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To become a great agent of change, you need to diagnose impediments and create remedies. However, to implement change successfully, you must take an inside-out and outside-in approach and focus on and align individual behavior, the functions of teams, and the organization as a whole.

The paper draws from 10 years of research and work with individuals, teams, and organizations.

Accelerating change in an organization requires leaders to define and align those activities that set the organization apart and give it a competitive advantage at the individual, team, and organizational levels.

As change leaders or L&D/OD professionals, this paper helps you recognize the need to develop your capabilities in five key roles: focus, align, engage, lead, and sustain.

The Internet is a site of particularly potent discourses demonizing undocumented immigrants (Bloch, 2014; Flores-Yeffal, Vidales, & Plemons, 2011; Sohoni, 2006). Anti-immigrant discourses have long constructed Latina immigrant mothers as bearing “anchor babies” and burdens to the state. Representing a distinct case of non-citizen reproduction, online news sources began reporting on Chinese maternity tourism in 2011. This form of maternity tourism allegedly involves wealthy tourists visiting the United States to give birth to their children on US soil. In this chapter, I analyze online comments in response to Chinese maternity tourism. I ask, how do online commenters make sense of Chinese maternity tourism? I find that online commenters overwhelmingly demonize Chinese maternity tourism by including this practice into broader debates about “anchor babies” and the reforming of birthright citizenship. Some commenters also use race-specific tropes and malleable claims about class to construct the children of Chinese maternity tourists as a paradoxical asset or threat to the country, often comparing them to the children of undocumented Latina mothers. When commenters employ Asian-specific stereotypes, some commenters offer a racialized conditional acceptance of maternity tourism, revealing that while citizenship is policed among the citizenry, it can also be expanded precariously and problematically.

ORIGINS THE Department of Aeronautical Engineer‐ing at The Queen's University was founded primarily to stimulate the flow of local talent into the aircraft industry of Northern Ireland. With the transfer of the whole of the resources of Short Brothers and Harland to Belfast in 1947 and their subsequent development, the aircraft industry had come to represent a considerable fraction of the engineering effort of the Province. It was thus to be expected that the only University in Northern Ireland should concern itself with the special needs of this exacting branch of engineering. The University had long had a School of Engineering forming part of a Faculty of Applied Science and Technology. The engineering disciplines were civil, mechanical and electrical, and the mechanical courses in particular had been adapted to some extent to meet aeronautical needs. But it was only natural that there remained a demand for a separate department, providing a degree course devised specifically for aeronautical engineers. In the event the Department of Aeronautical Engineering was established in 1956, after close consultation with Short Brothers and Harland, who have given it both generous support and willing co‐operation ever since.

The aim of this paper is to seek to reveal the familial roots of modern management thought, largely overlooked by a vast majority of management historians.

Using a hermeneutic approach, the early uses of the word “management” are analyzed, as well as the different literature where it is the most frequently employed.

“Management” does not mean primarily “business management.” Rather, the first meanings of this word refer to the family realm. As such, the development of early management thought is not a matter of technical or scientific innovation, nor is it a matter of institutional size or profit. For a long time, management practices have concerned things more than people. In the twentieth century, the principle of control comes to supersede the principles of care and self‐government.

The paper's findings call for another history of management thought, as against the too narrow histories of modern business management and the too inclusive histories of management as an ancestral and universal practice.

This research sheds light on two forgotten roots of management thought: the principles of care and of self‐government, which management practitioners could bring up‐to‐date. By presenting the family as the first locus of true “management” thought, it is an invitation to draw from domestic ways of governing.

The historical material here analyzed remains largely unknown to management historians. The method, focusing on text analysis rather than on the study of practices, remains rare in the field of management history.

5.31. There are two primary kinds of knowledge. The first includes all that class which is instinctive, intuitive, or accepted as a fact of authority (i.e. one which really arises from an act of faith).

This chapter connects colorblind ideology to organizational processes. Despite advances in our thinking about colorblindness as the current dominant racial ideology, scholars are reluctant to tie this ideology to organizational processes – creating the impression that colorblindness is an individual attribute rather than a structural phenomenon. Because the frames of colorblindness are usually interpreted through interviews – as opposed to organizational practices – focusing on the frames reinforces the sense that ideologies are free-floating prejudices unconnected to social structures. In this theoretical piece, we draw on the organizational literature, to tie Bonilla-Silva’s colorblind frames – abstract liberalism, cultural racism, the minimization of racism, and naturalization – to organizational processes, showing how mundane organizational procedures reinforce structural inequality. We argue that organizational policies and practices rely on normative Whiteness, devaluing the cultural norms of nonwhites, and passing those practices to successive administrations. Ostensibly nonracial procedures such as hiring, promotion, and performance reviews are rife with racialized meanings.

