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Many organizations and their members devote extensive resources to promoting themselves and being known to others. However, not all organizations want or need their identity to be recognized and not all organizational members want to have their membership or affiliation known by at least certain audiences. As we consider secret societies, anonymous support programs, hate groups, terrorist cells, covert military units, organized crime, gangs, parts of the underground economy, front organizations, stigmatized businesses, and even certain hidden enterprises tucked away in quiet office parks, we have to question what we think we know about the identity goals of organizations and their members. This book offers a framework for thinking about how a wide range of organizations and their members communicate their identity to relevant audiences. Considering the degree to which organizations strategically make themselves visible, the extent to which members express their identification with the organization, and whether the relevant audience is more mass/public or local, we can describe various “regions” in which these collectives reside-ranging from transparent and shaded to more shadowed and dark. Importantly, organizations operating in these spaces differ in how they and their members communicate identity to others. The perspective offered here helps draw attention to more shaded, shadowed, and dark collectives as important organizations in the contemporary landscape.

Green growth promises to transform climate change mitigation from a problem to an economic sure thing. By making investment in energy efficiency and low-emissions energy the foundation of a new industrial revolution, green growth promises to relieve the intractable conflict between high-carbon losers and low-carbon winners. This book addresses the challenges and opportunities for green growth. Advocates for green growth have yet to show how investments in emissions reduction translate into improvements in economic productivity. As the first half of this book illustrates, most green growth successes so far face limits to their ability to generate sustained economic improvement. We propose that real green growth must focus on how a low-carbon energy systems transformation will create growth in the broader economy. Previous transformations, in coal, oil, or electricity, drove growth primarily via the new kinds of production they made possible in the economy writ large. Whether low-carbon energy may do the same remains unclear. The second half addresses how we might discover these transformative gains. We introduce the idea of a “green spiral”, in which early policy action creates supportive constituencies with an economic stake in further progress towards a low-emissions energy system. Country case studies illustrate the potential for this feedback loop to operate in different national contexts. With this action occurring despite little progress on a global climate deal, we conclude that an international climate change treaty may be the product, not the start, of effective national action on emissions reduction.

This book describes the results of a six-year ethnographic research project on Wikipedia. It explains how Wikipedia's theoretically ahierarchical system may increase Wikipedians’ perception of inequality in practice and how hierarchy is enacted through community elections. Although Wikipedia is sometimes portrayed as collaborative and peaceful, it often breaks into conflicts and disputes. The book describes how the gradual increase in editing participation determines its attractiveness, addictiveness, and, ultimately, its level of conflict. The seemingly chaotic organization of cooperation on Wikipedia is actually susceptible to tight control through observation of all behaviors, the participants’ structured discourse, and procedures. Nonetheless, organizational control, so strict in other aspects, is more lenient on Wikipedia than in other types of organizations in terms of credential checks, as a result of a transformation of interpersonal trust and of trust in procedures. The lack of recognition of real-world credentials and formal authority helps sustain the Wikipedia community, by both allowing for alternative authority-building patterns and negating the real-world knowledge structures. The book studies the internal composition of the Wikimedia movement and describes how it is influenced by increasing professionalization. Finally, it reviews the evolution of Jimmy Wales's leadership of Wikipedia and explains how open-collaboration communities require congruence in terms of their organizational leadership model (authoritative or egalitarian) and the exercise of leadership power (direct and interventionist or general and visionary).

The anthrax attacks of 2001 provoked deep concern and urgency among U.S. security elites regarding bioterrorism. Coming after 9/11 and followed by the successive menace of West Nile virus, SARS, avian influenza, and most recently Ebola these events prompted the federal government to pursue an aggressive new biodefense agenda. Even given the purported menace of bio-catastrophe, however, the new federal risk management plans stirred controversy. Community at Risk provides a comparative view of that controversy as it ensued in three communities where universities sought to host and manage National Biocontainment Laboratories (NBL) on behalf of the federal government. NBLs are a cornerstone of federal biodefense plans; they are ultrasecure laboratories where research on the most dangerous diseases can be conducted and microbiological and biomedical applications can be rapidly developed and deployed. By comparing community responses, the book highlights the role that local civic political dynamics play in defining what is at stake and perceptions of acceptable and unacceptable risk. It explains the civic politics of risk as rooted in locally shared governance conventions, politicized relations, and resonant virtues that clustered in each community context as a prevailing civics and discourse. In one community, the prevailing civics and discourse helped to ease locals toward acceptance, while in the other two communities, they helped to intensify skepticism and risk dispute. Through comparative analysis, the book shows why societal attempts to manage risk require greater attention to the local level where public understanding is often forged and political engagement arises and unfolds.

