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Organizations are confronted with problems and political risks to which they have to respond, presenting a need to develop tools and frames of understanding requisite to do so. In this article, we argue for the necessity of cultivating “political judgment” with a “sense of reality,” especially in the upper echelons of organizations. This article has two objectives: First to highlight how a number of recent interlinked developments within organizational analysis and practice have contributed to weakening judgment and its accompanying “sense of reality.” Second, to (re)introduce some canonical works that, although less in vogue recently, provide both a source of wisdom and frames of understanding that are key to tackling today’s problems. We begin by mapping the context in which the need for the cultivation of political judgment within organizations has arisen: (i) increasing proliferation of political risks and “wicked problems” to which it is expected that organizations adapt and respond; (ii) a wider historical and contemporary context in which the exercise of judgment has been undermined – a result of a combination of economics-inspired styles of theorizing and an associated obsession with metrics. We also explore the nature of “political judgment” and its accompanying “sense of reality” through the work of authors such as Philip Selznick, Max Weber, Chester Barnard, and Isaiah Berlin. We suggest that these authors have a weighty “sense of reality”; are antithetical to “high,” “abstract,” or “axiomatic” theorizing; and have a profound sense of the burden from exercising political judgment in difficult organizational circumstances.

The practical need for understanding and improving team resilience has increased, and more research is needed to provide an evidence-base for guiding organizational practices and policies. In this chapter, the authors highlight what we see as critical challenges and opportunities for advancing the science of team resilience. We focus on conceptual and methodological challenges involved in conducting field-based research on team resilience, as the authors believe field-based research is a particularly critical approach for advancing the science of team resilience. The authors first provide a brief review of recent theoretical work in defining team resilience. Then the authors describe key challenges that must be managed in field studies seeking to refine and capitalize on this critical area of research to provide solutions capable of supporting individual, team, and organizational outcomes. These challenges include defining trajectories of resilient team performance, understanding the consequences of repeated episodes of team resilience, formal specifications of events precipitating resilient team performance, measuring the event appraisal and communication process, and adopting measurement methods with high temporal resolution. Finally, the authors provide directions for future research to address these gaps.

Drawing primarily on the Japanese context, this study aims to highlight this setting to emphasise the potential for tertiary-level self-access language centres to develop lifelong global citizenship, self-reflection and cross-cultural collaboration.

This inquiry calls on the community of practice approach to account for the shared interests motivating lifelong cross-cultural participation, the quality of social engagement between actors, and the material and cognitive tools called upon to realise global citizenship’s shared enterprise.

As argued here, embracing various cultures and inclusive participation can lead to a broader understanding of global citizenship, avoiding narrow-minded views of globalism through shared knowledge and critical practices. Further, self-access provides a cost-effective, technology-mediated alternative to bilateral student mobility, whereby digital community-building occasions cross-cultural practice that may be extended throughout a learner’s life, irrespective of their financial status or place of study.

This study is one of a select few drawing on the community of practice framework within the context of lifelong global citizenship. Nevertheless, such an approach remains primed for future development. With a social constructivist philosophy in view, the authors suggest complementary qualitative research approaches that highlight the socially situated nature of both disciplines.

This opening chapter introduces key debates in relation to informality in policymaking, laying the theoretical and conceptual groundwork for the individual empirical chapters, beginning with a provocation for how informality can alternatively be understood. Through illustrating where gaps in understanding within current literature exist for how informality acquires meaning, and the physical and material relevance for how it manifests across contexts, this chapter introduces the three thematic clusters that thread through the book’s chapters: boundaries, knowledge mastery and networks. In doing so, it briefly positions each chapter in relation to these flexible and overlapping categories, drawing attention to how each chapter presents a different understanding of informality. Key to this chapter is our contention that while informality escapes definition, without binary or fixed conceptualisations of this concept we are better able to take in its fluidity and envisage how it is interwoven in everyday policy work and its human and non-human enactment. Underpinning this contention is a key contribution of this work, a proposition for a re-conceptualising of informality and formality as in|formality. Methodologically, this chapter argues that informality is better ‘shown’ than ‘told’ – and that this can be achieved through interpretive and socio-material approaches woven through disciplines that foreground narrative, ethnographic and creative approaches to research.

This study draws on the Social Process of Leadership (SPL) to identify the necessary behavioural leadership characteristics for trust-building in virtual crisis environments.

The study employs an in-depth qualitative case-study approach that is embedded in local contexts. Multiple sources of data – organisational documents, in-depth qualitative interviews, observational evidence and field notes – were used in the study. Interviews were informed by a purposeful sampling strategy and were semi-structured. This allowed the interviewer to use prompts to follow up with unanticipated issues raised by participants. Thematic analysis was conducted using NVivo.

Three key themes (related to how leaders nurture trust in virtual and crisis contexts) emerged from the data. These relate to nurturing trust by (1) optimising and providing a clear vision through reconfigured and personalised communication structures; (2) minimising uncertainty, optimising and modelling values-based behaviours and (3) enhancing adaptability and performance.

The study extends the applicability of this theoretical approach to remote workplaces. It also contributes to the literature on crisis leadership by showcasing how leaders’ crisis responses based on SPL help organisations navigate disruptions. Limitations regarding the small sample size and the one case study context exist.

Organisations should invest in leadership and resilience and build strong remote/hybrid working models in preparation for future crises.

Despite the growing popularity of SPL, there is limited work on how leaders implement SPL processes to build and maintain trust in virtual workplaces. Furthermore, SPL has not yet been applied in highly disruptive work contexts, like those created by the pandemic.

The aim of the study is to capture consumers' conceptualization of ethnic food and ethnic restaurants, focusing on what it takes for ethnic restaurants to be perceived authentic.

Qualitative research, based on semi-structured in-depth interviews which were transcribed and subjected to inductive thematic analysis.

The findings conceptualize what ethnic food and ethnic-authentic restaurant are, leading to formulating the criteria that authentic ethnic restaurant should meet.

Findings have practical implications for restaurateurs interested in establishing themselves as ethnically authentic and for businesses focusing on ethnic food. This study was based on Israeli-Jewish participants; studies with other populations will contribute to the findings' trustability.

This study provides novel and critical insights into ethnic restaurant managements and to the customer conceptualization of the concept of ethnic authentic, demonstrating it being a multifaceted concept.