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This chapter outlines several approaches that researchers can use to help them conduct research that respects and includes autistic participants. It begins by highlighting some of the factors that should be considered before, during and after a study is conducted. It then explains some of the benefits and drawbacks of harvesting data from social media. It then concludes with a set of recommendations about inclusive research practices that can help autistic participants be equals in the research process.

The original contribution that this chapter gives to the field of autism spectrum research is to provide researchers with a clear and comprehensive outline of how to conduct research that is inclusive and respectful of autistic participants.

The purpose of this paper is to investigate the nature of knowledge sharing and what is experienced as being shared as knowledge sharing unfolds. In particular, the paper explores affect as a key aspect of knowledge sharing in an organisational context.

A practice theoretical approach is applied to the study combined with a phenomenological research methodology that focusses on the “lived experience” of participants.

Knowledge-sharing practice was found to encompass cognitive, social, bodily and affective dimensions. Affect was found to be a significant component of the practice as revealed by participant emotion and the use of conversational humour.

In light of the findings, the researcher recommends a focus on participant sensings in practice theoretical research, in combination with sayings, doings and relatings.

The approach to the study is significant in that, in contrast to previous practice-based research in information studies, it applied a methodology adapted from phenomenology. This combination of approaches opened the investigation to the multi-dimensional experiential nature of knowledge-sharing practice highlighting the significant role of affect in knowledge sharing.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

Psychosocial interventions (PSI) have been recognised as an important and valuable treatment for individuals with a serious mental health problem and their families. Over the past decade, PSI has gained national recognition through training courses such as the Thorn programme. However, despite NHS provider organisations investing time and money in the training of mental health practitioners in Thorn‐based PSI, implementing this training in practice has been inconsistent and difficult. Current literature focuses mainly on the efficacy of Thorn‐trained practitioners and on their attempts at transferring skills into practice. The aim of this study was to assess the effectiveness of a cross‐educational practice meeting in assisting Thorn graduates to implement PSI into clinical practice. Fifteen participants from a specialist mental health trust (including eight Thorn graduates) who participated in this type of meeting were interviewed. Six core themes were identified: framework for implementation; organisational drivers; Thorn graduates' position; service achievements; reforms to the process and threats to implementation. These themes indicate that a cross‐educational practice meeting can be a valuable framework for assisting Thorn graduates in implementing a range of PSI in clinical practice. This type of meeting can also make an impact on the culture of an organisation through facilitating change towards evidence‐based psychosocial practice.

This paper aims to examine a type of interorganizational learning called Industry Peer Networks (IPNs), in which a network of non-competing small businesses cooperates to improve their skills and to stay abreast of the industry trends, so that the firms remain competitive in the local and regional markets. The key characteristic of an IPN is the regular gathering of peers in small groups (typically 20 or fewer carefully selected members) in an atmosphere of significant trust, guided by a facilitator, to participate in a series of formal and informal activities through established guidelines, to share knowledge about management and marketing, exchange information about industry trends beyond their core markets, discuss issues related to company performance and provide constructive criticism about peer companies.

The qualitative research on the context included visits to 13 peer meetings, three workshops for peer members, seven semi-structured interviews with members and many communications with the founder, chairman, committee chairpersons and several facilitators of peer meetings that spanned across five years. Data collection and analysis followed grounded theory building techniques.

The authors identified both cooperative and competitive learning practices that a small business could carry out to grow from a novice to an expert IPN peer member. The cooperative elements such as peer discussions, disclosure of financial data and exposure to various business models allow member firms to learn vicariously through the successes and/or failure of their peers. At the same time, the competitive elements such as service delivery critiques, business performance benchmarking and firm ranking also prompt the members to focus on execution, to emphasize accountability and to strive for status in the network. The IPN in this research has also built network legitimacy over time, and it has sustained a viable administrative entity that has a recognizable form and structure, whose functions are to strategically manage network activities and network growth to attract like-minded new members.

First, because this research focused on fleshing out the transformative practices engaged by IPN peers, it necessarily neglected other types of network relationships that affect the small businesses, including local competitors, vendors and customers. Second, the small employment size of these firms and the personal nature of network ties in the IPN may provide an especially fertile ground for network learning that might not exist for larger firms. Third, the technology-intensive and quality-sensitive nature of IT firms may make technological trend sensitization and operating efficiency more competitive advantages in this industry than in others. Finally, although participation in IPN is associated with higher level of perceived learning, the relationship between learning and business performance is not yet articulated empirically.

The study contributes to the understanding of cooperative/competitive transformative practices in the IPN by highlighting the defining features at each transformation stage, from firms being isolated entities which react to market forces to connected peers which proactively drive the markets. IPNs are most effective for business owners who are at their early growth stage, in which they are positioned to grow further. Nevertheless, the authors also present the paradoxical capacity of IPNs to propel firms along trajectories of empowerment or disengagement.

As 78.5 per cent of the US firms are small businesses having fewer than 10 employees, the knowledge of firm and IPN transformation is important for both researchers and advocates of small businesses to understand the roots of success or failure of firms and the IPNs in which they are embedded.

Earlier research has not explored the network-level effects as part of a full array of outcomes. Instead, research involving IPNs has focused primarily on the motivation and immediate firm-level outcomes of IPNs. Research to this point has also failed to examine IPNs from a developmental perspective, how the firms and the IPN as a network transform over time.

