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In this paper, we contribute to the understanding of how entrepreneurs can deploy their values to enable joint action of heterogeneous stakeholders. Such an understanding forms a critical endeavor to tackle grand challenges adequately. Building on sensegiving research, we conducted a single-case study of an entrepreneurial initiative that tackles gender inequality in Lebanon which has been successful in mobilizing heterogeneous stakeholders who ordinarily would not collaborate with each other. We find that the values of the founders were pivotal for the initiative’s success as those values activated latent values of stakeholders through processes of contextualization and enactment. We subsume these processes under the label value-driven sensegiving. As a result of value-driven sensegiving, heterogeneous stakeholders could make sense of the founders’ aspirational vision and the role they could play in it, which paved ways for tackling grand challenges collaboratively. Our study provides insights into the centrality of values for mobilizing heterogeneous stakeholders across boundaries. Therefore, it contributes to the body of work on sensegiving, societal grand challenges, and new forms of organizing.

The purpose is explore an approach to acquire, analyze and report data concerning an organizational change initiative that combines knowledge generation and knowledge use, and contrast that with a method where knowledge generation and use is separated. More specifically, the authors contrast a participatory group workshop with individual interviews analyzed with thematic analysis, focusing on information about the change process and its perceived practical relevance and usefulness.

Participants were managers responsible for implementing a broad organizational change aiming to improve service quality (e.g. access and equity) and reduce costs in a mental health service organization in Sweden. Individual interviews were conducted at two points, six months apart (i1: n = 15; i2: n = 18). Between the interviews, a 3.5-h participatory group workshop was conducted, during which participants (n = 15) both generated and analyzed data through a structured process that mixed individual-, small- and whole-group activities.

Both approaches elicited substantive information about the content, purpose and process of change. While the content and purpose findings were similar across the two data sources, the interviews described how to lead a change process, whereas the workshop yielded concrete information about what to do. Benefits of interviews included personal insights about leading change while the workshop provided an opportunity for collective sense-making.

When organizational stakeholders work through the change process through a participatory workshop, they may get on the same page, but require additional support to take action.

The purpose of this paper is to examine Interactive Network Branding (INB) as an emergent process where the corporate identity and reputation of a small- and medium-sized enterprise (SME) are created through interpersonal interaction. The INB process is socially constructed through interaction between individual people who act on behalf of their companies in business relationships and networks.

The study is conceptual. Drawing on corporate branding literature, IMP research and empirical studies as well as short illustrative cases from SME contexts, the paper provides a conceptual description of INB and its sub-processes. Corporate branding literature offers conceptual understanding of corporate identity and reputation; the recent IMP-based studies offer an overview of current thinking within the paradigm, and the empirical studies and case examples from SMEs show the validity of the interpersonal approach for the INB.

The paper provides an enhanced understanding of INB in which interpersonal interaction lead to the creation of a corporate brand – as an integral part of the companies’ networking process. Three types of interpersonal interactions are distinguished: internal, external, and boundary spanning, the latter occurring at the borderline of the company and its environment. A process model of INB is proposed that specify the role of various interactions for the emerging process.

Since the paper is conceptual, further research is needed to study the INB process empirically and in more depth in different SME contexts and through differing interaction perspectives.

Managerial implications denote the crucial role of individuals in performing INB. Through interpersonal interactions, SMEs are able to create their identity and reputation, i.e. a strong corporate brand, and thereby to influence their network position.

This paper is one of the first attempts to link the IMP network approach with corporate branding literature, while focusing on the interpersonal interactions. The study builds bridges between these two distant but important research paradigms and contributes to each by developing a process perspective on corporate branding in business networks. This new approach to corporate branding seen through business interactions offers unique conceptual and managerial implications.

The purpose of this paper is to report on an action learning (AL) approach to curriculum design and delivery of a two-year part-time executive masters program, facilitated in part through a longitudinal work-based action research project. Program participants were a mix of mid- to senior managers operating in both the public and private sector and business owners, and all were in full-time employment.

This paper presents findings relating to participant and tutor perspectives of the program design, structure, and content. It also chronicles an AL tutor initiative run in conjunction with the inaugural program delivery, established to provide a collegial approach to learner facilitation, and to enable a research informed model of practice.

Findings suggest that the program allowed for greater action-reflection among and across all contributors (students, tutors, and program managers), and facilitated cross-pollination of AL perspectives, thus strengthening the interaction between practitioner and academic, and among academics themselves. Furthermore, the early involvement of tutors informed the work-based research project and larger AL program, and facilitated a matching of research interests between practitioner and tutor.

These findings suggest that an action-based model of knowledge transfer and development offers significant learning benefits to those partaking in an executive development program, resulting in the following insights: executive needs better served using a learner-centric approach; problem-oriented work-based assessment affords theory–practice balance; there is evidence of action-reflection “contagion” among all contributors; and the presented AL cycle has potential value in the conceptualization of reflective action.

The paper debunks Peter P. Li’s assertion that Yin-Yang is superior to any other cognitive frames or logical systems for paradox research. The purpose of this paper is to alert the Chinese indigenous management researchers to the danger of Chinese exceptionalism and over-confidence.

To show that Peter P. Li’s assertion is doubtful, the authors identify the flaws in his analysis.

The authors find that there are three serious flaws in Peter P. Li’s analysis. First, there are four defects in the typology of cognitive frames he built in order to compare Yin-Yang with the others. Second, his understanding of dialectics in general and Hegelian dialectics in particular is flawed. And finally, without resorting to Yin-Yang, many scholars can develop theories that are equivalent to those derived from Yin-Yang.

