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Based upon an analysis of 30 historic narrative accounts of mutinies, Coye, Murphy, and Spencer recently extended voice theory to clarify the ontological status of the concept of upward defiance. The purpose of this article is to extend the framework of Coye et al. and illustrate the process of escalation towards hostility to offer practicing managers guidance on appropriate steps to interrupt the extreme escalation of member resistance.

The authors examined the significant historical insurrection within the 1921 Battle of Blair Mountain. With the case of the Blair Mountain War, the historical record provides ample narrative data for a textual, interpretive, pseudo‐ethnographical analysis.

The examination of the Battle of Blair Mountain provides additional support for the upward organizational defiance framework proposed by Coye, Murphy, and Spencer. In addition, the authors have extended the theoretical upward defiance framework to account for the escalation of constructive to destructive forms of voice towards mutiny to reveal managerial actions and attitudes to mitigate follower defiance.

The common limitation to any historic case study is one of generalizability, although it often useful to accept the trade‐off between limited generalizability and the potential discernment associated with the methodology.

The paper investigates a mutiny outside of a maritime setting to offer support for Coye et al.’s conceptual framework, extend that framework in a manner more consistent with organizational practice, and offer guidance to practitioners.

Considering that corporate social responsibility (CSR) addresses a wide range of claims from multiple stakeholders, companies must determine their CSR scope. This paper aims to examine what factors influence a firm’s decision in its scope of CSR. In exploring what factors influence CSR scope, the authors examine the relationship between a firm’s prosocial orientation and CSR and further examine its boundary conditions by the existence of CSR department.

This study uses a data set – the Social Value Survey – administered by the Center for Social Value Enhancement Studies based in the context of Korean firms. Based on 86 firm responses, statistical models were performed to test hypotheses.

The findings show that a firm’s prosocial orientation is positively associated with CSR scope. Further, this study shows that there is a negative moderating effect of the CSR department for the relationship between the prosocial orientation and CSR scope.

This study attempts to contribute to the extensive line of work on the antecedents of CSR by exploring the simultaneous existence of various drivers of CSR and the interplay between the drivers. And this study enhances the understanding on what factors influence the decision of CSR scope within a complex system of diverse stakeholder relationships. Additionally, this study has potentially shed light on the role of CSR departments to determine CSR scope.

Film provides an alternative medium for assessing our interpretations of cultural icons. This selective list looks at the film and video sources for information on and interpretations of the life of Woody Guthrie.

The customer order decoupling point (CODP) concept addresses the issue of customer engagement in the manufacturing process. This has traditionally been applied to material flows, but has more recently been applied to engineering activities. This later subject becomes of particular importance to companies operating in “engineer-to-order” (ETO) supply chains, where each order is potentially unique. Existing conceptualisations of ETO are too generic for practical purposes, so there is a need to better understand order penetration in the context of engineering activities, especially design. Hence, the purpose of this paper is to address the question “how do customer penetration concepts apply to engineering design activities?”

A collaborative form of inquiry is adopted, whereby academics and practitioners co-operated to develop a conceptual framework. Within this overarching research design, a focus group of senior practitioners and multiple case studies principally from complex civil and structural engineering as well as scientific equipment projects are used to explore the framework.

The framework results in a classification of nine potential engineering subclasses, and insight is given into order penetration points, major uncertainties and enablers via the case studies. Focus group findings indicate that different managerial approaches are needed across subclasses.

The findings give insight for companies that engage directly with customers on a one-to-one basis, outlining the extent of customer penetration in engineering activities, associated operational strategies and choices regarding the co-creation of products with customers. Care should be taken in generalising beyond the sectors addressed in the study.

The paper refines the definition of the ETO concept, and gives a more complete understanding of customer penetration concepts. It provides a comprehensive reconceptualization of the ETO category, supported by exploratory empirical research.