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The purpose of this chapter was to examine the implementation of a flexible work initiative that attempted to challenge two institutionalized precepts of contemporary white-collar workplaces: the gendered ideal worker norm, with its expectation of the primacy of paid work over family and personal life, and the assumption of managerial control over employees’ schedules and work location.

Using ethnographic and interview data, how the Results Only Work Environment (ROWE) was experienced by employees in four different teams within the Best Buy, Co., Inc. corporate headquarters was explored.

Comparing more and less successful implementation across teams, results suggested that collective institutional work is required for the emergence of new norms, expectations, and legitimated practices. Findings indicated that managers’ task-specific knowledge – their deep experience with the tasks that the team is charged with completing – is a structural condition that facilitates managers’ trust in employees and encourages team experimentation with new practices.

Data for this study was limited to one organization and four teams. Future research should include similar organizational change efforts in other organizations and in larger teams.

These findings may promote a better understanding, among researchers and practitioners, of the importance of manager knowledge and background and how this appears to be key to achieving institutional change.

This research is an example of an innovative approach to workplace flexibility and applies an institutional theory lens to investigate variation in the implementation of organizational change.

This paper aims to highlight myriad accomplishments of C. Bertrand Thompson, who is perhaps most well known as a scientific-management bibliographer and a Taylor disciple, in the belief that his contributions as a pioneer management theorist and consultant in Europe deserve to be more widely known and more deeply appreciated.

Archival, primary and secondary sources were used in the research.

Thompson was among the first to bring management consulting to Europe. He understood the importance of adapting scientific-management principles to meet the diverse needs of each client for whom he consulted. Thompson’s strong belief and value system remained constant throughout his life.

Understanding the needs of customers or clients and adapting systems to meet those needs is essential in achieving success as a consultant.

By drawing on rarely accessed published and unpublished materials, this paper discusses Thompson’s many contributions to management thought and practice, most of which previously have not been highlighted in the referent literature.

The followership field remains overshadowed by the leadership field, with traditional assumptions attached to the follower concept further undervaluing the importance of progressive understandings of leadership. This paper considers following as a relational process and provides illustrative extracts from empirical research. Future areas for research are discussed, as well as the importance of incorporating followership into the leadership education agenda.

This chapter examines the role of political skill in relation to employee psychological and physiological health and well-being. First, we begin by providing a review of the current research on the relationship of political skill to stress and strain; additionally, areas in this literature that are in need of greater theoretical specification are identified. A multi-mediation organizing framework is proposed, which suggests that political skill impacts intrapsychic (i.e., constructs residing within an individual such as control, self-esteem) and interpersonal processes (i.e., authenticity, trustworthiness, affability, and humility), which subsequently influence the development and maintenance of work relationships, networks, and coalitions, and ultimately affects individual psychological and physiological health and well-being. The implications of this framework, and directions for future research, are discussed.

While uncertainty has always been a feature of the healthcare environment, its pace and scope are rapidly increasing, fueled by myriad factors such as technological advancements, the threat and frequency of disruptive events, global economic developments, and increasing complexity. Contemporary healthcare organizations thus persistently face what is known as “deep uncertainty,” which obscures their ability to predict outcomes of strategic action and decision-making, presenting them with novel challenges and threatening their survival. Persistent, deep uncertainty challenges us to revisit and reconsider how we think about uncertainty and the strategic actions needed by organizations to thrive under these circumstances. Simply put, how can healthcare organizations thrive in the face of deeply uncertain environments? We argue that healthcare organizations need to employ both adaptive and creative strategic approaches in order to effectively meet patients' needs and capture value in the long-term future. The chapter concludes by offering two ways organizations can build the dynamic capabilities needed to employ such approaches.

The Least Restrictive Environment (LRE) requirements of the Individuals with Disabilities Education Act address factors to consider in educating students with and without disabilities together to the maximum extent appropriate. This chapter is designed to examine the origins and evolving interpretations of the LRE concept in special education policy and practice. Discussion traces the evolution of the concept as a legal principle, and reviews its application to educational strategies for students with learning and behavioral disabilities in contemporary schools. In conclusion, the future of the LRE concept is addressed in light of competing policies promoting presumptive inclusive education, and publicly funded school choice programs promoting greater involvement of parents in choosing where their children with and without disabilities should be educated.

This paper aims to contribute to the literature on value creation by examining value within the visual arts market and arguing for a broader, socio-culturally informed view of value creation.

The authors develop an original conceptual framework to model the value co-creation process through which art is legitimised. An illustrative case study of artist Damien Hirst demonstrates the application of this framework.

The findings illustrate how value is co-constructed in the visual arts market, demonstrating a need to understand social relationships as value is dispersed, situational and in-flux.

The authors problematise the view that value emerges as a result of operant resources “producing effects” through working on operand resources. Rather, adopting the socio-cultural approach, the authors demonstrate how value emerges and is co-constructed, negotiated and circulated. The authors establish the need to reconceptualise value as created collaboratively with other actors within industry sectors. The locus of control is, therefore, dispersed. Moreover, power dynamics at play mean that “consumers” are not homogenous; some are more important than others in the valuation process.

This more distributed notion of value blurs boundaries between product and service, producer and consumer, offering a more unified perspective on value co-creation, which can be used in strategic decision-making.

This paper illustrates that value co-creation must be understood in relation to understanding patterns of hierarchy that influence this process.

In this chapter, we use intentional noticing to deconstruct and reconstruct assumptions within an exploratory case study that involved a university and a school in Aotearoa New Zealand and how this contributes to global understandings around the influence of power on notions of Indigenous languages in schools. The current chapter originates from an exploratory case study that examined the efficacy of a phonological awareness and vocabulary program for children within their early years of schooling, aimed at developing emergent literacy skills in te reo Māori (the language of Indigenous Māori peoples in Aotearoa New Zealand). Reconstructing understandings was challenged by several factors, including assumptions around the content and implementation of the program and challenges that emerged from within the research team and that influenced the engagement of teachers and children within the program. We explore how teachers and children interrupted existing models of teaching and learning that have previously been used as a tool for assimilation, to foster the development of te reo Māori and emergent literacy skills. We conclude that it is crucial for researchers to be conscious of their assumptions within the research process to decolonize practices and to develop cultural understandings of ways of being. This means that relationships with Indigenous peoples is fundamental within cross-cultural research.

Among the most consistent predictors of work‐family conflict for working parents are the number of hours worked, job role autonomy, and degree of support managers offer parents. Yet, little is known about the unique work experiences of lesbian women in terms of work‐family conflict. This paper seeks to identify correlates of work‐family conflict, specifically work interference with family (WIF), among lesbian mothers and identifies the role that being “out” at work plays in their experience of WIF.

A survey of 58 working lesbian mothers engaged in long‐term, same‐sex relationships that they categorized as a family was used to collect data on constructs related to work‐family conflict and related variables. The vast majority of the sample were managers or professionals.

Analyses indicate that increased job role autonomy, fewer hours worked, and increased managerial support are associated with less overall WIF. Additionally, the extent to which participants are “out” at work is associated with reduced WIF, and explains variance beyond the other constructs examined.

Managers can play an essential role in helping reduce WIF among lesbian women via formal steps including offering written support for non‐discrimination policies and benefits for domestic partners. Managers can also take more informal steps such as role modeling acceptance. Finally, managers can modify features of the work environment and jobs themselves.

Being “out” at work can be advantageous for lesbian workers as a strategy for ameliorating WIF. Managers are in a position to make this kind of disclosure possible.