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As founders of First Interstate BancSystem, which held $8.6 billion in assets and had recently become a public company, and Padlock Ranch, which had over 11,000 head of cattle, the Scott family had to think carefully about business and family governance. Now entering its fifth generation, the family had over 80 shareholders across the US. In early 2016, the nine-member Scott Family Council (FC) and other family and business leaders considered the effectiveness of the Family Governance Leadership Development Initiative launched two years earlier. The initiative's aim was to ensure a pipeline of capable family leaders for the business boards, two foundation boards, and FC.

Seven family members had self-nominated for governance roles in mid-2015. As part of the development initiative, each was undergoing a leadership development process that included rigorous assessment and creation of a comprehensive development plan. As the nominees made their way through the process and other family members considered nominating themselves for future development, questions remained around several interrelated areas, including how to foster family engagement with governance roles while guarding against damaging competition among members; how to manage possible conflicts of interest around dual employee and governance roles; and how to extend the development process to governance for the foundations and FC. The FC considered how best to answer these and other questions, and whether the answers indicated the need to modify the fledgling initiative.

This case illustrates the challenges multigenerational family-owned enterprises face in developing governance leaders within the family. It serves as a good example of governance for a large group of cousins within a multienterprise portfolio. Students can learn and apply insights from this valuable illustration of family values, vision, and mission statement.

Undoubtedly, digital transformation is permeating all domains of business and society. We envisage this volume as an opportunity to explore how manifestations of digital transformation require rethinking of our understanding and theorization of institutional processes. To achieve this goal, a collaborative forum of organization and management theory scholars and information systems researchers was developed to enrich and advance institutional theory approaches in understanding digital transformation. This volume’s contributions advance the three institutional perspectives. The first perspective, institutional logics, technological affordances and digital transformation, seeks to deepen our understanding of the pervasive and increasingly important relationship between technology and institutions. The second perspective, digital transformation, professional projects and new institutional agents, explores how existing professions respond to the introduction of digital technologies as well as the emergence of new professional projects and institutional agents in the wake of digital transformation. The third perspective, institutional infrastructure, field governance and digital transformation, inquires how new digital organizational forms, such as platforms, affect institutional fields, their infrastructure and thus their governance. For each of these perspectives, we outline an agenda for future research, complemented by a brief discussion of new research frontiers (i.e., digital work and sites of technological (re-)production; artificial intelligence (AI) and actorhood; digital transformation and grand challenges) and methodological reflections.

The purpose of this paper is to forward an extension of reception analysis as a way to incorporate and give insight to social media mediations and big data in a qualitative marketing perspective. We propose a research method that focuses on discursive developments in consumer debates for example on YouTube – a large-scale open-access social media platform – as opposed to the closed and tightknit communities investigated by netnography.

Online reception analysis

Using a combination of qualitative and quantitative methods, we find that big data can enrich online reception analyses by showing new aspects of weak tie online networks and consumers meaning making.

The potential of online reception analysis is to encompass a discursive perspective on consumer interactions on large-scale open-access social media and to be able to analyze socialities that do not represent shared cultures but are more representative of transitory everyday interactions.

Our method contributes to the current focus to define levels of analysis beyond research centered on individuals and individual interactions within groups to investigate other larger socialities. Further, our method also contributes by incorporating and investigating the mediatization of interaction that social media contributes with and therefore our methods actively work with the possibilities of social media. Hence, by extending the advances made by netnography into online spaces, online reception analysis can potentially inform the current status of big data research with a sociocultural methodological perspective.