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Purpose – Based on a case study of citizens’ summits in Amsterdam, this chapter examines competing aims bound up in attempts to create an in-between space where participants struggle to obtain a sense of belonging against the background of (non)diversity.

Methodology/Approach – A qualitative case study approach is used based on participant observation, informal talks with participants, and interviews with the summit organizers.

Findings – A citizens’ summit can be seen as an in-between space where narratives of citizens should dominate instead of (local) governmental rhetoric. Citizens´ summits create a voice for citizens who are normally less heard in the public debate. To what extent this can be achieved depends on how a summit enables a diversity of participants to practice dialogue, create common ground and share ownership of ideas, problems and solutions. Our findings provide insight into contested belonging within the democratic system in the Netherlands and elsewhere.

Social Implications – We suggest that belonging, space and diversity affect social boundaries between those in the electoral democratic system and those participating in citizens’ summits. Focussing on these can lead towards more inclusive democratic systems for all.

Originality/Value of the Paper – Citizens’ summits are often seen as a democratic tool that supplements the electoral democracy. This study looks at the interactions between participants, revealing much about the functioning of deliberative space in citizens’ summits. We also focus on the issue of participant diversity and how senses of belonging include or exclude sections of society.

This paper presents a framework to study organizational change using the metaphor of ritual. Concepts of myth and ritual facilitate understanding of change interventions. A qualitative study of Appreciative Inquiry helped answer the question: what mechanisms or processes explain the effect of the Appreciative Inquiry Summit? Four mechanisms, based on qualitative interviews and anthropological and sociological theory, explain why the AI Summit produces organizational change: (1) internal dialogue: recognizing a positive dimension and new vocabulary at the individual, interpersonal, and organizational levels of analysis; (2) communitas: the mechanism whereby new relationships form due to relational anti-structure; (3) commitment: how organization members cognitively and cathectically commit to the organization; and (4) longitudinal repetition: how sustained and continuous change involves repetition of ritual practices and the recognition.

This chapter shares the experience of National Grid to orchestrate two Appreciative Inquiry Summits in Massachusetts. One was framed around sustainability for the City of Worcester, Massachusetts, and the other was an industry-wide effort on energy efficiency in Massachusetts. The chapter demonstrates the potential for generative impact and transformation in complex and highly contentious environments. It also presents possible implications for the highly regulated energy utility industry and for the energy utilities that choose to lead the way.

The emergence of strengths-based management may be the management innovation of our time. Nearly every organization has been introduced to its precepts – for example, the insight that a person or organization will excel only by amplifying strengths, never by simply fixing weaknesses. But in spite of impressive returns, organizations and managers have almost all stopped short of the breakthroughs that are possible. With micro tools largely in place, the future of strengths management is moving increasingly to the macro-management level, as witnessed in the rapid and far-reaching use of large group methods such as the Appreciative Inquiry Summit and its next generation design-thinking summit. Macro means whole and, by definition, unites many improbable opposites – for example, it embraces top down and bottom up simultaneously. It is a prime time source of organizational generativity. But the rules of macro-management are different than any other kind, most certainly micro-management. A decade of research and successful prototyping with single organizations, regions and cities, extended enterprises, industries, and UN-level world summits reveals five “X” factors – a specific set of mutually reinforcing elements of success and organizational generativity – and provides a clear set of guidelines for when and how you can deploy the “whole system in the room” design summit to bring out the best in system collaboration. By analyzing the performance and impacts of six case studies of the “whole system in the room” Appreciative Inquiry design summit, this chapter provides a bird’s eye view of the opportunities, challenges, and exciting new vistas opening up in this the collaborative age – a time when systemic action and macro-management skill are the primary leverage points for game-changing innovation, scalable solutions, and generative organizing. The chapter concludes with a call for more research into the stages of large group dynamics and advances a metaphor from the leadership literature – the spark, the flame, and the torch – to give imagery to the “positive contagion” and “the concentration effect of strengths” that happens during an Appreciative Inquiry Summit where 100s and sometimes 1000s come together interactively and collaboratively to design the future.

The Appreciative Inquiry (AI) Summit methodology is a powerful organizational development tool for unleashing the generative capacity of human systems. When an AI Summit is executed seamlessly, the design and planning appears almost effortless. As we have learned, however, there are many nuances to this powerful tool and attention to detail is vital to delivering a successful Summit. This chapter offers a practical guide to designing and implementing an AI Summit in any organization. The chapter addresses many of the pragmatic issues that emerge when designing a summit and offers insight on how to best prepare an organization for what needs to happen during pre-summit preparations to ensure a strong focus on desired outcomes and advancing post-summit momentum.

