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There are many cases where top management either missed or almost missed detecting or interpreting a major change in the environment that might have led them to a major setback. We propose a model of sensing in hierarchical organizations that describes a sequence of sensing and detecting changes in the environment, followed by successive stages of perception, interpretation, and finally action. We model an organization as a complex signal detection system, where the flow of information among members of the organization is constrained by two elements: the structure of the organization, which is defined by who reports to whom, and the attentional and cognitive limitations of the individuals. We infer the probability of sensing over time for different levels of environmental shocks and different organizational structures. By focusing on the (un)reliability of sensing and the information flow in different organizational structures, we are able to provide preliminary analysis of the trade-offs among cognitive limitations, speed of detection, modes of information flow, and the resulting performance measure of delay, false-alarms, and true detections.

Theorists within and outside LIS observe that neither information nor experience is usefully conceived as stable entities. This chapter focuses instead on experiencing and considers how people respond interactively within situations in flux, using that perspective to explore sense making. Methodologically guided by Dervin, ethnomethodology and practice theory, I spent two years participating in online discussion groups where people discussed experiences of kidney failure. I use content analysis of textual interactions to demonstrate the centrality of experiences in the discussions, followed by thematic analysis to explore why experiencing appeared to be central to sense making. I found that contributors described active and reactive responses to environments, in which emotions, understanding and other forms of experiencing forged and ‘mangled’ each other, processes which I interpret using metaphors from practice theory. These iterative processes, though painful at times, apparently kept contributors’ understandings connected to their experiences of reality. Therefore this chapter extends understandings of the centrality of experiential and embodied aspects of sense making, while also addressing problems with using static metaphors and methods to explore dynamic processes.

This chapter offers a dynamic model of authentic leadership that links authentic leadership to situational leadership theory and shows how dynamics in the academic environment, one of the most difficult settings that leaders face, can be addressed. Kindsiko and Vadi detail the concept of situational authenticity, which reveals how authentic leadership takes place via forms of sensing – sense-giving, sense-making, sense-breaking and sense-keeping – in work-related situations. The authors highlight questions for future research: Is sensing the key to success? Are situational ethics valid if they adapt to evolving circumstances? Are situational ethics, in effect, just another way of expressing relativism? If so, can that be reconciled with authentic leadership theory?

Purpose – The purpose of this chapter is to differentiate between a sociology of the body and an embodied sociology, prior to considering what this might mean in methodological terms for those wishing to conduct research into the senses and the sensorium in sport and physical culture.

Design/methodology/approach – The approach taken involves reviewing the work of those who have already engaged with the senses in sport and physical culture in order to highlight an important methodological challenge. This revolves around how researchers might seek to gain access to the senses of others and explore the sensorium in action. To illustrate how this challenge can be addressed, a number of studies that have utilised visual technologies in combination with interviews are examined and the potential this approach has in seeking the senses is considered.

Findings – The findings confirm the interview as a multi-sensory event and the potential of visual technologies to provide access to the range of senses involved in sport and physical culture activities.

Research limitations/implications – The limitations of traditional forms of inquiry and representational genres for both seeking the senses and communicating these to a range of different audiences are highlighted and alternatives are suggested.

Originality/value – The chapter's originality lies in its portrayal of unacknowledged potentialities for seeking the senses using standard methodologies, and how these might be developed further, in creative combination with more novel approaches, as part of a future shift towards more sensuous forms of scholarship in sport and physical culture.

The national core curriculum is renewed in Finland approximately every ten years, the most recent one being 2016. The core curriculum sets the general goals, providing the foundation for district- and school level curriculum development work (Finnish National Board of Education, 2016). The messages from transnational educational policy (e.g. OECD) are apparent in the core curriculum. However, districts, schools and teachers are highly autonomous in upholding, resourcing and deciding about the curriculum making at the local sites of activity. Accordingly, the curriculum making relies heavily on shared sense-making as a tool for cultivating transformative learning throughout the educational system. The chapter draws on the results of the national “School Matters” research project (2014-2018), to provide the meta-analysis of the sense-making in national curriculum making. Results suggested that the shared sense-making focused on engaging educational practitioners in learning at all layers of the system. However, the means for facilitating shared sense-making between the different layers of the system and curriculum was perceived to be less coherent by the stakeholders at the district and school level, than at the state level. This implies that the educational providers should not only be involved in co-creation of the aims, contents and values of the curriculum document, but also in designing novel and ecologically valid ways for orchestrating the complex and dynamic curriculum making.

Brand-name pharmaceutical companies have engaged in a variety of business conduct that has increased price. One of these activities involves “product hopping,” or brand switches from one version of a drug to another. The antitrust analysis of product hopping implicates antitrust law, patent law, the Hatch–Waxman Act, and state drug product selection laws, as well as uniquely complicated markets characterized by buyers different from decision makers. As a result, courts have offered inconsistent approaches to product hopping.

In this chapter, we offer a framework that courts and government enforcers can employ to analyze product hopping. The framework is the first to incorporate the characteristics of the pharmaceutical industry. It defines a “product hop” to include instances in which the manufacturer (1) reformulates the product to make the generic nonsubstitutable and (2) encourages doctors to write prescriptions for the reformulated rather than the original product.

When the conduct meets both requirements, our framework offers two stages of analysis. First, we propose two safe harbors to ensure that the vast majority of reformulations will not face antitrust review. Second, the framework examines whether the hop passes the “no-economic-sense” test, determining if the behavior would make economic sense if the hop did not have the effect of impairing generic competition. Showing just how far the courts have veered from justified economic analysis, the test would recommend a different analysis than that used in each of the five product-hopping cases that have been litigated to date, and a different outcome in two of them.

For organizational leaders, managing strategic change is a primary management activity (By, 2005). Reflecting its significance as a management function, there is now a substantial body of literature and many dynamic models and “recipes” advising managers how to lead and implement strategic change. These models present an ordered macro approach to what, in reality, is a highly complex, recursive, and messy process. In this chapter we eschew these neatly packaged change management processes and explore the micro level arguments of leaders as they grapple with the uncertainty of strategic change and seek to give primacy to their sense of the change and related issues. Based on the findings of our extensive micro level study, we present a theoretical model which explains the mechanisms that underpin this important activity.