This book rediscovers lost sources in the work of Mary Parker Follett and Chester Barnard, providing a foundation for management as a unique and coherent discipline. It begins by explaining that research universities, and the management field in particular, have splintered into smaller and less related parts. It then recovers a lost tradition of integrating management and the humanities, exploring ways of building on this convention to advance the unique art and science of business. By way of Follett and Barnard's work, the book demonstrates how the shared values, purposes, and customs of management and the humanities can be used to build an enterprise that will help to meet the challenges of business today. Igniting approaches to management that build on humanistic traditions is the ultimate goal of this book. Therefore, the text ends with two experiments—one in the classroom and one with a business executive—that take up this call and offer a perspective on where management must go next.

This book describes how commercial ventures in creative industries have cultural impact. Since royal patronage of arts ended, firms in the creative industries, working within the market mechanism, have been responsible for the production and distribution of the cultural goods—art, books, films, fashion, and music—that enrich our lives. This book counters the popular perception that this marriage of art and business is a necessary evil, proposing instead that entrepreneurs who introduce radically new cultural works to the market must bring about a change in society’s beliefs about what is appropriate and valuable to encourage consumption of these goods. In so doing, these pioneer entrepreneurs change minds, not just lives; the seeds of cultural change are embedded in the world of commerce. Building on theories of value construction and cultural production, integrated with field research on pioneer firms (like Chanel and the Sundance Institute) and new market categories (like modern art and high fashion in India), the author develops conceptual frameworks that explain the structure and functioning of creative industries. Through a systematic exposition of the roles and functions of the players in this space—creators, producers, and intermediaries—the book proposes a new way to understand the relationship among markets, entrepreneurship, and culture. Khaire also discusses challenges inherent in being entrepreneurial in the creative industries, paying special attention to the implications of digitalization and globalization, and suggests prescriptive directions for individuals and firms wishing to balance pecuniary motivations with cultural convictions in this rapidly changing world.

Latin Americans are culturally different from North Americans in ways that so far have been inaccurately portrayed in the management literature. This book argues that these differences merit a substantial overhaul of management theory and practice to make the best of the significantly untapped Latin American potential for creativity, innovation, and teamwork. This applies in organizations with North American ownership and management, whether they are based in the U.S. or Latin America. The book explains why the use of traditional North American research methods to capture cultural traits in the multi-cultural workforce is inappropriate. This practice produces a false picture of the cultural attributes and capabilities of Latin American managers and key staff. And this, in turn, leads to serious shortcomings in the development of appropriate motivation and leadership strategies and of appraisal and control instruments. Rather than relying on standardized surveys for measuring cultural attributes to underpin and develop such strategies and tools, the book suggests that managers look to the arts—particularly literature and cinema—for a richer and more useful alternative. It illustrates its points by reference to literary icons such as Argentina's Martin Fierro, Brazil's Macunaima, and America's Captain Ahab. The book uses a variety of case studies to demonstrate what we can learn from these iconographic characters and what we can expect of each other when we apply these lessons—whether we are leading, following, or working in self-directed teams.

This book explores a mostly untapped resource on college campuses—the leadership potential of staff and faculty at all levels—and contributes to the growing tradition of giving voice to grassroots leaders, offering a unique contribution by honing in on leadership in educational settings. In an increasingly corporatized environment, grassroots leadership can provide a balance to the prestige and revenue-seeking impulses of campus leaders, act as a conscience for institutional operations with greater integrity, create changes related to the teaching and learning core, build greater equity, improve relationships among campus stakeholders, and enhance the student experience. The text documents the stories of grassroots leaders, including the motivation and background of these “bottom up” beacons, the tactics and strategies they use, the obstacles they overcome, and the ways they navigate power and join with formal authority. This investigation also showcases how grassroots leaders in institutional settings, particularly more marginalized groups, can face significant backlash. While we like to believe that organizations are civil and humane, the stories in this book demonstrate a dark side with which we must reckon. The book ends with a discussion of the future of leadership on college campuses, examining the possibilities for shared and collaborative forms of leadership and governance.

