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Consecration is the process by which producers in creative fields become canonized as “greats.” However, is this the end of the story? Research on consecration focuses on the drivers of consecration but pays little attention to the post-consecration period. Furthermore, the research ignores the dynamics of consecration. To address these gaps, we examine the changing fortunes of a consecrated artist – the musician Phil Collins. We identify the ways in which three actors (fans, critics, and peers) assemble for consecration, disassemble for deconsecration, and reassemble for reconsecration. Examining the changing public image and commercial fortunes of Collins as a solo artist between 1980 and 2020, we identify an N-shaped process of rise-fall-rise that we call the Phil Collins Effect. This effect offers a new way of thinking about how cultural producers gain, lose and regain status in their fields.

The data used to present this case was collected from secondary data sources. These sources included media reports associated with Michael Jordan and his trajectory since entering the sport, as well as specific information published about his time at the Chicago Bulls. Another key source of information is the ESPN documentary conducted specifically on Jordan’s relationship with his National Basketball Association (NBA) team.

The case follows the story of Michael Jordan, who took his team, the Chicago Bulls, to fame in a rather controversial manner. To do so, Michael Jordan had to alter his leadership style over the years to be respected as a leader and motivate his team to win one NBA championship after another. On 20th April 2020, ESPN’s “The Last Dance”, a 10-part documentary about Michael Jordan and his time playing for the Chicago Bulls was released to much acclaim. The documentary became highly noted as Jordan himself, both directed and starred in the documentary. Jordan’s great achievements stood out, but so did the conflicts that the basketball star had with The Bulls’ management team and mainly, his teammates. Relationships between teammates were far from harmonious, which led to questions around whether Michael Jordan was as good a leader, as he was a star player. Cultural change within the organisation was primarily linked to the often-contested leadership of Jordan.

The case can be used at UG, MSc and MBA levels. It works for in-person teaching and for online teaching. It is most suitable in leadership, strategy and strategy in practice courses. However, it is critical to note that the case can shed light on the dynamics that leaders and teammates have within their teams. Therefore, this case may be valuable to students studying courses where they themselves must work in groups and oftentimes encounter challenges in managing their team. These challenges can arise at all levels of experience. As such, the case provides particularly useful reflection for decision makers who may be beginning to develop their leadership skill (UG), those who have already experienced working in teams (MSc) or leading teams themselves (MBA, Executive MBA). The case addresses the challenges associated with achieving high team motivation and performance. It also sheds light on the challenges associated with leading a cultural change within a team and the approaches of different actors involved. It may be best to introduce the case in the context of a (1.5–2 h) workshop once students understand the basic frameworks and tools used to analyse leadership styles and their characteristics.

The journey of novelty – from the moment it arises to the time it takes hold – is as fascinating as it is problematic. A new entity, to be recognized as such, needs to be differentiated from what existed before. However, novelty poses cognitive challenges that hamper its appreciation since it is difficult to form expectations about and make sense of something genuinely new. And since novel ideas, products, technologies, or organizational forms often violate existing practices and social structures, they are usually met with skepticism and resistance. In this introductory piece, we take stock of research into the challenges of generating, recognizing, and legitimating novelty. We review each paper in this volume and highlight the new perspectives and insights they offer about how individuals, teams, and organizations search for novelty, see novelty, and sustain novelty. Finally, we outline several research themes that, we believe, are worthy of further scholarly attention.

By introducing readers to the educational turn in contemporary art, this chapter shows how contemporary artworks and exhibitions can offer educational experiences in themselves. Furthermore, that such artworks constitute a radically expanded or situated form of art teaching. The author argues that educational turn art issues an important challenge to conventional methods of education which are still rooted in the classroom. The first section of this chapter surveys the art of the educational turn, demonstrating its pedagogic effects and innovations. The second section of this chapter draws on some of the lessons of these artworks, alongside some of the ideas from critical pedagogy (Dewey, 1916; Freire, 1996 [1970]; Rancière, 1991, 1999, 2004, 2009, 2010) which complement them. In conclusion, the author attempts to synthesize both into the outlines of a pedagogy of the pedagogical turn, based on principles of humanism, institutional critique, and democracy.

The purpose of this paper is to analyze how accounts of costs and accounts of needs are shaped, connected and made durable in the day-to-day practices of welfare professionals.

Throughout a year, the author traced the work of connecting costs and needs across and beyond the organizational boundaries of the accounting and child protection departments in a Danish local government. Over the course of the study, accountants realized that the budget was overspent and this, accordingly, gave insights into what was done to make accounts more durable.

This paper shows that multiple accountabilities are made possible through the ongoing and practical work of shaping, connecting and making accounts durable. This fragile process fails when connections between separate aspects of organizational work are not made visible.

This paper attempts to convey the potentials of a symmetrical approach for organizational ethnography. In this way, it does not, for instance, address prevailing budget limits or regimes of cost control.

Insights into how accounts are shaped into meeting multiple and diverging demands for accountability are rare in both the fields of management accounting as a practice and research on social work practice.

Describes how, in order to disprove the misconception that although TQM is a good idea it would not work in their company/sector, the University of Northumbria has set up a Best Practices Club that enables companies to exchange ideas, successes and failures on the subject, for the benefit of others. Asserts that the biggest benefit of the club is that it helps companies to realise that their problems are not unique ‐ other people have experienced them and found solutions. Concludes that no one company has a monopoly on the best ideas and that the club has shown that best practice is applicable to all industries.

Across all sectors, we are witnessing a tremendous resurgence in American business. Bold new thinking, a willingness to embrace change, and a renewed emphasis on quality and customer service are the common factors underlying this resurgence. We at Sears have taken the first few steps on what we know will prove to be a very long journey

Define the unique aspects of the roles that the leaders have played in the most successful organizations.

In‐depth interviews with CEOs and their top officers in companies whose stocks had greatly and repeatedly outperformed competitors and other companies in North America during the prior three years while that CEO held the job over the period from 1989‐2001.

CEOs directed their companies to repeatedly improve their business models on a three‐four year frequency and set a good example of encouraging new business models.

Future research should continue this methodology to update what best practices are and expand the universe to include more companies that are based outside of North America.

CEOs need to shift their focus from increasing the effectiveness and efficiency of their existing business models to supplementing and replacing those models on a frequent basis.

Identifies a major new source of strategic leadership value added in the CEO’s attention to creating processes and encouraging efforts for business model innovation. This information will be helpful to those who are CEOs, aspire to be CEOs, and recruit CEOs and the company directors who select and evaluate CEOs.