This study explores the perceptions of the leadership team on knowledge creation in lesson study (LS) using P. Gronn's concept of hybrid leadership.

This study included teachers from a public elementary school in Japan that has been engaged in autonomous LS for several years. Teachers (n = 8) from the leadership team of the LS practice for four years (2016–2019) were interviewed for the study.

The findings are threefold. First, teachers in the leadership team most often referred to teachers' leadership practices as occurring in the phases of externalisation and combination, which are the important phases in the organisational knowledge creation process. Second, in the context of LS, the study found that teachers in the leadership team used three approaches to take the lead in knowledge creation, approaching the individual and the groups using tools. Third, using the concept of hybrid leadership helped detail the complexity of the leadership practices performed by the leadership team in LS.

This study focusses on teachers in the leadership team in LS, which has been an overlooked topic in this field of research. In many Japanese schools where LS has been practiced for many years, leadership teams have been set up with certain expectations. The findings of this study highlight certain leadership team practices that will contribute to the development of a sustainable LS.

The paper explores coordination practices in digital–physical product development and their consequences for companies traditionally relying on physical product development.

Using an embedded case study design, the paper reports four action research initiatives addressing the digital–physical coordination challenges encountered by a leading B2C company.

Effective coordination of digital–physical product development, firstly, involves standardization of process, output and skills to accommodate the stability needed for efficient physical product development and manufacturing. Secondly, it involves agile coordination events, such as Scrum ceremonies and PI planning, to facilitate the mutual adjustment needed to allow agility and the differences between digital and physical product development to be continuously and successfully negotiated.

The paper illustrates a research model with case evidence and suggests tentative theory in the form of propositions. Future research should explore coordination problems and solutions in different digital–physical project types and contexts.

Coordination practices for digital–physical product development are presented and analyzed, providing inspiration for companies.

The paper is the first to explore coordination practices within the emerging field of digital–physical product development.

The authors examine how a not-for-profit organisation (NPO) coordinates NPO's actions during the coronavirus disease 2019 (COVID-19) global pandemic to remain focussed on strategic and operational goals.

The authors conducted a live case study of an NPO as the crises caused by the COVID-19 pandemic unfolded. Drawing on a sensemaking perspective that incorporates sensegiving, the authors develop a framework of five types of organisational sensemaking. The authors analyse weekly planning meetings during which managers discussed past performance, forecast performance and the forecast duration of current cash reserves.

The authors show how three of the five types of organisational sensemaking helped to coordinate actions. The authors highlight how accounting information triggers organisational sensemaking processes; but depending on the type of organisational sensemaking, accounting information has little further role. The authors also show that the stability of decisions depends on the types of organisational sensemaking.

The authors show how coordination as a management control practice is enabled by organisational sensemaking within an NPO during a crisis. Organisational sensemaking enabled the agreement of actions, which enabled coordination. Accounting practices provided trigger mechanisms to facilitate organisational sensemaking.

Since this study is the first to examine sensemaking processes and accounting practices in coordination in an NPO in a pandemic, the authors contribute to the limited research on NPOs during crises and on the management control practice of coordination. The authors extend the accounting literature on sensemaking by showing that, whilst accounting triggers organisational sensemaking, accounting is only implicated in one type of organisational sensemaking and by revealing the different outcomes of the different types of organisational sensemaking.

This paper presents findings from a project that aimed to support social work managers to observe, evaluate and give feedback on social work practice skills.

An embedded team of researchers observed over 300 meetings between parents and social workers and gave feedback based on an established research instrument that facilitated quantitative coding of individual skills such as empathy and purposefulness. Then managers took on this task to sustain ongoing feedback on practice skills beyond the timescale of the project.

A practice tool was successfully developed to take the place of the research instrument and aid managers in these observations, and it was implemented across a range of social work settings. The tool was used in a variety of ways by different managers which highlighted a range of views on what constitutes good practice. This raises questions about how far authorities can (or should) expect to achieve a consensus about the type of practice they want to deliver.

The value of this project is primarily pragmatic, in that it shows the potential for using research to develop practice tools collaboratively. However, in doing so, it brings into focus key questions around the nature of good practice.

This paper presents a practice tool, based on an established research instrument that was co-developed with senior managers. It is an aid for observation that practitioners and managers can use to support practice development.

Few research studies have worked so closely with practice managers to develop a tool that can be used to support practice. The paper also highlights the crucial and neglected role of observation in practice development.

Multicommunicating, the practice of using technology to carry on multiple near-simultaneous conversations, has been studied for almost two decades. This practice has new meaning today as more people carry a mobile device with them, remote working is prominent, and teams are looking for ways to be more productive. This chapter establishes why multicommunicating is an important communication concept that can help scholars interested in teams. After distinguishing multicommunicating from related concepts, such as multitasking, this chapter reviews key findings from literature and highlights the conundrum around whether this is a productive, acceptable practice or one that is rude and increases inefficiency. In conclusion, the proposed research agenda invites studies of multicommunicating in contexts where actual responses to the practice can be observed. Additionally, there are growing opportunities to include mobile communication and human–technology interactions in the multicommunicating mix.