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Over the past several decades, there has been a growth in nonstandard professional work. One area where this can be seen is the academy, where tenure-track positions are being replaced by non-tenure-track (NTT) positions such as adjuncts and lecturers. Studies of nonstandard professional workers have found significant variation in job satisfaction, and this is also true for NTT faculty. Why is job satisfaction among NTT faculty so variable, and how can we understand it? Drawing on in-depth interviews with one hundred NTT faculty at two large public research universities, the author argues that NTT faculty vary in two important ways: the role of the income from their NTT job in their family and their pathway to the NTT position. The author develops a typology of NTT faculty based on these two dimensions and argues that these two dimensions intersect in important ways that affect the job satisfaction and job experiences of NTT faculty. The only group of NTT faculty that experiences high job satisfaction are those who prefer a NTT position over a tenure-track one, and who do not rely on the income from this job as the primary source of income for their family. This research has implications for understanding the job satisfaction of other nonstandard professional workers, who may vary in similar ways.

This article discusses business processes that are capable of creating new value with many new customers and in which enterprises and customers both achieve innovation through the provision of new services by the enterprise. Examples of innovation that venture companies providing IT‐based multimedia services have experienced over the past three years in Japan through mutual learning with customers are taken as case studies. In the last few years, Japan has seen rapid growth in the multipoint connection service market associated with multimedia videoconferencing systems. Behind this trend was the birth and explosive growth of the multipoint video communications market, which was initiated by NTT, Japan’s largest telecommunications carrier, in alliance with a joint venture business (NTT Phoenix Network Communication Inc.: hereafter, NTT Phoenix) comprised of heterogeneous US‐Japanese joint businesses. This article takes up the case of the world’s largest multipoint connection venture business, and considers how an NTT Phoenix’s customer value creation‐type business created a new video network service market in Japan.

For the last few years, the videoconferencing system market represented by multimedia technology has enjoyed strong growth in Japan. Behind the recent upturn in this market was the strategic alliance of NTT, Japan’s largest telecommunications carrier, and PictureTel of the USA, followed by the birth of business communities centered around or outside NTT, thus intensively creating and boosting a new market referred to as video communication. This article reviews the challenges that faced NTT, one of the big businesses in Japan, followed by PictureTel and other players within and outside NTT, all of which were lined up to create various strategic business communities. The article gives careful consideration to the measures taken by these players who achieved success in such a way as to alter employee consciousness, vitalize organizational morale, entrench the new NTT “Phoenix” brand (videoconferencing system) in the Japanese market and create an emergent video network market.

For the various cyber businesses of the future based on the Internet, multimedia and other new electronic fields, business organization styles, management methods and the distribution of management resources must be re‐structured to accommodate the transformation of the business environment. This article examines the case of a virtual education business in Japan, which has recently been garnering attention as a knowledge‐based business that utilizes multimedia, networks, etc. It considers how Nippon Telegraph and Telephone Corporation, Japan’s largest telecommunications carrier, created business communities based on strategic partnerships with various customers, and how then, through customer value creation‐model businesses based on knowledge innovation within these communities, it created a new virtual education business.

The article will propose strategic community management as a new management style and innovation technique for large, established companies, that is implemented through the creation of a variety of strategic business communities. The article will take up, as a new model case of the use of strategic community management in business, the expansion of Japan’s multimedia communication market achieved by Nippon Telegraph and Telephone, Inc. (hereafter, NTT), Japan’s largest telecommunications carrier, over roughly the past four years. The article will explain how NTT cultivated this new multimedia market, which was spawned from its creation of business communities (both internal and external, and including communities with customers) using strategic outsourcing and various strategic partnerships with businesses in other industries.

The purpose of this paper is to examine the role faculty learning communities (FLCs), a common ADVANCE intervention, play in retention and advancement; and the ways in which FLC spaces foster professional interactions that are transformative and support the careers of women, underrepresented minority (URM) and non-tenure-track (NTT) faculty in research universities.

The authors employed a mixed methods case study approach set at a large, research-intensive institution, which had received an NSF ADVANCE grant to focus on issues of gender equity in the retention and advancement of STEM faculty. Land Grant University implemented retention and advancement efforts campus-wide rather than only in STEM areas, including five FLCs for women, URM faculty and NTT faculty. The primary sources of data were retention and promotion data of all faculty at the institution (including the FLC participants) and participant observations of the five FLCs for five years.

