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Servant leadership is primarily focused on the empowerment and moral development of followers (Burton et al., 2017). Within sports research, little is known about how servant leadership interacts with organizational culture in teams. Thus, the purpose of this study is to assess the servant leadership of one head baseball coach and examine the degree to which servant leadership affects the program's culture.

Data were collected for this case study of an NCAA Division III head baseball coach throughout one academic year. Sources included 12 interviews (ranging from four minutes to 92 min), observation of practices and games, textual analysis of documents and websites, as well as the coach's reflection journal. Data were analyzed using a six-phase process of thematic analysis (Braun and Clarke, 2006).

The participant exhibited the following servant leadership behaviors: empowering, helping subordinates grow and succeed, behaving ethically, and conceptual skills (Liden et al., 2015, 2008). In addition, the program maintained a culture featuring a few distinct artifacts, very clear espoused values, and three deeply held basic assumptions. The findings suggest that the head coach used servant leadership not to create or change culture but instead to amplify the existing culture of the baseball program.

There is strong evidence of a link between servant leadership and team culture, which is context-bound. At the Division III level, servant leadership behaviors can be used to embody a program's culture. Furthermore, through this embodiment, servant leaders can perpetuate an effective, functioning team culture, particularly within intercollegiate athletics.

This case investigation used firsthand statements, reports, testimony and regulatory records. While widely publicized in the popular press, this case is based on primary documents. On their website, many documents were obtained from Wells Fargo’s Corporate newsroom, such as the internal audit report shared with shareholders and press releases. Most other sources were from US regulatory websites (.gov) or congressional testimony. In a few places, quotes and comments came from reliable journalistic sites that cite their sources and follow a journalist’s code of ethics and conduct, ensuring that the reported remarks and data were verified.

Since 2016, Wells Fargo Bank has faced multiple customer mistreatment investigations and resultant fines. Public outcry and distrust resulted from Wells Fargo employees creating hidden accounts and enrolling people in bank services without their knowledge to meet desired levels of sustained shareholder growth. Over the past five years, Wells Fargo has been fined and returned to customers and stockholders over $3bn. Wells Fargo executives spent the first year of the scandal citing improper behavior by employees. Leadership did not take responsibility for setting the organizational goals, which led to employee misbehavior. Even after admitting some culpability in creating the extreme sales culture, executives and the Board of Directors tried to distance themselves from blame for the unethical behavior. They cited the organizations’ decentralized structure as a reason the board was not quicker in seeing and correcting the negative behaviors of these ‘bad apple’ employees. Wells Fargo faced multiple concurrent scandals, such as upselling services to retirees, inappropriately repossessing service members’ vehicles, adding insurance and extra fees to mortgages and other accounts and engaging in securities fraud. As time has passed, the early versions of a handful of “bad apples” seem to be only a part of the overall “poison tree.”The dilemma, in this case, is who is responsible for the misbehavior and the inappropriate sales of products and services (often without the customer’s knowledge)? Is strategic growth year-over-year with no allowances for environmental and economic factors a realistic and reasonable goal for corporations? This case is appropriate for undergraduates and graduate students in finance, human resources, management, accounting and investments.

An active case-based learning pedagogical approach is suggested. The materials include a short podcast, video and other materials to allow the faculty to assign pre-class work or to use in the classroom before a case discussion.

The purpose of this study is to provide insights into value creation within a newspaper consumption community, adding to current information research by demonstrating how an atypical consumption community can co-create value in ways different from those identified in extant research. The upheaval of the newspaper industry’s business model and value chain in the face of digitalisation has led to significant decreases in newspaper revenue. To stay successful in the modern digital climate, it is essential for newspapers to utilise the interactive features of Web 2.0 to find new value sources. To do so, it is necessary to focus not just on tangible financial value but also symbolic value. The study supports the notion that consumers collectively co-create value through consumption community practices.

Through the conduction of a netnographic exploration of active consumers on the Guardian website and interviews with passive consumers, the study’s aims of understanding co-creation in digitally facilitated newspaper consumption environment were achieved.

The findings have opened up new ways in which newspapers can harness value through consumption communities as well as suggesting the future scope of research. This study indicates that newspapers foster an atypical environment for the creation of a cohesive consumption community – something that has failed to be appreciated in extant information research – because their diverse content influences the formation of multiple community pools with members who do not always share the same beliefs. In addition, the study reveals that the Guardian’s online consumption community co-creates value without strict adherence to the prescribed contingencies set out in current literature. The findings uncover new patterns in community behaviour proving value to be created not just through their co-consumption but also through individual consumption.

This study contributes to discussions on how communities co-create value and how this differs with different article subjects (lifestyle and political and types of participants, both active and passive).