Due to the page limit, this paper only focuses on arguing that Yin-Yang is not superior to other cognitive frames or logical systems without going one step further to explain in which situations Yin-Yang are valuable and might be more suitable than others for helping us understand some research issues.

This paper implies that we should not blindly believe that the Chinese way of thinking and acting is superior to other people’s. Chinese people should be open-minded in the globalized era, not only promoting their own culture but also appreciating and learning from other cultures.

The reduction of cultural exceptionalism and ethnocentrism can make cross-cultural communication and interaction smoother.

This paper is a rigorous critique on the “Yin-Yang being superior” assertion of Peter P. Li.

The purpose of this research is to explore how an industry is represented in multimodal public media narratives and to explore how this representation subsequently affects the formation of public sense-giving space during a persisting crisis, such as a pandemic. The question asked is: how do the use of multimodality by public service media dynamically shape representations of industry identity during a persisting crisis?

This study made use of a multimodal approach. The verbal and visual media text on the restaurant industry during the COVID-19 pandemic that were published in Finland by the public service media distributor Yle were studied. Data published between March 2020 and March 2022 were analysed. The data consisted of 236 verbal texts, including 263 visuals.

Three narratives were identified– victim, servant and survivor – that construct power relations and depict the identity of the restaurant industry differently. It was argued that multimodal media narratives hold three meaning making functions: sentimentalizing, juxtaposing and nuancing industry characteristics. It was also argued that multimodal public service media narratives have wider implications in possibly shaping the future attractiveness of the industry and organizational members' understanding of their identity.

This research contributes to sensemaking literature in that it explores the role of power – explicitly or implicitly constructed through media narratives during crisis. Furthermore, this research contributes to sensemaking literature in that it shows how narratives take shape multimodally during a continuous crisis, and how this impacts the construction of industry identity.

The research aim of this article is to generate novel insights into how public sector organizations (PSOs) strategically communicate with the public about critical issues on social media. To this end, the study explores the public's experiences of the Swedish Police's sense of safety communication on Instagram in the third largest city in Sweden, where the lack of a sense of public safety is a main societal challenge.

The research was designed as a case study employing photo-elicitation interviews as a method to collect the empirical material. A phenomenography approach was used to analyze public experiences of the Swedish Police's Instagram communication in Malmö, Sweden.

Findings show that the police's strategic communication of safety on Instagram is experienced along the dimensions of a sense of protection, a sense of proximity and a sense of ambiguity. Taken together, these dimensions broaden and develop the knowledge of what communicating a sense of safety in the public sphere entails.

This study adds to previous research on strategic communication in public sector organizations by demonstrating what strategic communication accomplishes at the receiving end outside of the organization.

Building on the existing literature and on a series of interviews conducted in very diverse coworking spaces, this article attempts at analyzing coworking by focusing on the historical evolution and heterogeneity of its interpretations, as well as the plurality of its realization in practice and prospective developments.

The theoretical framework adopted is Cultural Historical Activity Theory – a dialectical approach which allows the study of human activities as historically evolving and complex systems which change under the impulse of their inner contradictions. The analysis presented here starts with an overview of the history of the theoretical elaborations and discussions of coworking. The authors then focus on the experiences and interpretations of this phenomenon as conveyed by coworkers and coworking managers in the north of Italy – one of the most active coworking areas in Europe.

Coworking first emerged as a way of promoting forms of work and organization that require simultaneous, multidirectional, and reciprocal work, as understood in contrast to forms that incorporate an established division of labor, demarcated communities, and formal and informal sets of rules. However, with time, coworking has evolved toward novel directions, giving rise to heterogeneous interpretations of it. Inquiry constitutes a deeper investigation of the heterogeneity of coworking. The take-away message here is that the prefix co- in coworking can be interpreted, through a play of words, to evoke multiple positions and views conveying internal contradictions.

The historical overview of coworking shows a strong differentiation and multisided interpretation of this phenomenon along two dimensions of historical development, namely, social and business, and outward and inward. The qualitative analysis of the interviews traces the different lived interpretations and conceptions of coworking. The analysis confirms, on the one hand, the complexity and heterogeneity described in the literature, and on the other hand, it enriches the literature by depicting the contradictory nature of the phenomenon, including how the historical and inner tensions of coworking are dynamically evolving in the concrete experiences reported by the managers and users in the coworking spaces.

While many approaches in the field of unlearning aim at describing, understanding or explaining the “what” and/or “how” of unlearning, this paper aims to focus on the “where-to” and the goal of unlearning. In many cases, unlearning starts off with a specific result or goal in mind. This paper suggests that such an approach has to be challenged in the context of a highly complex and uncertain world and to introduce a mode of unlearning following a strategy of future-oriented open-endedness.

This conceptual paper draws on (both theoretical/philosophical and empirical) interdisciplinary evidence from a wide variety of fields, such as organization studies, organizational (un)learning, systems theory, cognitive science and innovation studies.

It turns out that open-endedness in unlearning processes plays a central role, especially if we are confronted with high levels of uncertainty and complexity. In such an environment, following a strategy of co-becoming with an unfolding environment and with an emergent goal seems to be more promising than aiming at a preconceived (un-)learning goal.

The unlearning literature provides various approaches to what unlearning is and how it can be executed. However, understanding the actual goals and outcomes of unlearning and how these goals are identified and determined is a rather under-researched field. In many cases, they are preconceived in advance finding their realization in new forms of knowledge, assumptions, belief systems, values or routines. This paper challenges this strategy and addresses the gap of how it is possible to unlearn toward an uncertain future. This has an impact on the process of unlearning itself; it has to be reframed and understood as an open-ended strategy for identifying emerging future potentials, purposes and goals in a process of co-becoming with an unfolding future.