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The twofold aim of this theory-building article is to raise questions about the ability of queer cinema to transform market culture and ideologies around gender and sexuality. First, the authors examine how the very capitalization of queer signifiers may compromise the dominant order from within. Second, the authors address how brands possibly can draw on these signifiers to project authenticity.

Through visual methods of film criticism and the semiotic analysis of three films (Moonlight, Call Me By Your Name and Portrait of a Lady on Fire), the authors outline some profound narrative tensions addressed by movie makers seeking to give an authentic voice to queer lives.

Brands can tap into these narrative attempts at “seeing the invisible” to signify authenticity. False sublation, i.e. the “catch-22” of commodifying the queer imaginaries one seeks to represent, follows from a Marcusean analysis.

In more practical terms, “seeing the invisible” is proposed as a cultural branding technique. To be felicitous, one has to circumvent three narrative traditions: pathologization, rationalization and trivialization.

In contrast to Marcuse's pessimist view emphasizing its affirmative aspects, the authors conclude that such commodification in the long term may have transformative effects on the dominant ideology. This is because even if something is banished to the realm of imagination, e.g. through aesthetic semblance, it can still be enacted in real life.

Detrimental impacts on social and ecological well-being of excessive fashion consumption and production practices are posing threats on future generations. Therefore, the need for sustainable solutions and endorsing them through social marketing efforts is more urgent than ever. From the consumption angle, this study aims to explore the driving forces behind consumers’ restless desire for the new and the growing need to consume sustainably.

This paper is conceptual in nature, and through a review of the literature in fashion, consumer, sustainability and social marketing studies, it examines why consumer desire for the new is so profound and how it conflicts with sustainability goals of the fashions industry. With a macrosocial approach, it reveals how multiple constituents of the fashion system can contribute toward sustainability goals.

This study explains consumers’ psychological and social needs driving their restless desire for the new and the role of fast fashion companies fuelling this desire. It also discusses the consequences of excessive fashion consumption and presents social marketing solutions at micro, meso and macro levels with upstream and downstream effects toward sustainability goals.

Considering the increasing consciousness about the negative impacts of excessive fashion consumption, this study suggests both practical and social implications that are associated with multiple stakeholders including consumers, fashion companies and public policymakers.

This study reveals in detail the challenges and potential social marketing solutions at micro, meso and macro levels, concerning the conflict between consumers’ restless desire for the new and the pressing need to consume more sustainably.

This study explores how a hospital works, which is important for further enhancing hospital performance. Following the introduction of a Hospital Planning Centre (HPC), changes are explored in a hospital in terms of integration (the coordination and alignment of tasks), differentiation (the extent to which tasks are segmented into subsystems), rules, coordination mechanisms and hospital performance.

A case study was conducted examining the hospital’s social network, rules, coordination mechanisms and performance both before and after the introduction of the HPC. All planning and execution tasks for surgery patients were studied using a naturalistic inquiry and mixed-method approach.

After the introduction of the HPC, the overall network structure and coordination mechanisms and coordination mechanisms remained largely the same. Integration and certain rules changed for specific planning tasks. Differentiation based on medical discipline remained. The number of local rules decreased and hospital-wide rules increased, and these remained largely in people’s minds. Coordination mechanisms remained largely unchanged, primarily involving mutual adjustment and standardization of work both before and after the introduction of the HPC. Overall, the hospital’s performance did not change substantially. The findings suggest that integration seems to “emerge” instead of being designed. Hospitals could benefit, we argue, from a more conscious system-wide approach that includes collective learning and information sharing.

This exploratory study provides in-depth insight into how a hospital works, yielding important knowledge for further research and the enhancement of hospital performance.