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Given the dramatic changes taking place in society, the economy, and technology, 21st-century organizations need to engage in new, more spontaneous, and more innovative ways of managing. I investigate why an increasing number of companies are including artists and artistic processes in their approaches to strategic and day-to-day management and leadership.

One of the mechanisms by which organizations promote adherence to requirements that employees display appropriate emotions is the use of discipline to punish emotional deviance. This study analyzed selected cases, in unionized settings, where the imposition of discipline had been grieved and culminated in arbitration. Analysis of these cases showed that emotional deviance was most often characterized as rudeness and a lack of courtesy, which took the form of inappropriate displays of anger and hostility, and failure to display interest, concern, and caring. Although some deviance was not excusable, when employee deviance was the result of unprovoked customer emotion this mitigated the assignment of blame. Employees were sometimes found to lack awareness of display rules or how to follow them, and were expected to defuse customer emotion. While discipline is seen as one mechanism for formally controlling emotional deviance, its effectiveness may be limited, particularly in situations where employees are likely to encounter strong negative customer emotion.

This chapter discusses salient factors pertaining to the Global Financial Crisis (GFC), also called the Great Recession, which gave rise to contagion effects that continue to reverberate across the global financial landscape. The GFC is linked to three primary negative themes: build-up of credit in a global credit super cycle, New Financial Architecture (NFA) and financialization under neoliberalism, and a distorted relationship between laissez-faire economics/finance and normative political imperatives. The conclusion is that we need to rethink understandings of key principles in economics and finance and reform governance mechanisms of the financial system.

The essay examines an empirical phenomenon – the GFC – and discusses themes based upon the author’s insights gained from the vantage point of working in asset management during the Crisis. In addition, the author draws upon material from the academic literature and financial press. He problematizes finance through the lens of the GFC and suggests that the three causal factors being highlighted are enduring sources of instability in the financial system.

The conclusion is that financial crises such as the GFC are not caused by unpredictable exogenous variables but instead pertain to identifiable recurring factors and human failures. Structural, epistemological, and behavioral issues are aggravated by neoliberalism. Finance is integral to economic activity. But under neoliberalism, the global financial economy rapidly assumed a particular form of financialization founded on market fundamentalism and political and regulatory capture. Neo-liberal coöptation of finance, economics, and politics needs to be reversed to place financial and economic activity within more robust frameworks that take into account credit cycles, flaws, and instabilities inherent in the system while applying appropriate regulatory mechanisms to prevent crises.

Scholars and practitioners can draw upon claims made in this essay to propose more substantive reforms to the global financial system. These range from redesigning how finance and economics are understood and taught, to imposing circuit breakers to prevent credit cycles from becoming untenable bubbles.

Neoliberalism is a political project that has distorted understanding of empirical truths while also effecting a paralysis with regard to fixing problems. The market fundamentalism that neoliberalism prescribes and promulgates results, time and time again, in financial crises that have disastrous consequences including massive wealth destruction. It is crucial to reform the system and create more sustainable, less volatile paradigms of financial and economic life.

Arguments in this chapter are simple and straightforward but have significant implications for achieving more nuanced understandings of the financial system. Claims are presented as distillations of how the system actually works, especially the way in which it tends toward conditions of crisis and stress. Mainstream finance and economics are characterized as predicated upon certain erroneous propositions, particularly concerning efficient markets and rational agency, core tenets of the neo-liberal project.

To benefit from reflective and reflexive actions there is a need to contrast these terms to understand each one. Each term is linked to self-development. For instance, to be reflexive is to self-examine, to consider your internal conversation, and use this voice to guide, support, and enhance your work. Reflexivity is linked to introspection and the moment of action. Reflection is the act of looking upon the action after it has passed. The term reflexivity is less common yet there are several forms of reflexivity. Becoming aware helps all of us to make sense of their own reflexivity and reflections.

Although learning is a widely recognized method for building individual skills and capabilities, its impact is often minimized in large-scale organizational change efforts in favor of more visible OD- and HR-related interventions. When conceptualized and applied systemically, however, learning itself can be a critical enabler and even a primary driver of organizational culture change. This chapter focuses on the role that a holistic learning agenda can play in a large-scale organizational change effort using insight developed from an applied case study in a large multinational organization.

The concept of a community form is drawn upon in many subfields of organizational theory. Although there is not much convergence on a level of analysis, there is convergence on a mode of action that is increasingly relevant to a knowledge-based economy marked by porous and shifting organizational boundaries. We argue that communities play an underappreciated role in organizational theory – critical not only to occupational identity, knowledge transfer, sense-making, social support, innovation, problem-solving, and collective action but also, enabled by information technology, increasingly providing socioeconomic value – in areas once inhabited by organizations alone. Hence, we posit that organizations may be in the shadow of communities. Rather than push for a common definition, we link communities to an organization's evolution: its birth, growth, and death. We show that communities represent both opportunities and threats to organizations and conclude with a research agenda that more fully accounts for the potential of community forms to be a creator (and a possible destroyer) of value for organizations.

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

Business, government, and society are being rocked by disruptive global change. The challenges facing international marketers as boundary spanners – and more generally, all managers and leaders – are getting more complex, ambiguous, and unprecedented. The world that they must navigate is increasingly filled with “wicked problems” (Rittel & Weber, 1973) that defy the closed, analytical approaches that characterize typical management education. Addressing the problem requires a new paradigm that augments – and perhaps in some areas, supplants – the traditional business education.

In this chapter, we set out to demonstrate how organizational theory and analysis can benefit from the work of the distinguished philosopher Alasdair MacIntyre. In the first part of the chapter we show how MacIntyre's conception of how rival traditions may move towards reconciliation has the potential to resolve the relativist conclusions that bedevil organization theory. In the second part, we show how MacIntyre's ‘goods–virtues–practices–institutions’ general theory provides a framework for reconciling the fields of organization theory and organizational ethics. In the third part, we provide a worked example of these two strands to demonstrate the implications of MacIntyre's philosophy for organizational analysis. We conclude with a research agenda for a distinctively MacIntyrean organization theory.