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The purpose of this paper is to shed light on co-creative approaches for place innovation in an Arctic town, based on the relocation of Kiruna’s city center in northern Sweden. Three cases of co-creative innovation processes in Kiruna are investigated and compared: an R&D project about local perceptions and visions of attractive urban environments; an R&D project about norm-creative design principles for inclusive and attractive urban design; and an R&D project about cross-industrial synergies for city center attractiveness.

The study’s research design encompasses a comparative and participatory approach. The comparative approach implies investigation and comparison of three cases of co-creative innovation processes in Kiruna. The participatory approach implies joint development of new knowledge by researchers and local actors. The data consists of participatory observations of workshops and qualitative interviews with local actors.

The study reveals that the studied processes have harnessed the city center relocation as an opportunity to make Kiruna more attractive to residents and visitors, by using the co-creative approaches of Living Lab, Now-Wow-How and Norm-creative design. These approaches have enabled experts and local actors to jointly identify excluding patterns and norms in the relocation process and to envision inclusive and attractive (re-)configurations and (re-)conceptualizations of the future Kiruna.

The results add to the academic strand of inclusive urban transformation, by providing insights into co-creative approaches for re-imagining an Arctic town in times of industrial and social change. New insights are provided regarding how the geographical, industrial and cultural identity of an Arctic town can be harnessed to envision new configuration, content and communication that is attractive and accessible for a diversity of residents and visitors.

The results highlight the potential to harness Arctic and rural characteristics in the promotion of urban attractiveness and public well-being, especially when combined with co-creative identification and transformation of excluding norms and patterns.

The results provide new insights into how co-creative approaches may facilitate innovative and inclusive renewal of towns and cities in the Arctic and beyond.

The purpose is to firstly, provide an example of how voices of people with various disabilities (motor, visual, hearing, and neuropsychiatric impairments) can be listened to and involved in the initial phases of a co-design process (Discover, Define). Secondly, to present the outcome of the joint explorations as design opportunities pointing out directions for future development of crisis communication technologies supporting people with disabilities in building crisis preparedness. The study was conducted during the Covid-19 pandemic.

The study assumes a design research approach including a literature review, focus group interviews, a national online survey and collaborative (co-)design workshops involving crisis communicators and representatives of disability organisations in Sweden. The research- and design process was organised in line with the Double Diamond design process model consisting of the four phases: Discover, Define, Develop and Deliver, whereof the two first phases are addressed in this paper.

The analysis of the survey data resulted in a series of challenges, which were presented to and evaluated by crisis communicators and representatives from the disability organisations at the workshops. Seven crisis communication challenges were identified, for example, the lack of understanding and knowledge of needs, conditions and what it means to build crisis preparedness for people with disabilities, the lack of and/or inability to develop digital competencies and the lack of social crisis preparedness. The challenges were translated into design opportunities to be used in the next step of the co-design process (Develop, Deliver).

This research paper offers both a conceptual approach and empirical perspectives of design opportunities in crisis communication. To translate identified challenges into design opportunities starting with a “How Might We”, creates conditions for both researchers, designers and people with disabilities to jointly turn something complex, such as a crisis communication challenge, into something concrete to act upon. That is, their joint explorations do not stop by “knowing”, but also enable them to in the next step take action by developing potential solutions for crisis communication technologies for facing these challenges.

In the drive for total quality, the interdependence of staff motivation, performance measurement, and rewards will be stressed. Turning the wheel of quality improvement – continuously – involves designing a good fit for these elements within the change processes and, more, reassessing the historic role of managers in the planning, organising and controlling processes.

On the basis of the full‐range theory of leadership of Bass and Avolio, several hypotheses designed to examine the relationships of transformational leadership style with group outcomes in army training teams, in differing contexts were tested. These outcomes consisted of cohesion, learning culture and members' self‐efficacy. It is the purpose of this paper to determine whether the effects of leadership style of trainers is universal across teams from various contextual backgrounds.

The population comprised 890 cadets in the basic, operations and support, and infantry tracks in an officers' training school of the Israeli Defense Forces. They were organized into 66 teams. Data were collected in two stages, by means of Form 5X of the multi factorial leadership questionnaire (Bass and Avolio). The moderation of track context on the relationships between leadership style and group outcomes was analyzed, by means of moderated regressions.