The analysis of retention and advancement data showed that participation in FLCs positively impacted retention and promotion of participants. The analysis of participant observations allowed the authors to gain insights into what was happening in FLCs that differed from faculty’s experiences in home departments. The authors found that FLCs created third spaces that allowed individuals to face and transgress the most damaging aspects of organizational culture and dwell, at least for some time, in a space of different possibilities.

The authors suggest additional studies be conducted on FLCs and their success in improving retention and advancement among women, URM and NTT faculty. While the authors believe there is a clear professional growth and satisfaction benefit to FLCs regardless of their effect on retention and advancement, NSF and NIH programs focused on increasing the diversity of faculty need to know they are getting the return they seek on their investment and this line of research can provide such evidence as well as enhance the rigor of such programs by improving program elements.

FLCs offer higher education institutions a unique opportunity to critically reflect and understand organizational conditions that are not inclusive for groups of faculty. Professional interactions among colleagues are a critical place where academic and cultural capital is built and exchanged. The authors know from the authors’ own research here, and from much previous social science research that women, URM and NTT faculty often experience exclusionary and isolating professional interactions. FLCs should be created and maintained alongside other more structural and cultural interventions to improve equity for all faculty.

The study’s contribution to the literature is unique, as only a few studies have tracked the subsequent success of participants in mentoring or networking programs. Furthermore, the study reveals benefits of FLCs across different career stages, identity groups and position types (women, URM and NTT) and suggests the investment that many NSF-funded ADVANCE programs have made in funding FLCs has the potential to produce a positive return (e.g. more women and URM faculty retained).

In the last few years, Japan has seen rapid growth in the multipoint connection service market involved in videoconferencing systems represented by multimedia. The trend depicts the background scenario of the birth and major growth of the multipoint video communications market initiated by NTT, Japan’s largest telecommunications carrier, in alliance with joint venture business (NTT Phoenix Network Communication Inc.) comprising heterogeneous US‐Japan joint businesses. This article introduces the world’s largest multipoint connection venture business followed by a review on how to create an emerging market for new video network services in Japan through partnerships bolstered by a close strategic alliance between the original investing businesses and the venture business plus the strategic assistance of the investing businesses.

This chapter explores theory and local context of socially constructed pandemic fears during COVID-19; how material and non-material fear objects are construed, interpreted and understood by communities, and how fears disrupt social norms and influence pandemic behavioural responses. We aimed to understand the lived experiences of pandemic-induced fears in socioculturally diverse communities in eastern Indonesia in the context of onto-epistemological disjunctures between biomedically derived public health interventions, local world views and causal-remedial explanations for the crisis. Ethnographic research conducted among several communities in East Nusa Tenggara province in Indonesia provided the data and analyses presented in this chapter, delineating the extent to which fear played a decisive role in both internal, felt experience and social relations. Results illustrate how fear emotions are constructed and acted upon during times of crisis, arising from misinformation, rumour, socioreligious influence, long-standing tradition and community understandings of modernity, power and biomedicine. The chapter outlines several sociological theories on fear and emotion and interrogates a post-pandemic future.

Investigating the influence of intensive distribution and sales promotion towards customer-based brand equity, repurchase intention and word-of-mouth (WOM) (study on Suzuki car owners in PT Surya Batara Mahkota Wilayah Nusa Tenggara Timur).

The research was conducted in East Nusa Tenggara (NTT) and the analysis unit was customers of PT. Surya Batara Mahkota NTT (PT SBM NTT) as the owner of the Suzuki car. The population is 1,782 Suzuki car owners who bought their cars from PT SBM NTT, based on data from 2015. The sampling technique is the multi-stage area sampling.

Incentives distribution had significant and positive influence towards brand equity and repurchase intention. Sales promotion had significant and positive influence towards word-of-mouth (WOM), but it did not have influence towards brand equity. Brand equity had significant influence towards repurchase intention and WOM. On the other hand, repurchase intention did not have influence towards WOM.

The originality of this study was that the researchers did not find a previous study that discussed the relationship between intensive distribution and repurchase intention, between sales promotion and WOM and between customer-based brand equity and WOM. Previous studies used different variables as determinants of positive WOM.

This chapter examines staffing trends for Beta Alpha Psi (BAP) advisors over the past 20 years to document the degree of tenure- versus nontenure-track faculty involvement. We surveyed faculty advisors to determine how they are compensated for their BAP service. Our findings show a significant increase in the percentage of nontenure-track faculty filling the role of BAP advisor. Additionally, few advisors appear to receive pecuniary benefits for their service, and nearly one-third receive no reimbursement from their institutions for BAP-related expenses that they incur. We discuss the implications of these findings and their potential for limiting BAP's ability to execute future strategic initiatives.