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There is growing public interest in alternatives to intellectual property including, but not limited to, prizes and government grants. We collect various historical and contemporary examples of alternative incentives, and show when they are superior to intellectual property. We also give an explanation for why federally funded R&D has moved from an intramural activity to largely a grant process. Finally, we observe that much research is supported by a hybrid system of public and private sponsorship, and explain why this makes sense in some circumstances.

Of all the major, global professional sports where women have made inroads, striving toward equality in terms of status, earnings and media attention, tennis stands at the forefront. This chapter traces this historical development, outlining the sport's earliest socio-cultural features that afforded the inclusion of female players and charting the progress of notable women who thrust tennis into the limelight and turned themselves into commodities – the essence of professionalisation. Suzanne Lenglen blazed the trail by becoming, in 1926, the principal attraction in the sport's inaugural professional tour. Female players were encouraged to cast aside the shackles of restrained femininity and chart their own courses in a sport still dominated by men and played according to male standards. The rise of ‘Open Tennis’ in 1968 removed the playing restrictions and stigma of professionalism, but by opening up to the male-dominated corporate world, unsurprisingly it was the male players who initially competed for the lion's share of new money. Billie Jean King's efforts to galvanise her fellow female professionals to compete on a rogue tour sponsored by Virginia Slims left them ousted by the sport's main officials, but the tour's commercial success propelled them toward equality in terms of prize money and status. Still more or less a white, middle-class-dominated pursuit, the arrival of Venus and Serena Williams in the late 1990s turned tennis toward new markets, and the sport's significance for women remains apparent in the fact that its leading players are the most recognisable and well-paid of all professional female athletes.

While Hemingway noted that all stories end in death, this story begins with a death in the family. I recount my mother's (Ma's) death from a sociological point of view, making use of an autoethnographic perspective. Such a perspective encourages a frank portrayal of my involvement in the story as well as more detached reflection of various behaviors (enacted by Ma, her children, her grandchildren, and her friends). I also focus on Ma as a child of the Depression, a young adult during World War II, and a casualty of a middle class lifestyle. Her death, while unwanted, allowed her to create and construct authentic encounters with her children, grandchildren, and friends – encounters that she had avoided while living the middle class life. Her story allows me to reflect on her death as encouraging an authentic understanding of my emotions.

Teams are best positioned for success when certain enabling conditions are in place such as the right mix of individuals. Effective team staffing considers team members’ knowledge, skills, abilities, and other characteristics (KSAOs) as well as the configuration of team member KSAOs and their relations, called team composition. In practice, however, how to integrate team composition considerations into team staffing to facilitate outcomes such as team cohesion can seem nebulous. The purpose of this chapter is to describe how team member KSAOs and their configurations and relations affect team cohesion, and suggest how this information can inform team staffing. We frame team cohesion as an aspect of team human capital to understand when it may be an important consideration for staffing. We describe multilevel considerations in staffing cohesive teams. We summarize theories that link team composition to team cohesion via interpersonal attraction, a shared team identity, and team task commitment. Finally, we propose a six-step approach for staffing cohesive teams, and describe a few areas for future research.

In this chapter Suzanne Ross draws on her experience previously as a talent manager and now as a leadership consultant, Executive Coach and Senior Lecturer in Executive Education, and applies her research on leadership derailment to talent management. As organizations continue to invest in leadership development, research suggests up to 50 per cent of leaders derail or fail in their role. The derailment literature is, to-date, disconnected from TM although central to the definition of leadership derailment is that derailed leaders were previously successful and had potential. The chapter explores the concept of derailment, how it is defined, its scale and scope and some of the causes of derailment including a lack of organizational support during leadership transitions. The notion of the ‘accidental manager’ is used to provide an example of where literature on TM and derailment converge as a key derailer characteristic is having an overly functional orientation. This maps to the accidental manager concept and to the challenges that TM practitioners face in developing career pathways for expert/specialists beyond managerial roles. Suzanne argues that talent identification should take more account of derailment characteristics and suggests there may be gender differences in how these are perceived and in the consequences that arise when they are present. The chapter contributes to a greater understanding of how the concept of derailment can be integrated within talent management research and practice.

The application of physiological methods to the study of psychological phenomena has garnered considerable interest in recent years. These methods have proved especially useful to the study of emotions, since evidence suggests that validly measuring a person’s emotional state using traditional, psychometric methods such as surveys or observation is considerably more difficult than once thought. The present chapter reviews the challenges associated with measuring emotions from a purely psychological perspective, and suggests that the study of emotions in organizations can benefit from the use of physiological measurement to complement traditional assessment methods. We review more established approaches to physiological measurement, including those related to hormone secretion, cardiovascular activity, and skin conductance. We then highlight somewhat more recent attempts to use neurological scanning. A theme of this chapter is that both psychological and physiological measures are relevant to understanding and assessing emotions in organizations. Accordingly, we propose a multi-method approach involving both types of assessment. Finally, we discuss the practical and ethical implications of employing various forms of physiological measurement in the study of emotions, specifically in the context of organizations.

Team composition research considers how configurations (e.g., team-level diversity) of team members’ attributes (e.g., personality, values, demographics) influence important outcomes. Our chapter describes key issues in understanding and effectively managing team composition over time.

We discuss how context shapes team composition. We review empirical research that examined relationships between team composition, and team processes and emergent properties over multiple time points. We review research that examined how composition can be effectively managed over the lifecycle of a team.

Context shapes the nature of team composition itself (e.g., dynamic composition). To the extent that membership change, fluid boundaries, and multiple team membership are present should be accounted for in research and practice. The research we reviewed indicated no, or fleeting effects for surface-level (e.g., demographics) composition on the development of team processes and emergent properties over time, although there were exceptions. Conversely, deep-level composition affected team processes and emergent properties early in a team’s lifespan as well as later. Team composition information can be used in staffing; it can also inform how to best leverage training, leadership, rewards, tasks, and technology to promote team effectiveness.

Teams are the building blocks of contemporary organizations. Understanding and effectively managing team composition over time can increase the likelihood of team.

Our chapter provides novel insights into key issues in understanding and effectively managing team composition over time.