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This chapter focusses on the importance of young people's families and relations outside school. In interviews, a significant number of the young informants from the Danish part of the MaCE project speak of their relationship with parents, siblings, other family members or friends outside school, when they express the crucial role such support or lack thereof have played in relation to their educational experiences. In the final section of the chapter, we argue that when working with children and young people in education, remembering a holistic perspective is of utter importance. Daring to talk with students about their whole personality and extensive experiences, and not just their school identity, seems self-evident, but perhaps too often forgotten.

The purpose of this chapter is to document how a new learning technic may create transformative learning in leadership in an organisational practice.

The learning methods developed in the learning in practice (LIP) project include aesthetic performances combined with reflections. The intention has been to explore how leadership may be transformed, when leaders work as a collective of leaders. The learning methods developed and tested in the LIP project are art-informed learning methods, concepts of liminality and reflection processes carried out in the leaders’ organisational practice.

One of the most important findings in the LIP project in relation to transformative learning is a new learning technique based on guided processes rooted in aesthetic performance combined with reflections and separation of roles as performer and audience. Reflection processes related to aesthetic performance serve as argument for the impact of ‘the audience wheel’.

Leaders who perform and reflect in a collective of leaders can better deal with complex organisational problems and enhance growing of welfare-in-the-making from an inside and out perspective. Moreover, the separation between classroom teaching and practical intervention will diminish when leaders learn aesthetic performance and reflections as a practical technique.

This chapter provides a current and changing demographic profile of academic librarians working in a research library that is a member of the Canadian Association of Research Libraries (CARL). Also examined is the changing mix of librarian and other professional staff. The profile is derived from the wealth of data generated from the 8Rs Studies, conducted in 2003–2004 and 2013–2014, respectively. The results show that the retirement and recruitment of librarians, alongside the restructuring of some roles and the attrition of others, have resulted in a noteworthy turnover of CARL library staff and a slightly larger, younger, more diverse, and more highly educated librarian workforce.

The chapter aims to bring out the dynamic nature or hierarchy in organizations and presents a conceptual framework for making sense of hierarchy in contemporary work. We describe hierarchy as the result of a contradictory dynamic that incorporates both vertical and horizontal practices of organizing. The vertical practice, verticalization, draws on and reproduces the formal organization, whereas the horizontal practice, horizontalization, orders people on the basis of their knowledge and initiatives. The dynamic between these two practices varies, we argue, depending on the social and epistemic distance of formal managers' from the operative work process. Three different dynamics between verticalization and horizontalization – loose coupling, translation, and integration – are identified and illustrated, drawing on three ethnographically inspired studies of knowledge work. Through these three dynamics, the chapter casts light on and provides nuances to the current discussion in the literature on postbureaucracy.

During the last years of his life, the mathematician Karl Menger worked on a biography of his father, the economist and founder of the Austrian School of Economics, Carl Menger. The younger Menger never finished the work. While working in the Menger collections at Duke University’s David M. Rubenstein Rare Book and Manuscript Library, we discovered draft chapters of the biography, a valuable source of information given that relatively little is known about Carl Menger’s life nearly a hundred years after his death. The unfinished biography covers Carl Menger’s family background and his life through early 1889. In this chapter, the authors discuss the biography and the most valuable new insights it provides into Carl Menger’s life, including Carl Menger’s family, his childhood, his student years, his time working as a journalist and newspaper editor, his early scientific career, and his relationship with Crown Prince Rudolf.

This chapter examines jury nullification, through which American juries refuse to convict criminal defendants in the face of overwhelming evidence of guilt to express disapproval of specific criminal laws or of their application to particular defendants, through the political theory of Carl Schmitt. It distinguishes liberal components of American jurisprudence, especially the rule of law, from democratic sovereignty, and shows how the two are in deep tension with one another. In light of this tension it argues that jury nullification amounts to democratic sovereignty applied counter to the liberal state in a way that paradoxically upholds individual liberty.

In this chapter, we explore the impact of socioemotional and financial wealth on the resource management of family firms. We use MoDo, a Swedish pulp and paper firm, covering three generations of owner-managers from 1873 to 1991, to grasp the shifting emphases on socioemotional and financial wealth in the management of the company. Identifying four strategic issues of decisive importance for the development of MoDo, we analyze the organizational values that guided the management of these issues. We propose that financial and socioemotional wealth stand for two different rationalities that infuse organizational values. The MoDo case illustrates how these rationalities go hand in hand for extended periods of time, safeguarding both financial success and socioemotional endowments. However, in a situation where the rationalities are no longer in line with the development of the industry context, the conflict arising between the two rationalities may have fatal consequences for the firm in question.