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The purpose of this paper is to explore a true World War One event, the Christmas Truce of 1914. The paper is inspired by the National Council for the Social Studies (NCSS) award winning book, Shooting at the Stars: The Christmas Truce of 1914 by John Hendrix, which narrates the truce through a fictitious letter from a British soldier. On Christmas Eve, German soldiers on the western front line, specifically near the Belgium border, ceased fire and invited British soldiers to celebrate Christmas. Descriptions of events derive from oral histories and photos collected from actual soldiers who experienced this unusual historic event.

This lesson engages students in inquiry centers focused on events, location, soldiers, remembrance, and primary sources to answer the question: Why did the First World War Christmas Truce of 1914 occur?

World War One (AKA the First World War and The Great War) classroom history studies typically focus on tragic components of, what many call, a needless war. Many lessons examine military technologies, political power struggles, horrors of trench warfare, disease and casualties. In essence, “World War I saw unprecedented levels of carnage and destruction. By the time the war was over and the Allied Powers claimed victory, more than 16 million people – soldiers and civilians alike – were dead” (history.com Staff, 2009). This lesson reveals a spontaneous, impactful, emotionally charged event occurring during the worst of times. The Christmas Truce of 1914 moves students from thinking about the ravages of war into thinking deeply about what it truly means to be enemies, friends or even to mend relationships. Who are soldiers – what do they feel, need, believe and miss? During the truce, the longing for peace and human interaction superseded political ideologies, for a while. This lesson starts with students participating in a class discussion to uncover prior knowledge of the famous event. Students examine their real-life feelings regarding personal truces, answer guiding questions while rotating through classroom research centers, and collectively create a generalized response to answer the compelling question: Why did the First World War Truce of 1914 occur? Students will apply their understandings of the event, location, and feelings associated with the truce by taking a soldier’s persona and writing a letter home. Illustrations and maps further engage students’ creativity.

This true story about the Christmas Truce of 1914 reminds us that countries may have differing ideologies and political beliefs which cause conflicts, yet people, as individuals, find commonalities making them seek peaceful connections with one another.

“The soldiers of 1914 remind us of the choice we all can make: we can see others as humans who matter like we matter – even when they’re our enemies. They also show us what can happen when we make that choice: enemies can become friends and, at least for a moment, there is peace” (Arbinger Institute, 2017, Section 3). This quote embodies the lesson’s value, because it brings understanding to a personal level – soldiers on the field. First World War soldiers were typically powerless. For instance, as many as 250,000 boys under the age of 18 served in the British army during the First World War. Patriotic fervor, escape from poor conditions or hopes for adventure were motives for joining. Birth certificates were uncommon; war recruiters received money for each sign-on, so boys as young as 14 went to war. In this lesson, students examine First World War background information; analyze the truce’s events, geography, soldiers and memorials. Students are immersed in large numbers of resources including videos, music, photographs, maps, books, articles, newspapers, historians’ perspectives, oral histories, museum archives and the First World War soldiers’ original letters that help reveal the story and help students understand underlying feelings of soldiers and their families.

This chapter reports on the “CEO’s-eye-view” of the 1990 financial crisis at Citibank using unique data from CEO John Reed’s private archives. This qualitative analysis sheds light on questions that have perennially plagued executives and intrigued scholars: How do organizations change routines in order to overcome inertia in the face of radical change in the environment? And, specifically, what is the role of the CEO in this process? Inertial behavior in such circumstances has been attributed to ingrained routines that are based on cognitive and motivational truces. Routines are performed because organizational participants find them to cohere to a particular cognitive frame about what should be done (the cognitive dimension) and to resolve conflicts about what gets rewarded or sanctioned (the motivational dimension). The notion of a “truce” explains how routines are “routinely” activated. Routines are inertial because the dissolution of the truce would be inconsistent with frames held by organizational participants and fraught with the risk of unleashing unmanageable conflict among interests in the organization. Thus, the challenge for the CEO in making intended change is both to break the existing truce and to remake a new one. In this study, I uncover how the existing organizational truce led to the crisis at Citibank, why Reed’s initial attempts to respond failed, and how he ultimately found ways to break out of the old truce and establish new routines that helped the bank survive. These findings offer insight into the cognitive and motivational microfoundations of macro theories about organizational response to radical change.

This study aims to contribute to routine dynamics literature and organization process practices. The main objective is to identify different ways organizational members (re)construct truces at the boundaries of budgeting routines where (re)plannings face scarce resources and, consequently, require modifications in routines.

The research adopted the phenomenographic theoretical-methodological approach to investigate from a process perspective. Twenty-two professionals from 17 companies were interviewed about their experiences with budgeting. Three conceptions and six explanatory dimensions were organized systematically on a conceptual map, which provided insights for three new propositions.

Three conceptions about truce (re)construction were found: “authority subjection” denotes an obedient behavior toward centralized orders for budget cuttings; “prudent assimilation” explains how some specific routines are preserved from resource reduction; and “participatory interactions” stand for exhaustive and participative efforts for negotiations beyond routine frontiers. Three theoretical propositions are also presented: “awareness of systemic complexity” may strengthen arguments for negotiations; “team’s collective configuration of relationship networks” reinforces collective attributes; and “social-based learning” may be developed through truce (re)construction.

Jorgüen Sandberg, who brought the phenomenographic approach to Organization Studies in 2000, stances that it is not assured that conceptions cover all varied forms of the phenomenon.

Implementing these findings in organizations may improve commitment to ecology of routines and decentralized decisions with a sense of responsibility for financial plans.

This study encourages transparency and ideas for cost-efficient resource use.

This study provides advance knowledge about truce in routines while encompassing its ecology.

The purpose of this paper is to investigate whether the political setting (civil war versus temporary truce) in a country has an influence on firms' current narrative, visual, and numerical intellectual capital disclosure being included in the current market value of equity.

Using content analysis for data generation, this study identifies narrative, visual, and numerical intellectual capital disclosure in firms' annual reports. Financial data were obtained from firms' annual reports and the stock exchange. Fixed effect panel regression was conducted separately for the civil war period and temporary truce period.

The paper finds that during the period entirely beset by civil war, the current market value of equity includes net book value and current earnings only, and does not include narrative, visual, or numerical intellectual capital disclosure. During the period of temporary truce, the current market value of equity includes net book value, current earnings, and narrative disclosure, but not visual or numerical intellectual capital disclosure.

The findings provide insights into the effectiveness of disclosure strategies in politically unstable environments.

This study analyses the disclosure strategies in a civil war and temporary truce context.

Narrow, managerially centered notions of organizational culture remain hegemonic, marginalizing richer, anthropological approaches as well as efforts to understand how the beliefs and practices of organizations are fundamentally shaped by the wider societal dynamics within which they are embedded. In this paper, the authors draw upon recent efforts to explore the interface of scholarship on practice and the institutional logics perspective to highlight the utility of a practice-driven institutional approach to the study of organizational culture that brings society back in. Empirically, the authors present a longitudinal case study of a Chinese private enterprise, and analyze how the unfolding dynamics of a strong community logic increasingly affected by a rising market logic, shaped the formation of political coalitions internally and externally as organizational members aimed to maintain truces between the push and pull of logics over a period of 22 years. Through an analysis of seven episodes that we conceptualize as “cultural encounters,” the authors find that a combination of compartmentalization and overall integration of logics contributes to provisional truces, and that people in the same cohort who share common geographic socialization are more likely to form allies. Our aim is to encourage future scholars to study how societal beliefs and practices work their way into organizations in a variety of explicit as well as more mundane, hidden ways.