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Describes a management development initiative undertaken by the Hertfordshire FE service to accelerate the process of cultural change throughout the area. College managers became the first group to experience a management development programme during 1990. In early 1991 a second phase of the initiative included workshops for Principals, Governors and LEA (FE) advisers and officers. All training and development programmes are designed to be client‐centred, demonstrating both the process and benefits of this style during the learning experience.

This performative chapter offers three movements that celebrate aspects of Norman Denzin's prolific and influential career: an ode to an aging cowboy that signal's Denzin's work on the West and Native Americans, a corresponding piece that signals Denzin's commitments to performance studies and autoethnography, and a litany of his scholarship as a bibliography of worship with his commitment to critical and creative forms of writing.

Mergers and acquisitions (M&As) are major corporate changes and are among the most stressful for employees. Employee resistance is a well-recognised reason for high failure rates of post-merger integration (PMI). The contemporary concept of psychological capital (PsyCap) is a promising approach for dealing with the issue. To date, relatively little research has been conducted on the relationship between PsyCap and resistance. The purpose of this paper is to examine the possible positive impacts of PsyCap on employee resistance during PMI, based on a review of the existing literature and selected interviewers with a panel of experts, and offer a theoretical model for decreasing the resistance.

This paper builds on the literature on M&A, PMI, and employee resistance by focusing on the contribution of PsyCap. Apart from formulating propositions and answering pre-determined research questions, the findings are the basis for a theoretical model that was validated by a panel of experts.

This research documents the negative emotions that are triggers for resistance during PMI under the influence of PsyCap. By measuring and assessing the PsyCap needs of employees, resistant employees were revealed, and their PsyCap was developed using tailored interventions. The research findings indicate this to be a feasible approach for reducing resistance during PMI.

All of the findings rely on empirical testing and operationalisation. Cultural differences may influence the PsyCap dimensions.

M&A deals often fail due to unsuccessful PMI implementation because leaders fail to consider the psychological impacts when trying to overcome resistance. The model proposes a possible solution.

The offered theoretical approach is original and provides new insights for researchers and practitioners who evaluate M&A strategies.

We know that the lifespan of a human being is but a dot on eternity. Despite this fact, there are some lives who, by their very existence, have generated a better world, a curiosity that is gentle and nonobtrusive, welcoming, and generous. As Walter Pater (1873) wrote, “to burn always with this hard, gem-like flame, to maintain this ecstasy, is success in life” (p. 1326). These lives, coming into being, may, through their relationship with others, with the physical world, with the world of ideas, create pathways on which others following may flourish. Such a hard, gemlike life, I posit respectfully, is the life of Norman Denzin. As an invited offering for this Festschrift in celebration of the intellectual genius, the caring impact, the kind and generous humanity of NKD, this piece draws upon the effect(s) his career and example have had upon my immediate circle of scholars as well as upon academia writ large. As an aspect of his unfailing curiosity and humility, Norman has shown us – characteristically, not told, but shown – what it means to celebrate life when, after all, as Raymond Carver so famously put it, it's “all gravy” (1989, p. 118).

As CD‐ROM becomes more and more a standard reference and technical support tool in all types of libraries, the annual review of this technology published in Computers in Libraries magazine increases in size and scope. This year, author Susan L. Adkins has prepared this exceptionally useful bibliography which she has cross‐referenced with a subject index.

Provides a bibliography of CD‐ROM for librarians, covering case studies, costs, product evaluation guidelines, databases, CDI, downloading/copyright and CD vs. online, for use when making decisions about the adoption of CD‐ROM.

The purpose of this paper is to enhance understanding of the conceptualisation and operationalisation of public value in practice by applying Moore's (1995) strategic triangle as an analytical framework to study strategic management and management control practices in relation to public value.

The paper uses an interpretative longitudinal case study approach including qualitative methods of document studies and interviews between 2017 and 2019.

In the strategic triangle, the three nodes of authorising environment, public value creation and operational capacity are interdependent, and alignment is a necessity for a strategy to be successful. But this alignment is vulnerable. The findings suggest three propositions: (1) strategic alignment is vulnerable to management control practices having a strong focus on performance measurements, (2) strategic alignment is vulnerable to standardised management control practices and (3) strategic alignment is vulnerable to politically driven management control practices.

With the strategic triangle as a base, this paper tries to understand what kind of management control practices enable and/or constrain public value, as there has been a call for this kind of research. In this way it adds to earlier research on public value, to the growing interest in the strategic triangle as an analytical framework in analysing empirical material and to the request for more empirical studies on the subject. The strategic triangle also embraces political factors, government agendas and political leadership for which there has also been a call for more research.

Like the hero of the 1946 Capra movie It's a Wonderful Life, Norman Denzin has been a builder of his local community. While much attention has been paid to his intellectual contributions on methods and in several substantive areas, possibly his greatest accomplishments have been in the area of building and fostering a robust, international, multidisciplinary qualitative research community. This chapter explores some of these contributions, focusing on Denzin's leadership in creating the Handbook of Qualitative Research, the International Congress of Qualitative Inquiry, and eight different journals or book series for which he serves as editor or coeditor. Through these channels, he has fostered the work of younger scholars, of marginalized groups, and of qualitative communities throughout the world, and supported innovative directions in qualitative theory and practice.