What must human agents know about what other humans – with whom they are connected – know, in order for the resulting web of ties among them to function as a social network? The explanatory success of social network theories depends critically on assumptions about what agents know, what they know about what other agents with whom they are connected know, and the extent to which they trust what they and the others know. This book develops a method for representing these states of knowledge, awareness, ignorance, etc., jointly, epistemic states, and the epistemic ties connecting the epistemic states of agents in a social network to one another. What each agent knows of and about the others and their knowledge comprise an epistemic network, more compactly, epinet, a symbolic representation of the epistemic glue that underlies and shapes the interactions within a social network. The study of epinets permits development of new theory about the structure and dynamics of social networks, as well as of more precise measurement instruments and techniques for testing and validating the theory. The result is a toolkit for modeling, measuring, and manipulating the epistemic structures underlying human interaction in ways that are as accessible to social network analysts as they are engaging to logicians and epistemic game theorists.

Evaluation—whether called by this name, quality assurance, audit, accreditation, or others—is an important social activity. Any public or private organization that “lives in public” must now evaluate its activities, be evaluated by others, or evaluate others. What are the origins of this wave of evaluation? And, what worthwhile results emerge from it? This book argues that if we want to understand many of the norms, values, and expectations that we, sometimes unknowingly, bring to evaluation, we should explore how evaluation is demanded, formatted, and shaped by the two great principles of social order: “organization” and “society.” With this understanding, we can more conscientiously participate in evaluation processes; better position ourselves to understand many of the mysteries, tensions, and paradoxes in evaluation; and most effectively use evaluation. After exploring the sociology and organization of evaluation in this landmark work, the book concludes by discussing issues that are critical for the future of evaluation—as a discipline and a societal norm.

This book traces the emergence and growth of the Israeli hi-tech sector to provide a new understanding of industry evolution. In the case of Israel, the chapters here reveal how the hi-tech sector built an entrepreneurial culture with a capacity to disseminate intergenerational knowledge of how to found new ventures, as well as an intricate network of support for new firms. Following the evolution of this industry from embryonic to mature, the chapters develop a genealogical approach that relies on looking at the sector in the way that one might consider a family tree. The principles of this genealogical analysis enable them to draw attention to the dynamics of industry evolution, while relating the effects of the parent companies' initial conditions to their respective corporate genealogies and imprinting potential. The text suggests that genealogical evolution is a key mechanism for understanding the rate and extent of founding new organizations, comparable to factors such as opportunity structures, capabilities, and geographic clusters.

The Fountain of Knowledge analyzes two world-renowned universities, their investment in technology commercialization, and the outcome of this contribution in their local economies. This book has three main arguments. First, the way in which a university goes about improving its technology-transfer capability matters. Conducting a focused and thoughtful comprehensive change that includes all sections of the university will improve commercialization. Second, by choosing a particular path of change, the university also changes its role and its ability to contribute to the region. Third, not all changes will positively affect the local economy.

This book uses telecommunications policy as a window to examine major contradictions in China's growth as an economic and political superpower. While China policy analysts wonder why the government occasionally restrains growth and raises prices, technologists marvel at how the telecommunications industry continues to grow enormously despite constraints and unpredictability in the market. Frustration is pervasive in the business environment, where regulations are constantly changing. This book provides six policy-focused case studies, each centered on a question with implications for telecom stakeholders, such as: Who is the regulator? Who are the regulated? Which foreigners can enter China, thereby regulating wholesale prices, setting consumer prices, and introducing Internet and innovative technologies? These cases explain the government's liberal and conservative approach toward reform, the policies that both promote and constrain business, and the major hurdles that lie ahead in telecommunications reform.

Mobilizing people to pursue action that “gets new things done” depends critically on the effective orchestration of social networks and knowledge sharing. This orchestration is vital to the pursuit of innovation, especially in a world increasingly reliant on collaborative projects that assemble actors with diverse interests, abilities, and knowledge. This book offers a framework—the BKAP innovation model—for conceptualizing how social networks and knowledge sharing combine to influence success for innovation in general, but especially where innovation is not tied to preexisting routines, as in the case of projects where, for example, an entrepreneur launches a new innovation or venture. The BKAP innovation model asserts that innovators exercise brokerage activity (“B”) and knowledge articulation (“KA”) within networks to mobilize action either in support of routine innovation (e.g., new product development) or, increasingly, in support of nonroutine innovation, that is, creative projects (“P”). Brokerage activity employs a combination of three strategic orientations: (1) conduit (or knowledge transfer); (2) tertius gaudens (or bridging while maintaining separation); and (3) tertius iungens (or connecting people, departments, and companies together). Alongside brokering in networks, innovators orchestrate knowledge through knowledge articulation to increase understanding and enlist innovation support. The BKAP model is applied to organizational innovation and other areas as diverse as artistic movements, entrepreneurship, and collective action.

