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This chapter responds to calls to “reclaim” the work of Erving Goffman, and specifically his conceptualization of stigma, arguing that Goffman’s ideas can inform a critical social theory of mental illness in sport. The analysis pays particular attention to the challenges to social identity for those experiencing mental illness stigma, the role of personal identity in negotiating mental illness stigma, and strategies for stigma reduction including the adoption of stigma symbols.

The first section of the chapter revisits the concept of stigma, before proceeding to relate this to mental illness stigma as applied to sport. The second section overviews several high-profile cases of mental illness stigma of elite athletes, before presenting some examples of campaigns to address the perceived stigma related to mental health issues in sport.

The chapter proposes that Goffman’s work maintains relevance when related to social contexts other than those directly observed by him, and that the conceptualization of stigma helps understanding of, and challenges to, mental illness stigma in sport.

While sport continues to be proposed as an arena for positive character development, analysis informed by the work of Erving Goffman demonstrates that the culture of sport provides a context within which athletes experiencing mental health issues may be stigmatized. This, in turn, undermines the potential for them to secure the health care that they need, with participation and performance often taking precedence over well-being, even in the campaigns ostensibly designed to address mental illness stigma.

Sharing services increasingly extends beyond intraorganizational concentration of service delivery. Organizations have started to promote cooperation across their boundaries to deal with strategic tensions in their value ecosystem, moving beyond traditional outsourcing. This chapter addresses two research questions geared to the challenge of interorganizational shared services (ISS): why would organizations want to get and remain involved in ISS? And: what are the implications of ISS for (inter)organizational value creation?

The conceptual chapter reviews literature pertaining to ISS from public, commercial, and nongovernmental sectors. ISS is understood as a multistakeholder organizational innovation. In order to analyze ISS and conduct empirical research, we developed a taxonomy and research framework.

The chapter shows how ISS can be positioned in value chains, distinguishing vertical, horizontal, and hybrid ISS. It outlines ISS implications for developing business models, structures, and relationships. Success factors and barriers are presented that epitomize the dynamic interplay of organizational autonomy and interorganizational dependence.

The research framework offers conceptual ideas for theoretical and empirical work. Researchers involved in ISS studies may adopt strategic, strategic innovation, and organizational innovation perspectives.

ISS phases are distinguished to focus innovation management — initiation, enactment, and evaluation. Furthermore, insights are provided into processes and interventions aimed at making ISS a success for participating organizations.

Cross-sectoral perspective on ISS; taxonomy of ISS; research framework built on organization and strategic management literature.

Extensive ethnographic research with wives of professional athletes revealed that in certain sport families, the mother-in-law/daughter-in-law relationship is among the numerous unique marital and occupational stressors these wives confront in their everyday life. Many wives believe they must compete with their mothers-in-law for their husbands’ attention, love, and support. This chapter makes a case for their use of the intersecting and complementary processes of “control management” and emotion management, which involve a variety of interactional strategies, in maintaining these relationships. Although these self-management processes tend to further entrench the wives in the subordinate status to which they are relegated in this male-dominated occupational world, they learn to skillfully use these processes as they struggle to preserve their marriages, support their husbands’ careers, and maintain a well-defined sense of self.

In 2018, Ontario regulations pertaining to principal and vice-principal performance appraisals were amended in order to explicitly require that principles of human rights and equity (1) be upheld in Performance Plan goals regarding student achievement and well-being and (2) be a focus of leadership competency development in their Annual Growth Plan. These changes were instituted to support the stated aim of identifying and addressing systemic barriers and biases. For these measures to lead to systemic change rather than mere “performative” equity exercises, those in supervisory roles require a relevant framework to guide and support this aspect of the professional development and performance of principals and vice-principals. Existing provincial educational leadership frameworks are limited in this respect. This chapter draws on foundations in Adult Development to propose how fostering an expanding capacity to hold complexity is key to socially-just leadership and the sought-after systemic change.

In this chapter we put projects at the centre stage of firms' activities – i.e. product and process innovation, strategy formulation and implementation, capability building and learning, organizational structure and design, and systems integration (the capability to combine diverse knowledge bases and physical components into functioning systems). Based on the findings of a 10-year research programme into firms producing high-value capital goods – known as complex products and systems (CoPS) – we draw out conceptual insights about project organizing that can inform and contribute to the development and reformulation of more universally applicable formal theories of strategic management and organization.