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The data used to present this case was collected from secondary data sources. These sources included media reports associated with Michael Jordan and his trajectory since entering the sport, as well as specific information published about his time at the Chicago Bulls. Another key source of information is the ESPN documentary conducted specifically on Jordan’s relationship with his National Basketball Association (NBA) team.

The case follows the story of Michael Jordan, who took his team, the Chicago Bulls, to fame in a rather controversial manner. To do so, Michael Jordan had to alter his leadership style over the years to be respected as a leader and motivate his team to win one NBA championship after another. On 20th April 2020, ESPN’s “The Last Dance”, a 10-part documentary about Michael Jordan and his time playing for the Chicago Bulls was released to much acclaim. The documentary became highly noted as Jordan himself, both directed and starred in the documentary. Jordan’s great achievements stood out, but so did the conflicts that the basketball star had with The Bulls’ management team and mainly, his teammates. Relationships between teammates were far from harmonious, which led to questions around whether Michael Jordan was as good a leader, as he was a star player. Cultural change within the organisation was primarily linked to the often-contested leadership of Jordan.

The case can be used at UG, MSc and MBA levels. It works for in-person teaching and for online teaching. It is most suitable in leadership, strategy and strategy in practice courses. However, it is critical to note that the case can shed light on the dynamics that leaders and teammates have within their teams. Therefore, this case may be valuable to students studying courses where they themselves must work in groups and oftentimes encounter challenges in managing their team. These challenges can arise at all levels of experience. As such, the case provides particularly useful reflection for decision makers who may be beginning to develop their leadership skill (UG), those who have already experienced working in teams (MSc) or leading teams themselves (MBA, Executive MBA). The case addresses the challenges associated with achieving high team motivation and performance. It also sheds light on the challenges associated with leading a cultural change within a team and the approaches of different actors involved. It may be best to introduce the case in the context of a (1.5–2 h) workshop once students understand the basic frameworks and tools used to analyse leadership styles and their characteristics.

The United Kingdom (UK) construction sector is transforming with increasing confidence in offsite construction (OSC) solutions following its accrued benefits. To sustain this momentum, exploring viable strategies to promote successful OSC implementation is a top priority. This paper aims to identify and establish interrelationships and logical dependencies of critical success factors (CSFs) for implementing OSC on building projects in the UK.

This study utilised a qualitative research approach. Following a critical review of extant literature, brainstorming and focus group sessions were carried out with OSC experts in the UK construction industry to identify and contextualise CSFs for OSC implementation. Interpretive structural modelling (ISM) and matrix impact cross-reference multiplication applied to a classification (MICMAC) were used to analyse and model the interrelationships between the contextualised CSFs.

The study identified eighteen CSFs for implementing OSC on projects in the UK positioned on seven hierarchical levels and clustered into dependent, linkage and independent factors. The top five CSFs established were client commitment, top management support, adequate OSC knowledge and experience, flexible leadership and flexible business models. These were located at the base of the ISM model, possessing the highest driving powers in facilitating the successful implementation of OSC on projects.

This study established a hierarchical interrelationship and the importance of the CSFs influencing the successful implementation of OSC. This would assist OSC clients and project teams in identifying and prioritising particular areas for strategic actions, which offer advantages in pursuing successful OSC project outcomes in the UK. Previous research on OSC implementation in the UK had not examined CSFs' interrelationships.

This study aims to examine how different hospitals utilize social media to communicate risk information about COVID-19 with the communities they serve, and how hospitals' social media messaging (firm-generated content and their local community's responses (user-generated content) evolved with the COVID-19 outbreak progression.

This research proposes a healthcare-specific social media analytics framework and studied 68,136 tweets posted from November 2019 to November 2020 from a geographically diverse set of ten leading hospitals' social media messaging on COVID-19 and the public responses by using social media analytics techniques and the health belief model (HBM).

The study found correlations between some of the HBM variables and COVID-19 outbreak progression. The findings provide actionable insight for hospitals regarding risk communication, decision making, pandemic awareness and education campaigns and social media messaging strategy during a pandemic and help the public to be more prepared for information seeking in the case of future pandemics.

For hospitals, the results provide valuable insights for risk communication practitioners and inform the way hospitals or health agencies manage crisis communication during the pandemic For patients and local community members, they are recommended to check out local hospital's social media sites for updates and advice.

The study demonstrates the role of social media analytics and health behavior models, such as the HBM, in identifying important and useful data and knowledge for public health risk communication, emergency responses and planning during a pandemic.

In this chapter, we theorize about online freelancers’ approaches to work flexibility. Drawing from an ongoing digital ethnography of US-based online freelancers pursuing work on digital platforms, our data question the common conceptualizations around the flexibility of online freelancing. We posit that the flexibility of where to work, not when to work, is the most important attribute of their work arrangement. Our data show (1) the online freelancers in our study prefer the stability and sustainability of full-time work over freelancing when both are offered as remote options; (2) full-time remote employment increases these workers’ freelancing control / flexibility; (3) these workers keep freelance work options open even as they transition to more permanent full-time work arrangements. We discuss how these findings relate to workplace culture shifts and what this means for contemporary working arrangements. Our insights contribute to the discourses on knowledge-based gig work and for what it means to study individuals online.

Our prior work has identified a trade-off that new entrants face in obtaining favorable market reception, whereby initial entrants suffer from a deficit of legitimacy whereas later entrants suffer from a deficit of authenticity. This research has also proposed that a single mechanism is responsible for this trade-off: the tendency for customers and other stakeholders to assess the entrant's claim to originality based on the visible work that it has done to legitimate the new product or organizational form. This chapter extends and deepens our understanding of such “legitimation work” by showing how it can illuminate cases that seem in the first instance to defy this trade-off. In particular, we focus on two “off-diagonal” cases: (a) when, as in the case of “patent trolls” and fraudulent innovators, early entrants are viewed as inauthentic despite having a credible claim to originality; (b) when late entrants, as in the case of Dell Computers, mechanical watches and baseball ballparks, are viewed as authentic despite obviously not being the originators. We clarify how each off-diagonal case represents an ‘exception that proves the rule’ whereby audiences attribute authenticity on the basis of legitimation work rather than on the order of entry per se. The last case also leads to an opportunity to clarify why “cultural appropriation” can sometimes project authenticity and sometimes inauthenticity, why audiences bother to make inferences about a producer's authenticity on the basis of visible legitimation work, and why legitimacy is a universal goal of early movers whereas authenticity varies in its importance.