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Metaphor is an important concept for clean language interviewers. This chapter describes what metaphor is and overviews the experimental research showing the potential for metaphor to influence interviewees. It expands on the brief introduction to metaphor in Chapter 1 and describes the role clean language can play by enabling interviewees' metaphors to be elicited, explored and modelled without the influence of the interviewer's metaphors. It justifies the value of a heightened awareness of the ubiquity and variety of metaphors and their involvement in the different phases of qualitative research; and builds an argument for how a clean language interviewing approach to metaphor can enrich the research process.

Humanity faces many crises – climate change, food insecurity, persistent poverty – what Brown, Harris, and Russell (2010) call wicked problems. These problems implicate us all, with possible solutions transcending disciplinary, organizational, and national boundaries. Therefore educators need to nurture graduates able to engage as future practitioners – and citizens – in seeking solutions which recognize “the personal, the local and the strategic, as well as specialized contributions to knowledge” (Brown et al., 2010, p. 4).

A model of service-learning which draws on the principles of social pedagogy, cultural-based learning and co-production provides the foundations for a more reflexive pedagogy, supporting the “development of student attention, emotional balance, empathetic connection, compassion and altruistic behavior” (Zajonc, 2013, p. 83). This approach advocates that community organizations play a pivotal role in co-designing knowledge. Drawing on an applied research module at University of Wolverhampton this chapter will argue that by engaging community groups as co-producers of knowledge, learning can be extended beyond students to the wider community (Murphy & Joseph, 2019). Not only will this enhance the potential of service learning to benefit the community and the students, but it has the potential to produce graduates more sensitive to the needs of communities themselves.

Gender balance has been a declared goal in business and society for decades as gender diversity leads to more equality and better decision-making, enhances financial performance of organizations, and fosters creativity and innovation. Although there is a steady upward trend in the number of women actively participating in the workplace, there is still a dearth of women in top leadership positions. This motivates a closer look at the reasons why this happens. Stigmatization – a social process of disapproval based on stereotypes or particular distinguishing characteristics of individuals (e.g. gender) – has been recognized as one of the primary explanations for the barriers to career advancement of women. This chapter aims to address workplace inequality by analysing different sources of stigma women face in the workplace. Previous research has mostly focused on visible sources of stigma, such as gender or race/ethnicity. We propose to go beyond visible sources of stigma and expand the focus to other physical (e.g. physical appearance, age, childbearing age), emotional (e.g. mental health) and societal (e.g. flexibility) sources of stigma. We are especially interested in the consequences of stigma for women in the workplace. Stigmatization of women is a multi-level process, so this chapter focuses on the antecedents (sources of stigma) and outcomes (consequences of stigma) for women at the individual level, organizational level and the societal level. The proposed chapter will make contributions to the areas of management, diversity and gender studies.

Rather than organize as traditional firms, many of today’s companies organize as platforms that sit at the nexus of multiple exchange and production relationships. This chapter considers a most basic question of organization in platform contexts: the choice of boundaries. Herein, I investigate how classical economic theories of firm boundaries apply to platform-based organization and empirically study how executives made boundary choices in response to changing market and technical challenges in the early mobile computing industry (the predecessor to today’s smartphones). Rather than a strict or unavoidable tradeoff between “openness-versus-control,” most successful platform owners chose their boundaries in a way to simultaneously open-up to outside developers while maintaining coordination across the entire system.