This book is motivated by the simple hope that the cloud of the global financial crisis may yet have a silver lining—that political leaders, economists, and management scholars might seize this opportunity to reflect critically on the assumptions, practices, and infrastructures that have precipitated the crisis and to imagine and create new forms of organization that sustainably enhance the well-being of global stakeholders. The chapters suggest that aesthetic management, high reliability and crisis management, and sustainability science have much to contribute to the resolution of the collapse that we have witnessed, and to providing enduring lessons for how to structure the institutions of the future. This book devotes a section to each of these areas, offering full-length chapters which explore key issues in depth, as well as shorter commentaries that focus on practical considerations. The chapters progress from micro-level issues that pertain to individuals and teams who act creatively; to the meso-level issues that pertain to the structures, practices, and processes; to the macro-level issues that pertain to the interdependent, ecological systems. Together, the chapters emphasize the importance of developing holistic responses to the financial crisis. The result is a volume that casts new light on traditional economic and managerial theories and policies and provides fresh ideas to a new generation of scholars and practitioners.

This book addresses the changing role and responsibilities of large multinational corporations (MNCs) in the global political economy. This cross- and inter-disciplinary work makes innovative connections between current debates and streams of thought, bringing together global justice, human rights, and corporate responsibility. Conceiving of corporate social responsibility (CSR) from this unique perspective, the author takes readers well beyond the limitations of conventional notions, which tend to focus on either beneficence or pure charity. While the call for MNCs' involvement in the solution of global problems has become stronger in recent times, few specifics have been laid down regarding how to hold those institutions accountable in the global arena. This text attempts to work out the normative basis underlying the responsibilities of MNCs—thereby filling a crucial void in the literature and marking a milestone in the CSR debate.

This book examines the ever changing environment within higher education, including the permanent decline in state support for public universities. It raises the question of how research universities can survive with reduced subsidies and increased competition from both non-profit and growing for-profit institutions. The book offers a strategic framework for determining how tuition and access should be set and how universities should decide on quality and program scope. Throughout the text, real-world examples illustrate successful and unsuccessful adoptions of the book's proposals.

High-reliability management of critical infrastructures-the safe and continued provision of electricity, natural gas, telecommunications, transportation, and water-is a social imperative. Loss of service in interconnected critical infrastructure systems (ICISs) after hurricanes, earthquakes, floods, and tsunamis and their delayed large-scale recovery have turned these events into catastrophes. Reliability and Risk reveals a neglected management dimension and provides a new framework for understanding interconnected infrastructures, their potential for cascading failure, and how to improve their reliability and reduce risk of system failure. The book answers two questions: How are modern interconnected infrastructures managed and regulated for reliability? How can policy makers, analysts, managers, and citizenry better promote reliability in interconnected systems whose failures can scarcely be imagined? The current consensus is that the answers lie in better design, technology, and regulation, but the book argues that these have inevitable shortfalls and that it is dangerous to stop there. The framework developed in Reliability and Risk draws from first-of-its-kind research at the infrastructure crossroads of California, the California Delta, in the San Francisco Bay region. The book demonstrates that infrastructure reliability in an interconnected world must be managed by system professionals in real time.

In 1970, the metropolitan areas of Los Angeles and San Francisco had almost identical levels of income per resident. In 2010, the San Francisco Bay Area was almost one third richer than Los Angeles, which had slipped from 4th rank among cities in the United States to 25th. The usual reasons for explaining such change—good or bad luck, different types of immigrants, tax rates, housing costs, and local economic policies, the pool of skilled labor—do not account for why they perform so differently. Instead, the divergence in economic development of major city regions is largely due to the different capacities for organizational change in their firms, networks of people, and networks of leaders. Drawing on economics, sociology, political science, and geography, this book sheds new light on the deep causes of economic development and challenges many conventional notions about it. By studying two regions in unprecedented levels of depth and precision, it develops lessons for the field of economic development studies in general and for urban regions around the world.

Some rather remarkable changes took place in North American business schools between 1945 and 1970, altering the character of these institutions, the possibilities for their future, and the terms of discourse about them. This period represents a minor revolution, during which business schools are reported to have become more academic, more analytic, and more quantitative. This book considers these changes and explores their roots. It traces the origins of this quiet revolution and shows how it shaped discussions about management education, leading to a shift that weakened the place of business cases and experiential knowledge and strengthened support for a concept of professionalism that applied to management. The text considers how the rhetoric of change was organized around three core questions: Should business schools concern themselves primarily with experiential knowledge or with academic knowledge? What vision of managers and management should be reflected by business schools? How should managerial education connect its teaching to some version of reality?