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A central tension in routine dynamics is the paradox of the [n]ever-changing world: how can we consider each routine performance as unique, when it is simultaneously a recognizable variant of the behavior from the past? Emergent from this paradox is the question of how we can consider routines to be the “same” over time, even as they change. Organizational traditions, which often persist over decades, present a potentially informative case of this paradox as their core rituals are simultaneously recognizable and recognizably in significant flux over the long-term. In this paper, the author draws on a case history of “the Unicorn,” a tradition at a US summer camp that began as a quiet activity for a few children in 1985 and by 2017 had become a weekly spectacle witnessed by hundreds of campers. By drawing on routine dynamics and tradition literatures, the author shows how action visibility and influence by different organizational constituencies over time slowly enabled these changes. This longer-term lens helps illuminate the under-researched, mutually constitutive relationship between routines and traditions, and their long-term dynamics.

Organisations increasingly rely on professional interim managers (PIMs), i.e. independent contractors who perform managerial work. These managers, who are usually very experienced and skilled, could help organisations drastically improve their performance. However, research has found that they often fail to do so, indicating that PIMs face unique on-the-job challenges that challenge their capability to be effective managers. In the study reported in this paper, I explored PIMs’ on-the-job challenges and how they overcome them. To better understand the various on-the-job challenges, I developed the concept of the liability of outsiderness.

I applied an exploratory approach and conducted 32 interviews with 21 PIMs.

I uncovered three on-the-job challenges common and unique to PIMs – communicating the contract status and contract period, being quick off the mark and attaining power – and the ways they overcome these challenges.

This paper reports findings and theory that provide several valuable guidelines for practitioners involved with interim management.

Interim management has received little scholarly attention despite its increasing relevance. Empirical research, particularly on PIMs in executive positions, is lacking. This leaves us with little evidence to base our theories and guidelines for interim management. The study reported in this paper adds novel insights to an under-researched but important field of management. The study also introduces the liability of outsiderness concept, which holds much promise for future studies of interim management.

This case was researched using publicly available sources, including Mercury Systems financial filings and press releases, news stories about the seasoned equity offering, financial information from Bloomberg and industry information from IBISWorld Industry Reports and articles related to seasoned/secondary equity offerings, intangible asset valuation and the use of revolving lines of credit. Quotes are taken from Mercury financial reports and press releases and express the (optimistic) opinions of company executives.

Mercury Systems, a technology company in the aerospace and defense industry, announced a six million share seasoned stock offering in June 2019. This resulted in a 6% stock price decrease. A stock price decrease is a typical event when a firm announces the issuance of new common shares, but with Mercury Systems, there were concerns about how much money the firm needed to fund its strategy of growth through acquisitions. If internally generated funds were not sufficient, should the firm issue debt or have another seasoned equity issue? Students will look at the objectives and success of the most recent seasoned equity issue, determine future funds needs and how the firm should finance these needs.

This case is appropriate for undergraduate and graduate students in corporate finance electives. Typically, topics such as seasoned equity offerings are not covered in introductory courses, so this is recommended for finance electives. Even in advanced finance courses, sometimes there is insufficient time to cover seasoned equity offerings.

The purpose of this study was to development of a new chocolate-flavored powdered food supplement enriched with mesquite pod flour, oak extract and agave fructans, with proper sensory characteristics as well as its physicochemical and glycemic quality.

A powdered shake was formulated using experimental design (23) with mesquite (Prosopis laevigata) pod flour, oak (Quercus convallata) extracts, nonalkalinized cocoa, agave fructans, milk protein and xanthan gum. Sensory analysis (choice profile method, ranking test, focus group, quantitative descriptive analysis), moisture, ash, fiber, protein and lipids, pH, color, wettability, dispersibility and rheological tests were done. Phenolic profiling analysis to samples was done by ultraperformance liquid chromatography coupled to photodiode array detection and electrospray ionization tandem mass spectrometry, antioxidant activity was measured by 2,2’-Azino-bis(3-ethylbenzothiazoline-6-sulfonic acid) diammonium salt radical cation, ferric reducing antioxidant power and oxygen radical absorbance capacity, glycemic index (GI) and glycemic load were evaluated.

The main sensory attributes in the powders were chocolate, bitter, astringent, grass/linseed flavors (p < 0.05). The product has protein [66.9%], carbohydrates [22.0%], lipids [1.6%], ash [2.7%] and moisture [6.8%], with wettability (23 s), and dispersibility of 77.9%. Catechin, epicatechin, gallocatechin, procyanidin B2, chlorogenic, coumaric and ferulic acids were identified. GI and caloric load not show differences between men (73.3±2.4, 4.4±0.1) and women (67.0±2.1, 4.1±0.1) (p > 0.05).

The use of mesquite pods, oak and agave fructans in powder food supplement is an alternative to obtain a product high in protein, with good sensory properties, antioxidant activity and moderate GI.

The current inquiry advances the public relations field and practice in several ways. First, this research addresses a clear gap in research on subjective well-being, specifically among PR professionals across career stages and generations. Second, the findings reveal important generational similarities and differences in how PR practitioners talk about well-being. This provides an empirical basis for developing tailored, multi-generational approaches to supporting well-being in PR workplaces. Lastly, this research provides practical implications for PR professionals to understand generational perspectives and to implement flexible policies to improve well-being.

The current study explored subjective well-being (SWB) across generations of public relations professionals. Using a qualitative approach, semi-structured interviews were conducted with 12 PR practitioners at various career levels – entry, mid-level and senior.

Analysis revealed several similarities but a key disparity among cohorts. Senior-level professionals specifically reported struggling with work–life balance and the perceived ability to be autonomous, while entry-level professionals expressed commitment to setting boundaries on their time. These findings highlight a need for the PR industry to establish flexible workplace standards that enable employees at different career stages to collaborate and support one another’s well-being.

Our findings will appeal to your readers who seek to cultivate employee subjective well-being and understand generational issues via qualitative methods. By conducting a qualitative study in an understudied area, PR industry leaders and managers can support employee well-being across generations and career stages.

Our study is the first to examine generational dispositions as it relates to SWB across the public relations industry.