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In the context of debates on the role of social partners in shaping anti-crisis policies, the article explores the developments of social dialogue in Poland following the outbreak of the pandemic. The central research question is whether the crisis has helped to revitalise social dialogue or has it further revealed its weaknesses that were apparent before it.

The paper is based on the combination of literature review and the analysis of primary data derived from 22 expert interviews with the representatives of trade unions, employers and ministries collected in 2020–2021 in four essential industries (education, health care, social care and logistics).

The analysis suggests that the pandemic led to reinforcement of “illusory corporatism” in Poland, deepened mistrust among social partners and triggered a shift to informal channels of influencing policymaking. The weakness of the social partners and the strong position of the right-wing populist government meant that fears of recession and a health crisis were insufficient to develop “crisis” corporatism. While business interests were represented better than labour in policymaking, limited labour-friendly outcomes have been achieved as a result of workers’ mobilisation and unilateral decisions of the government rather than tripartite social dialogue.

Based on original empirical research, the article contributes to the discussion on the impact of the crisis on social dialogue under patchwork capitalism. It points to the role of strong governments and informality in circumventing tripartite structures and the importance of essential workers’ mobilisation in response to the lack of social dialogue.

In multi-sited ethnography, “following” (of, e.g. persons, objects and events) is used as a device to structure fieldwork. The purpose of this paper is to problematize and substantiate the notion of following, illustrating that, when adopting a “following” strategy, the endless number of potential trails one could follow may lead a fieldworker to be both everywhere and nowhere at once.

This paper is based on the experiences and insights derived from a multi-sited ethnography of the strategic collaborations that emerged after the Dutch healthcare reform of 2015. Fieldwork was conducted between 2015 and 2017, and consisted of participant observations, shadowing and interviews.

An approach well suited to studying the contemporary problems that cut across organizational boundaries, multi-sited ethnography is both valuable and more challenging due to: (1) the continuous need to negotiate access, which stimulates the researcher to reflect on his or her positionality in the field; (2) the inevitable pressure it puts on a researcher to “unfollow” their field(s) and to regain critical distance and (3) its perplexing ability to highlight the lack of a whole, unveiling instead a plethora of perspectives across sites which may or may not align.

This paper ends with three key considerations for future multi-sited research endeavours.

Although the metaphor of following can help to structure fieldwork, the practice of following in multi-sited ethnography is not as straightforward as it appears: there are countless potential “paths” to follow, and researchers themselves must decide which trails to choose and when to step back and “unfollow” their field(s).

Customer experience has become a vital premise in service theory and practice. Despite researchers' and managers' growing interest, the customer experience remains a complex and multidimensional concept that is challenging for service providers to understand. This study aims to graph the experience in its multidimensionality by categorizing and proposing matching practices for service marketing managers to channel and foster customer experiences in customer journeys.

To support the predominantly conceptual nature of the study, an abductive approach underpinned by the authors' vast experience in academia and practice, real-life autohermeneutic phenomenological experience tales and theory on customer experience and its management by providers is deployed to craft a model that addresses and highlights the multidimensionality of experience.

This study introduces the “GraphEx” (Graph Experience) hip-pocket model, which expresses customer experience in a simple yet multidimensional fashion and offers managerial practices to foster the customer's experience. The model contains three dimensions (valence, type of experience and visceral intensity) and five managerial practices (urgent patchwork, restoring, activating and stimulating desire, bolstering and safeguarding appreciation).

This study contributes to the service literature by creating granularity in the multidimensionality of customer experience. This study advances customer experience management in practice by providing service managers with novel possibilities for understanding and managing customer experiences intelligently. This can help service providers streamline and innovate customer experience strategies during customer journeys and foster customer loyalty.

The chapter discusses the objectives and assumptions of the Time4Help project in Poland, where solutions were developed for the target group of women aged 45–65. The authors described parts of the model solution and the process of testing it which, due to the COVID-19 pandemic, was performed remotely. The conclusions from the testing stage were used to prepare the final version of the Time4Help model.