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The purpose of this paper is to explore how legitimizers invest in their approach to meet the suspicion of being a one‐sided advocate.

A multiple case study of four public sector decisions, based on a comparative argumentation analysis of two consulting reports in each case, one written by a legitimizer and one by a devil's advocate. The findings of the document analysis are triangulated with author interviews.

Consultants acting as legitimizers are often suspected of being political allies of a decision maker. To neutralize their reputation as hired guns, these consultants invest in being seen as impartial by making their research approaches transparent and their argumentation balanced to increase their credibility in the eyes of stakeholders, which is necessary to execute their central task: legitimizing a major decision.

The number of four cases could limit the possible variation within the legitimizer role. Further research could therefore explore under what conditions consultants are willing to argue more one‐sidedly as “advocates”.

Practitioners, such as consultants or decision makers, can apply the approach used in this research to make their method more transparent and to balance their argumentation to get commitment from stakeholders, while legitimizing a decision.

The paper nuances the view on the legitimizer role of consultants in previous studies, by exploring how their arguments are more balanced and transparent than assumed and how they try to contribute to their clients' decision‐making process.

Proposes that previous discussions of strategic decision making in the strategic management literature have not effectively addressed the role of third parties including consultants. Offers three roles of third parties, including the consultant as provocateur, legitimizer and expert. Propositions are developed suggesting a contingency approach to the timing and role of third parties in the strategic decision‐making process.

The purpose of this paper is to explore how and why information and communication technologies (ICT) are enrolled in the Indian healthcare sector for reasons over and above perceived efficiency gains.

The paper explores qualitative field data collected in the Indian states of Karnataka and Andhra Pradesh, and the city of New Delhi from an epistemological perspective of interpretivism. New institutional theory is employed to illustrate the mythical and ceremonial roles that ICT for development play in legitimizing development initiatives.

The analysis challenges the simplistic view that implementing health management information systems will translate directly to efficiency gains.

This paper furthers the theoretical understanding of how ICT, as social and material phenomena, function empirically beyond instruments of technical rationality. One limitation of the research is the relatively short duration of the fieldwork. A wider scope in the metrics used to evaluate success in development initiatives that implement ICT is called for.

Practical implications of this paper focus on the need to move away from simple deterministic visions of ICT for development towards an approach based on acknowledging outcome indeterminacy with regard to the consequences of ICT implementation in the Indian healthcare sector, and thus the need for genuine feedback loops.

This paper will be valuable to institutional and information systems theorists, and development practitioners. A framework is provided to unpack the institutional context that drives some of the inefficiency in the Indian healthcare sector.

The purpose of this paper is to explore the implementation of self-service technologies (SST) in two competitors and unravel the process of change in two related setups, offering a comparison as well as an association of cases.

The paper is based on two extensive case studies of SST adoption by leading retailers in a Western European country. The analysis is based on a material-discursive approach using Greimas actantial model to identify actors’ roles in the implementation process.

Results highlight the key role of technology and organizational identity as legitimizers of the change process. The findings also emphasize the role of competition in justifying change.

Due to the specific situation of the market in the country of study (both retailers share 70 percent of the grocery market), this research offers a textbook example of the role of competition in technological change. This helps to understand the role of competition in technological change.

This study explores the implementation of SST in two competitors and unravels the process of change in two related setups, offering a comparison as well as an association of cases.

The purpose of this paper is to respond to Coombs and Holladay’s (2012a) concern that textbooks have had a powerful and negative influence on public relations’ curricula because they have positioned public relations as a function of business, rather than as a field of knowledge and practice that plays an emancipatory role in society.

The paper is a diachronic, thematic analysis of public relations textbooks dating from 1981 to 2017. This methodology is valid because textbooks not only disseminate the knowledge base associated with a community of practice, but they are also influential legitimisers of curricula and bodies of knowledge.

The findings show that public relations textbooks are slowly evolving to include activist studies as a content area from both a strategic business perspective and a critical perspective.

The sample size is small but sufficient to indicate the beginnings of a trend. While the influence of textbooks on curricula is waning as students look beyond prescribed texts to a wider array of readings, they remain the most influential educational medium worldwide (Fuchs and Bock, 2018).

