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This chapter provides a rich and thick description of a collaborative, place-based, interorganizational process in the domain of social, ecological, and economic sustainability. Governmental agencies, businesses, philanthropic organizations, NGOs, consulting firms, and private citizens tried to move from an underorganized and tacit set of ineffective relationships toward a structural collaboration in service of a “place” known as the Cuyahoga River Valley. While the process built momentum and expectations among its participants and other stakeholders, an important outcome of the collaboration did not materialize as planned. The leading actors struggled with scaling a “negotiated order” and leveraging the high levels of commitment among the participants. Despite the setback, many of the aims of the collaboration continue to be achieved, albeit at a slower pace and without a high regional priority. The chapter explores whether the trans-organization development (Cummings, 1984) perspective is a useful model for intentionally intervening in a multi-stakeholder collaboration and the roles that negotiated order (Nathan & Mitroff, 1991) and referent organizations (Trist, 1983) play.

This chapter explores the potential roles and contributions of “marginal stakeholders” in sustainability collaborations. A group of smaller and less powerful NGOs engaged in a three-year collaboration to build capacity and drive action to address the severe water situation in Beijing, China. That the NGOs were the primary driver of the collaboration provides a unique opportunity to explore and understand whether and how the less powerful constituents of a network can organize to influence such broad, complex, and challenging issues.

The case study is the result of a participant action research effort. The author served as researcher, observer, participant, and consultant during different phases of the collaboration.

Individual members and the network as a whole demonstrated increased capacity and capability, but mostly failed to drive action. By themselves, small and marginal stakeholders have limited capacity or capability to effect large-scale sustainability efforts. With coaching, development, and a shared agenda, they may emerge as a force for change, but there are significant hurdles to overcome.

The successes and failures of a steering committee formed early in the collaboration provide concrete guidelines for anyone who wants to help marginal stakeholders play change agent roles in complex networks.

Very little is known about the role of “marginal” or “fringe” stakeholders in network collaborations. This case demonstrates the potential contribution of these stakeholders but also identifies the hazards associated with their participation.

To provide an overview of research published in the management accounting literature on methods for cost management in new product development, such as a target costing, life cycle costing, component commonality, and modular design.

The structured literature search covered papers about 15 different cost management methods published in 40 journals in the period 1990–2013.

The search yielded a sample of 113 different papers. Many contained information about more than one method, and this yielded 149 references to specific methods. The number of references varied strongly per cost management method and per journal. Target costing has received by far the most attention in the publications in our sample; modular design, component commonality, and life cycle costing were ranked second and joint third. Most references were published in Management Science; Management Accounting Research; and Accounting, Organizations and Society. The results were strongly influenced by Management Science and Decision Science, because cost management methods with an engineering background were published above average in these two journals (design for manufacturing, component commonality, modular design, and product platforms) while other topics were published below average in these two journals.

The scope of this review is accounting research. Future work could review the research on cost management methods in new product development published outside accounting.

The paper centers on methods for cost management, which complements reviews that focused on theoretical constructs of management accounting information and its use.

This study examines how budgetary support (BS), teamwork, and organizational commitment to employees (OCE) affect firm performance across two countries, Malaysia and the United States. By surveying senior managers of 165 small and medium enterprises, this study finds that teamwork and BS each has a direct effect on OCE and firm performance. Further, results indicate that OCE mediates the relationship between BS, teamwork, and firm performance. In Malaysia, but not in the United States, we find that teamwork affects performance directly. In the United States, but not in Malaysia, we find that BS affects performance, and there is an interaction effect between BS and management influence. We attribute the effects to the different national cultures and social-exchange relations and highlight the contributions to the budgeting research, organizational commitment literature, and to practice.

A creative identity, the incorporation of creativity into self-definition, is associated with creative outcomes. Given the importance of creativity to organizational success, understanding creative identity and in particular creative identity work (the formation and maintenance of creative identity) can be useful in understanding creatives within organizations. To be considered creative, individuals need to not only produce unique artefacts, but these artefacts need to be assessed by legitimate judges as being creative. Judges may be within an organization (e.g., senior researchers within a laboratory) or may be external to an organization (e.g., award judges in international advertising competitions). Underpinning creative identity work is the creative assessment, however this assessment is ambiguous and contextual. In other words, what is considered creative in one context or by one judge may not be considered creative in another context or by different judges. The ambiguity of the creative assessment makes creative identity work a precarious undertaking. Based on two case studies – a R&D laboratory and an advertising agency – this research explores the strategies which creative individuals employ in their creative identity work in response to the ambiguity of the creative assessment. This research contributes to the growing area of creative identity research by unpacking three specific strategies used as part of identity work of creatives: defending, emotional distancing and differentiating. These strategies assist the creatives in maintaining a coherent sense of who they are within the organizational context despite the unpredictability of the creative assessment.

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.