This research aims to introduce an anxious product-shaking effect, whereby consumers regulate the emotion of anxiety (i.e. anxious, nervous and jittery) elicited through product packaging design by shaking a product, which decreases eating intentions and behavior. Shaking product interaction as a result of anxiety-inducing product packaging design is introduced as a strategy to counter emotional eating, as an effective preventive measure of obesity.

Three laboratory studies (Studies 1–3) and one online study (Study 4) are conducted. Study 1 examines the effect of anxiety-inducing product packaging design on product interaction (i.e. shaking vs pouring). Study 2 investigates whether product shaking is a form of emotional regulation to anxiety-inducing product packaging design. Study 3 explores the effect of emotional regulation suppression (i.e. pouring) and facilitation (i.e. shaking) on eating behavior. Study 4 examines the moderating role of phobia severity on the effect of anxiety-inducing product packaging on emotional regulation and the downstream consequences on eating intentions.

Results demonstrate that the presence of anxiety-eliciting product packaging design results in shaking of the product (Study 1) as a form of emotional regulation (Study 2). Results from Study 3 find that emotional regulation facilitation (i.e. shaking) decreases eating, while emotion regulation suppression (i.e. pouring) increases eating. Results of Study 4 show that when exposed to anxiety-inducing product packing design, those with low phobia severity are less likely to regulate their emotions, which subsequently increases their eating intentions.

This research is limited as it focuses only on product interaction and consumption of food products.

This research has important implications for marketers and product managers, as well as public policymakers, in encouraging responsible consumption behaviors in consumers. Marketing, product managers and policymakers should consider packaging design to introduce anxiety-inducing imagery on the packaging itself as a way to encourage shaking emotional regulation and to reduce eating, especially of unhealthy foods such as confectionary.

This research introduces and provides evidence of an anxious product-shaking effect that can reduce consumption of unhealthy food products. Anxiety-inducing packaging design strategy results in the emotional regulation of product shaking, which can reduce eating intentions and behavior.

The purpose of this paper is to examine autobiographical vignettes that are embedded in the annual report letters to shareholders of chief executive officers (CEOs). The aim is to reveal the capacity of this narrative to self-construct leader identity, show how they can help CEOs attain legitimacy and how they help CEOs to exert management control.

The paper is positioned within literature that focuses on the importance of the annual report CEO letter and the strategic use of CEO autobiographical vignettes therein. Three autobiographical vignettes included in letters to shareholders signed by E. Hunter Harrison, CEO of Canadian National Railway (2004, 2005 and 2007), are analysed using close reading techniques. This involved the authors separately reading each vignette by slowing down the reading process to aid understanding of the text’s “inner workings”. Several close readings of each vignette were conducted until a consensus was reached between the authors.

Autobiographical vignettes have strong potential to be used strategically, as rhetorical devices, to help CEOs exert management control, facilitate change, shape leader-follower relationships and sustain self-legitimacy.

This paper is the first within the accounting domain to highlight the potential for autobiographical narrative in a CEO’s annual letter to shareholders to convey corporate information (including strategic intent), to construct leader identity and to exert management control.

Digital financial services (DFS) have substantial prospect to offer a number of reasonable, appropriate and secure banking services to the underprivileged in developing countries through pioneering technologies such as mobile phone based solutions, digital platforms and electronic money models. DFS allow unbanked people to obtain access to financial services through digital technologies. However, DFS face tough challenges of adoption. Realising this, the purpose of this paper is to identify such challenges and develop a framework.

The authors developed a framework of challenges by utilising interpretive structural modelling (ISM) and fuzzy MICMAC approach. The authors explored 18 such unique set of challenges culled from the literature and further gathered data from two sets of expert professionals. In the first phase, the authors gathered data from 29 professionals followed by 18 professionals in the second phase. All were pursuing Executive MBA programme from a metropolitan city in South India. The implementation of ISM and fuzzy MICMAC provided a precise set of driving, linkage and dependent variables that were used to derive a framework.

ISM model is split in eight different levels. The bottom level consists of a key driving challenge V11 (i.e. high cost and low return related problem), whereas the topmost level consists of two highly dependent challenges namely V1 (i.e. risk of using digital services) and V14 (i.e. lack of trust). The prescribed ISM model shows the involvement of “high cost and low return related problem (V11)”, which triggers further challenges of DFS.

None of the existing research has explored key challenges to DFS in detail nor formulated a framework for such challenges. To the best of the authors’ knowledge, this is the first paper on DFS that attempts to collate its challenges and incorporate them in a hierarchical model using ISM and further divide them into four categories of factors using fuzzy MICMAC analysis.