The paper calls for a greater inclusion of activist studies in contemporary public relations curricula to prepare practitioners for changes to the communications environment, as well as an opportunity for public relations to reposition itself as an emancipatory field of knowledge and practice.

Activism studies, as a curriculum field, provide a foundation for positioning public relations as an emancipatory practice.

The paper proposes that incorporating activism studies into public relations curricula is a way for public relations to reframe itself as a field of knowledge and practice that plays an emancipatory role in society.

Discusses introduction and progress of EAPs in Europe. Makes the case for generating support from management, unions and health professionals and outlines approach to doing this. Provides strategy and tactics for developing EAPs in Europe. Key factors are: a rallying cause for communities; definition of community problems reflected in the workplace; leadership to legitimise the programme, others to implement it in the organisation; resources; diffusion of EAPs among key organisations; maintenance of professional standards and networks.

The Private Finance Initiative (PFI) is designed to introduce new resources into the national infrastructure. It introduces the idea that the public sector can provide services by purchasing them from the private sector rather than by direct provision. There have been considerable disagreements about how to account for these transactions. Key in this has been differences of view as to whether PFI transactions involve purchase of assets and thus whether the transaction should appear on the balance‐sheets of the public sector. This seemingly technical question has generated considerable debate and disagreements between the UK government and the Accounting Standards Board (ASB). Closer investigation into this disagreement demonstrates a range of alternative views and tensions. Describes and analyses these different views and the inter‐ and intra‐relationships and tensions between these parties using an interests‐based, political framework for this contextual analysis. Demonstrates how accounting standard setting, in cases such as accounting for PFI, if only analysed at the technical level, misses a range of social dynamics that are central to understanding the role of accounting in the development of society.

Professor Slawomir Magala is a full professor of Cross-Management at the Department of Organization and Personnel Management in Rotterdam School of Management (RSM), Erasmus University (RSM, 2015). His education stems from Poland, Germany and the USA, and has taught and conducted research in China, Egypt, Kazakhstan, Croatia, Estonia, the United Kingdom and Namibia. He is a former Chair for Cross-Cultural Management at RSM and has achieved many things, from being editor-in-chief of the Journal of Organizational Change Management (JOCM), to receiving the Erasmus Research Institute in Management (ERIM) Book Award (2010), for The Management of Meaning in Organizations (Routledge, 2009). It has received honors for being the best book in one of the domains of management research. It was selected by an academic committee, consisting of the Scientific Directors of CentER (Tilburg University), METEOR (University of Maastricht) and SOM (University of Groningen). All these research schools are accredited by the Royal Netherlands Academy of Arts and Sciences (KNAW). The paper aims to discuss this issue.

This is a review of Professor Slawomir Magala’s contributions as editor of Journal of Organizational Change Management.

Slawomir (Slawek) Magala will be known for many contributions to social, organizational, managerial research, and it will be remembered that he has created a great legacy in the field of cross-cultural competence and communication on processes of sense making in professional bureaucracies. He has authored and co-authored many publications including articles, books, professional publications, book contributions and other outputs, and is an established professor of cross-cultural management at the Department of Organization and Personnel Management in RSM, Erasmus University. He will be known for his work as editor of Qualitative Sociology Review, and one of the founding members of the Association for Cross-Cultural Competence in Management, not to mention the Journal of Organizational Change Management. Many of his articles have appeared regularly in leading refereed journals, such as the European Journal of International Management, Public Policy, Critical Perspectives on International Business and Human Resources Development International. His greatest legacy is in the field of cross-cultural management, but branches out to many other management studies.

The research is limited to his work in capacity of editor of Journal of Organizational Change Management.

This review provides a guide for positive role model of an excellent editorship of a journal.

Magala’s legacy acknowledges this research and its power to create numerous papers and attract a lot of attention (Flory and Magala, 2014). Because of these conferences, these empirical findings have led to disseminating the conference findings with JOCM (Flory and Magala, 2014). According to them, narrative research has become a respectable research method, but they also feel that it is still burdened with a lot of controversies on with difficulties linked to applying it across different disciplines (Flory and Magala, 2014).

The review covers the creative accomplishment of Professor Magala as editor.