Findings do not support the universality of relationships predicted according to the theory. Only in the case of the basic track was transformational leadership style related to the group outcome of learning culture. In this track as well, transformational leadership was slightly related to group cohesion. The study points to the importance of the moderation of context in the relationships of leadership styles and group outcomes, and raises questions regarding the universality of leadership style relationships in groups according to the full‐range theory. The possible importance of group background as a moderator is discussed.

The study emphasizes recent research indications as to the importance of contextual considerations in the study of relationships of transformational leadership to group aspects.

This article aims to help ensure high-quality subject access to Swedish lesbian, gay, bisexual, transgender, queer and intersexual (LGBTQI) fiction, and aims to identify challenges that librarians consider important to address, on behalf of themselves and end users.

A web-based questionnaire comprising 35 closed and open questions, 22 of which were required, was sent via online channels in January 2022. By the survey closing date, 20 March 2022, 82 responses had been received. The study was intended to complement an earlier study targeting end users.

Both this study of librarians and the previous study of end users have painted a dismal image of online search services when it comes to searching for LGBTQI fiction. The need to consult different channels (e.g. social media, library catalogues and friends), the inability to search more specifically than for the broad LGBTQI category and suboptimal search interfaces were among the commonly reported issues. The results of these studies are used to inform the development of a dedicated Swedish LGBTQI fiction database with an online search interface.

The subject searching of fiction via online services is usually limited to genre with facets for time and place, while users are often seeking characteristics such as pacing, characterization, storyline, frame/setting, tone and language/style. LGBTQI fiction is even more challenging to search because indexing practices are not really being standardized or disseminated worldwide. This study helps address this important gap, in both research and practical applications.

This study aims to examine why and when employees engage in creative deviance to develop creativity in China. Drawing on strain theory, the authors examined creative deviance engagement as a mediator and transformational leadership as a moderator of the distinct relationships between emotional and rational status-striving orientations and radical and incremental creativity.

Multisource survey data were collected from 126 team leaders and 446 employees in Chinese firms. Multilevel path analysis was used to test the hypotheses.

The results show that emotional status-striving orientation relates to creative deviance engagement, which, in turn, has a stronger relationship with radical creativity than with incremental creativity. Furthermore, creative deviance engagement mediates the indirect relationships between emotional status-striving orientation and radical and incremental creativity. Moreover, transformational leadership moderates the above indirect relationships.

This study is among the first attempts to empirically test the distinct relationships between creative deviance engagement and radical and incremental creativity and further examine how creative deviance engagement mediates the indirect relationships between status-striving orientations and radical and incremental creativity. In addition, the boundary condition of the indirect relationships is investigated. The findings provide valuable insights for the extant literature on status and employee creativity.

Outlines, briefly, the history of the ANZ Bank in Australia and the changing nature of banking. Describes the “people oriented” issues which carried the change process forward when, with the support and encouragement of top management, the Bank began its “Customer Care” programme with an intentional focus on “trouble‐shooting”, customer service improvement and influencing changes in management‐staff relations. Asserts that if people become knowledgeable and work within the system, they can contribute to quality improvement by acting on this knowledge and participating in the changes that affect their work life.

Leadership education must evolve to keep pace with the growing recognition that effective leadership happens in a complex environment and is as much a systemic variable as a personal one. As part of a program review process, a graduate leadership program at a private Midwestern university conducted a qualitative review of 18 online graduate programs in leadership education. In the absence of a discipline or accrediting body to govern leadership degree programs, we utilized the integrating framework of complexity leadership theory (CLT), as well as two professional societies, to understand how the curricula and competencies of online graduate education align and diverge to meet the changing assumptions and challenges of leadership.

Examines the interaction between Western leader ship and authority practices and those of a non Western culture (Nigeria) in their managerial and or ganisational context. Data concerning the experience of an organisational change in a non‐Western cultural context fail to confirm some of the ideas advanced in the convergence and divergence theses. An alternative framework for conceptualising the process of interaction and outcome of organisational development in situations of cross‐cultural transfer and application of management practices is proposed.

This article examines the interaction between Western leadership and authority practices and those of a non‐Western culture in their managerial and organizational contexts. Specifically, it examines the mechanism for organizational commitment through the use of a non‐Western authority relationship in a Western organization situated in a non‐Western culture. Data concerning the experience of an organizational change in a non‐Western cultural context fail to confirm some of the ideas advanced in the divergence and convergence thesis. An alternative framework for conceptualizing the process of interaction and outcome of organizational development in situations of cross‐cultural transfer and application of management practices is proposed.