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This study observes the organisational environment of fostering citizen participation in the context of local government. Creating systems of influential citizen participation requires the consideration of organisational prerequisites. This study asks which organisational elements contribute to successful citizen participation in local government.

The data consist of interviews with 14 key actors who work for the city of Helsinki. The interview content was subjected to abductive content analysis and reflected in the analytical framework based on previous literature on citizen participation. The analysis complements and adds insights to the existing literature.

This study illuminates three crucial elements of influential citizen participation: organisational structures, organisational culture and adequate resources. Additionally, the results revealed management to be a crucial enabling element. The findings highlight the importance of seeing citizen participation as an issue of governance and as a systemic part of the administration requiring intentional management efforts.

The study illustrates the key elements (structures, culture and resources) that should be considered when creating an influential citizen participation system. Additionally, the empirical analysis highlights the importance of management, which has been understudied in previous studies concerning citizen participation.

This chapter explains how cocreation can be supported by establishing platforms, which provide knowledge, resources, and opportunities for local actors to come together in cocreation arenas. Platforms make it easy for local actors to connect, interact, and engage in productive joint activity. The chapter provides an overview of different types of platforms and describes their distinctive organizing logic, which includes mediating the relationship between different stakeholders, scaffolding their joint action, and leveraging their capacity for change. The chapter identifies important platform dynamics, such as attractor and amplifier effects, synergy, scaling, and social learning, that enable them to successfully support cocreation. Finally, the chapter discusses how platforms themselves can be designed to enhance these dynamics.

Purpose – The purpose of this research was to describe the personal branding Tri Rismaharini.

Design/Methodology/Approach – This study uses a qualitative method. The data were obtained based on observations and interviews with the people involved in the personal Branding Tri Rismaharini.

Findings – Tri Rismaharini (Mayor of Surabaya) branding herself as the first female leader who can compete with the mayor in other cities in Indonesia. Not only that, Tri Rismaharini also received the title of World No. 3 Best Walikota in 2014, with various efforts made to create, build, organize, and lead the city of Surabaya to be more advanced than in previous years. Risma’s feminine and emotional nature is evident from news about her concern for her citizens and her tendency to use her heart while working. The nature of domestic Risma seen from the news about its performance in maintaining and maintaining cleanliness and parks in Surabaya.

Originality/Value – Nowdays, the world of politics and government not only belongs to men, but also women. Many women venture into politics, become politicians, or even government leaders. However, stereotypes referring to public doubt still exist. Women are considered not suitable to be a government leader because they are considered not able and feminine. Mass media also plays a role in the confirmation of the assumption.

The purpose of this paper is to identify critical success factors for the management of complex change processes in fire service organizations and to apply these in a case study of the Rotterdam-Rijnmond fire service.

The paper provides review of literature on organizational change, case study of the Rotterdam-Rijnmond fire service supported by the analysis of policy documents and 30 semi-structured interviews with key persons.

Combining different theoretical approaches helps to get a more complete picture of important issues and dilemma’s in the management of change processes – which is a first step in the successful implementation of changes – whereas other approaches tend to emphasize only some and overlook others. Applied in a case study, this approach revealed serious weaknesses in the management of change within the Rotterdam-Rijnmond fire service and offered practical guides for solutions.

This paper combines insights from different theoretical approaches into a more integrated perspective that aims to be helpful as a practical tool for designing and implementing complex changes in fire service organizations.

Call centers generate stress and absenteeism in staff and the literature suggests that people-oriented leadership is the right way of supervision for such a situation. This study compared its effects versus those of other types of leadership.

Absentee data of 379 representatives of customer services of a Peruvian call center were analyzed and the representatives answered a questionnaire about the Framework of Values in Competition and its four types of leadership. Day and night work shifts were compared.

It was observed that absenteeism declines with people-oriented leadership, although only during the day shift, and the addition of leadership oriented to change, results and control devalues models.

Future studies should cover the performance of the worker. The findings suggest a need to re-focus the theoretical focus on environmental contingencies that affect leadership effectiveness.

Leadership theorists will ask themselves in what circumstances the multiple leadership is effective. Call center managers will appreciate the organizational value of people-oriented leadership at the first level of supervision.