The very nature of organizational life is transforming as collaborative technologies erase the prerequisite of co-location for collaboration. Using three example cases of which we have been a part, World Vision, the American Society for Association Executives, and Healthy Kids Healthy Schools, we illustrate how such technology is also augmenting the generative capacity of the Appreciative Inquiry (AI) Summit methodology. We then use the five principles of wikinomics that Tapscott and Williams (2010) identify as keys for organizational thrival into today’s digitally connected world: collaboration, openness, sharing, integrity, and interdependence, as a lens for examining how the virtually connected AI Summit is a whole-system change methodology that helps to promote these principles. The chapter concludes with lessons on integrating collaborative technology into summit designs and opportunities for future experiments in this domain.

Mesomobilization actors perform important structural and ideological roles for social movements. This paper examines the dilemmas confronting one such meso-level organization – the First Nations Summit – currently engaged in tri-partite treaty negotiations with the governments of British Columbia and Canada. Asymmetrical power relations between the negotiating parties leave the First Nations vulnerable to government strategies aimed at achieving “certainty” with minimal concessions on key issues such as Aboriginal Title, compensation, and governance. The paper considers the Summit's options for mobilizing its diverse and often reluctant constituents in order to gain leverage in the treaty process.

The purpose of this paper is to understand the strategic intent and consequent organisation of innovation summits. Innovation summits have recently appeared in practice as a new approach by which firms strategically market and further their open innovation agendas both internally and externally.

To advance the knowledge of this novel phenomenon, which has not yet been described in theory, a qualitative research design is appropriate. Consequently, this research conducts comparative case studies of four leading companies.

The paper contributes knowledge on how innovation summits can be designed and used as a strategic marketing approach to mobilise and match key people for open innovation. The authors find that the strategic scope and cognitive distance of invited firms are critical dimensions in characterising distinct types of innovation summits and propose a classification scheme for understanding different types of summits.

For practitioners, the authors present two central questions to consider before staging a summit: what is the strategic scope and who should be involved? This classification scheme offers managers an understanding of the implications of these choices.

While much research takes a macro-perspective on open innovation, much less is known about the micro-level of bringing parties together. In practise, the concept of innovation summits has gained a significant interest; however, the concept is still relatively unknown in the literature. This paper is one of the first to advance knowledge of this novel phenomenon.

The purpose of this paper is to examine the effect of intensive extra‐curricular learning opportunities on students' knowledge, skills, and attitudes regarding cotton and sustainability.

A three‐phase extra‐curricular learning opportunity was designed to include a Sustainable Cotton Summit; pre‐summit and post‐summit surveys of students' knowledge, skills, and attitudes toward cotton; and an individual essay competition.

The two‐group mean comparisons showed that the summit made the largest impact on students' knowledge in cotton and sustainability, followed by students' skills and attitudes. The student essays indicated that the summit provided insight that is not readily available in their education curricula.

The benefits derived from educating students about sustainability and cotton should be extended to other fibers, as well as to other segments of the supply chain.

Businesses involved with cotton supply chain must do a better job at educating and explaining sustainability aspects of cotton to consumers. Educators must also further their efforts in preparing students as professionals in the industry.

In response to the lack of educational opportunities about cotton and sustainability in the textile‐ and apparel‐related academic field in the USA, this study offered the two‐day Sustainable Cotton Summit in 2010 in which over 400 students have participated. Changes in students' knowledge, skills, and attitudes were assessed through pre‐ and post‐summit surveys, and post‐summit essays.

The purpose of this article is to explore how the strategic change following a corporate takeover impacted the nature and extent of use of the firm's management control systems (MCS), in particular its performance measurement system (PMS).

This paper uses Michael Porter's theory of competitive advantage and Robert Simons' levers of control framework to illustrate and interpret changes in the PMS within an Australian multinational subsidiary following its takeover by an overseas corporation. To provide empirical evidence on this issue, face‐to‐face interviews and archival data are used.

The findings reveal that the takeover resulted in changes in the firm's competitive forces (threat of potential entrants, bargaining power of buyers, threat of substitute products or services, bargaining power of suppliers, and rivalry among existing firms), and therefore the firm altered its strategy to change the rules of competition in its favor. Corresponding to the strategic change, the PMS was affected, with specific implications on Simons' four levers of control: interactive, diagnostic, beliefs, and boundary systems.

The findings suggest that a corporate takeover is an important phase for any organization, as it involves a change in the competitive environment and strategy, and needs to be facilitated by a change in the MCS to create and sustain superior performance.

This case study demonstrates how interactive and beliefs systems work together with diagnostic and boundary systems in the context of change in an organization. Past research devoted to strategic change and MCS has not documented this phenomenon.