysed according to the principles of thematic analysis.

There was evidence of a sustained impact of the LEO programme on G Grade Nurse Managers in relation to competence, action plans, delegation, communication strategies, problem solving, risk taking, leadership and management. The study also revealed a number of significant personal and contextual factors that affected the implementation of the LEO principles. Empowerment, or a lack of it, underpinned much of what occurred in the implementation of the LEO principles by the G Grades into practice.

The findings indicated that both organisational and individual action is necessary to achieve leadership development. Organisations need to ensure that investment in leadership is not restricted to the LEO programme, but that it becomes a strategic priority.

The premise for this volume is that there is “a need to develop a Handbook that takes scholars and practitioners through the paradigm change going on in the field of management and organizational inquiry.” In their invitation to contributors, the editors suggested we should comment on this transition and inform readers of theoretical and philosophical changes that have occurred in recent times. In this chapter, we attempt to do this by revisiting the influential concept of paradigm from the philosophy of science (Kuhn, 1962, 1970) and explore its relation to recent contributions to postmodern social theory in organizational analysis. In particular, the influential paradigm model of Burrell and Morgan (1979) is revisited through meta-theoretical analysis of the major intellectual movement to emerge in organization theory in recent decades, post-structuralism and more broadly postmodernism. Proposing a retrospective paradigm for this movement we suggest that its research can be characterized as ontologically relativist, epistemologically relationist, and methodologically reflexive; this also represents research that can be termed deconstructionist in its view of human nature. Consequently we demonstrate not only that organizational knowledge stands on meta-theoretical grounds, but also how recent intellectual developments rest on a qualitatively different set of meta-theoretical assumptions than established traditions of agency and structure.

The purpose of this paper is to consider perceptions of sustainability, information communication technologies (ICTs)-enhanced performances, authenticity, COVID-19 and performance futures in relation to digital content for use on-site and off-site at music festivals/events. It responds to the UN Sustainable Development Goal 9 – Industries, Innovation and Infrastructure. The research analyses existing literature to inform a dialogue among music festival organisers, consultants and performers. It addresses the thesis that: industry gatekeepers’ opinions on the authenticity of environmentally sound ICT-generated live content will influence its adoption at music festivals.

Primary research was carried out using purposive sampling of 50 live music industry professionals to collect and interpret expert empirical evidence through informed narrative. Using a mixed-methods approach, respondents completed a structured e-mail questionnaire comprising closed questions, a five-point Likert scale and additional qualitative open questions.

Predominantly positive quantitative responses relating to the live music industry's role in advocating sustainability contrasted with negative responses to virtual festivals. Responses adopting and rejecting environmentally sound ICT for live content were evident in qualitative results, with significant proportions of undecided or uncertain respondents. The prevalence of postponement and rejection responses around authenticity may prevent adoption at some music festivals.

The limitations of this research include the relatively small sample size and limited scope in terms of the artform.

The “snapshot” of digital aspects of sustainability at music festivals within this research is of particular value due to the paucity of research in this area, rapid change in virtual music festival provision prompted by COVID-19 and its narrative from varied industry professionals. The paper makes recommendations to artists, music festival organisers, consultants, academics and public funders to attempt to advance sustainability.

This article sets out the writer's impressions gleaned from an extensive examination of the homepages mounted on the World Wide Web by governments and government agencies. The writer is critical of the quality of the information made available and identifies some possible explanations for the perceived shortcomings of the homepages. A rush to establish a Net presence has encouraged agencies to mount pages without having clearly defined their intended audience. Much of the information is in the form of ‘HTMLised’ documents originally created for other purposes. Frequently these are accessed from pages structured from the point of view of the agency, without reference to the perceptions and needs of the users of the information. In order to overcome these shortcomings, the writer proposes a more rigorous evaluation of Web publishing projects which are led by information professionals and others involved in the direct delivery of information services, with a smaller role for IT personnel than is currently the case.