The aim of this paper is explore consequences of ambivalence and ambiguity on self‐concept, decision‐making, and quality of interrelationships between management and employees in one for‐profit organisation.

Data were re‐read to reveal that organisational members were constantly engaged in the process of changing their perceptions of “who” and “what” were “good” and “bad” in reaction to environmental change impacts.

The paper finds that philosophically, “splitting” is an age‐old form of decision‐making; psychodynamically, “splitting” is not necessarily a signal to a pathology but instead is merely an initiator of ambiguity and ambivalence that leverages change; from a change management perspective, “splitting” can reinforce polarisation that can impede the desire to engage in continual change; and predictions and perceptions of change consequences underscore both the quality and quantity of “splitting” in regard to polarisation. “Splitting” is an integral defense and offense change mechanism that occurs in all decision‐making, so practical implications are that its affects on self and other concepts need to be understood. To establish equalising and non‐polarised interrelationships between “employer” and “worker” and to negate the line between management and employee, exercises in recognition of mutual causation such as servant leadership practises can be introduced.

Unparalleled synthesis of seemingly divergent theoretical and practical studies, this paper is a valuable ontological and epistemological tool for ongoing investigation into complexity theory, including self and other organisation.

Conversations surrounding gender are sweeping the globe as the voices and lived experiences of people are being heard and shared at unprecedented rates. Discourses about gender in advertising are embedded in cultural narratives and legitimatized by a broad system of institutional structures and actors, at both macro and micro/consumer levels. This study aims to explore how consumers (one type of institutional actor) engage in legitimizing/delegitimizing messages of gender in the marketplace.

This research draws on a qualitative approach, specifically the use of in-depth interviews with men across three global contexts.

This research identifies the ways in which men engage in (de)legitimizing messages of masculinity in advertising such as reiteration, reframing, ascribing to alternate logics and prioritizing personal norms.

Across three contexts, this research theorizes the (de)legitimization of gender ideals in advertising and situates consumer narratives within broader institutional forces, providing a holistic understanding of the phenomenon.

Understanding the ways in which individuals either accept or reject gendered ideals in media aids advertising and marketing professionals in tailoring messages that resonate with audiences.

Understanding how individuals negotiate their gender and the messages they deem as legitimate are crucial to understanding gender issues related to consumer welfare and public policy.

While research has examined advertising practitioners’ views regarding gender from an institutional perspective, research on how consumers construct and maintain the legitimacy of gendered messages in the marketplace is scarce. This research theorizes and illustrates the (de)legitimization of gender ideals across three contexts.

With customer needs changing so rapidly, can high‐tech companies develop strategies to succeed in their markets?

The paper proposes a model that will enable us to go deeper into the study of organizations, bringing forth a framework that will allow us to make many propositions explicit and thus provide a contrast to the alignment theory. We test the model in the Spanish hotel industry. We have been able to identify the internal processes and behavior that fit into each strategic pattern, which go deeper into the process of putting each strategy into practice (first objective: first set of hypotheses). Furthermore, the analysis of the internal processes and behavior that bring about the different degrees of effectiveness in each strategic type makes it possible to build or maintain the complementary nature of business strategy and internal process, and guarantee its success (second objective: second and third sets of hypotheses).

Covid-19 pandemic has affected all sectors in the economy. Among them, education sector is one of the most influenced fields. This chapter presents a case of a faculty in a state university in Sri Lanka which underwent a transformation toward online teaching, learning, and assessment mode with the Covid-19 pandemic. The unexpected conversion to online mode impacted many parties, and among them, the lecturers and students were mostly affected within universities. The author explored the perception of students and lecturers on this unexpected compulsory transformation and identified how they perceive this new normal in teaching, learning, and assessment. In addition, the benefits and challenges faced, and the pre and post views on online experience were also studied. An online survey with students and a series of interviews with lecturers were exercised for data collection. The views that students have on online learning were different among the various study program levels, and the benefits and challenges faced by the different student groups also varied. Further, the lecturers had different perceptions on teaching the different level programs and subjects. These aspects are discussed in detail throughout the chapter, and at the end, suggestions for making the online mode more effective are presented.

This paper describes the personal history and intellectual development of Morris B. Holbrook (MBH), a participant in the field of marketing academics in general and consumer research in particular.

The paper pursues an approach characterized by historical autoethnographic subjective personal introspection or HASPI.

The paper reports the personal history of MBH and – via HASPI – interprets various aspects of key participants and major themes that emerged over the course of his career.

The main implication is that every scholar in the field of marketing pursues a different light, follows a unique path, plays by idiosyncratic rules, and deserves individual attention, consideration, and respect … like a cat that carries its own leash.

In the case of MBH, like (say) a jazz musician, whatever value he might have depends on his originality.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.