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The relationship between musicians and the music industry has often been depicted as a dichotomy between creativity and commerce with musicians conflicted between their roles as artists and their roles as marketers of sound. Recently, marketing researchers have problematized this dichotomy and suggested musicians perceive these roles as inevitable and indivisible. However, the processes of how musicians market their sound to the industry gatekeepers remain unclear. This study seeks to find the key industry gatekeepers for musicians and how musicians sell their personal sound to them.

Using an interpretative phenomenological approach, ten interviews with professional musicians across different music genres provided insight into the strategies musicians use to market their sound to industry gatekeepers.

In total, three key gatekeepers and the five strategies that musicians use to sell their sound are identified. The gatekeepers are record labels, other musicians and consumers. Musicians sell their sound to these gatekeepers through the externally directed strategies of using social media to build relationships, defining their personal sound through genre and creating a unique sound, and through the internally directed strategies of keeping motivated through sound evolution and counting on luck.

The findings are limited by the small number of musicians interviewed and the heterogeneous representation of music genres.

The study contributes to theoretical understandings of how musicians as cultural producers market their sound in a commercial industry.

This research aims to conceptualize online shaming discourse in virtual communities and to serve as a practical guide for online community managers and members.

This conceptual study explores the construction of meanings in human interaction in online communities by presenting a conceptual model, “The Triple-Responsibility Model in Online Communities,” that is based on Kantian ethics.

The model includes characterizing the roles of core participants in online communities: writer, reader and group manager; and delineating four ethical principles – truth, necessity, proportionality and caution – that can help society find the golden mean between social change and respecting human dignity and concern for an individual’s public image and provide a theoretical contribution and practical guidelines.

It addresses shaming in virtual communities by suggesting a balance of several key principles, including truth, necessity, proportionality and caution. This is a new conceptualization of online shaming relevant to today's digital arena.

The guidelines can contribute to the ongoing political debate over what constitutes appropriate and justified regulation. Moreover, Facebook community leaders are responsible for formatting the group’s identity, the technical facets of group management and for setting group boundaries and determining the rules of participation. The posited rules may affect social media group managers, as they are called upon to leverage their privileged position and channel their media power into influencing online discourse.

The current study provides insights into how shaming can be used as a legitimate tool in society by implementing an ethical approach, resulting in guidelines that restrict online discourse for participants in virtual communities and affect the work of social media group managers and policymakers.

By presenting a new conceptual model, the authors suggest that ethics are a helpful tool and offer insights into how online communities' participants and managers should use their voice and balance between shaming and maintaining the dignity of the individual.

This chapter examines megaproject design and planning in two “shrinking cities” – Philadelphia, PA and Detroit, MI – and concludes that megaproject “metastasis,” or repeated expansions into surrounding urban fabrics, is promoting the reduction of downtown into a series of self-contained enclaves. While political coalitions are constructing megaprojects, or large public works and/or single buildings, in cities around the world, in the United States, single-building megaprojects motivated by “growth coalitions” of public and private development actors have proliferated in downtowns since 1990. The urban design impacts of these megaprojects on the surrounding urban fabric have been little studied. Data on the institutional history, physical expansion, and relationship of the megaprojects to the urban fabric is combined with a qualitative analysis of megaproject theory and its application to the American condition, as well as to the political economy of development in American shrinking cities. The chapter concludes that megaprojects such as convention centers and casinos tend to expand inexorably once they are introduced into the American downtown. This metastasis results in the destruction of existing older buildings and street networks, the consolidation of street blocks into ever-larger superblocks, and the eventual physical restructuring of downtowns into enclaves of older fabric amidst clusters of megaproject superblocks. Applying Jacobs’ (1992) theory of “moral hybrids” between “commerce and politics” to megaproject metastasis, the chapter argues that while megaprojects may be inevitable in American downtowns, they should be sited away from active, small-scale urban fabrics to reduce the negative impacts of future metastases. The chapter takes a design-oriented perspective on a phenomenon that is almost always understood from a political economy perspective alone. Megaprojects are significant physical entities, and the chapter clarifies their physical impacts on the urban fabric while indicating urban design policy directions to reduce these impacts in future.

The aim of this study is to evaluate effectiveness of several end‐user training methods during the deployment of a new information system in an Israeli financial institution.

Four training methods, namely, frontal (lectures), simulator (e‐learning), mentor (personal guidance), and hybrid (mix of the three aforementioned methods) were all compared in terms of the number of referrals to an online helpdesk following training sessions.

A pair‐wise analysis to pinpoint the source of the differences between the various training methods indicates that all training methods are significantly different except for frontal and simulator and therefore an organization considering these two methods can select them indifferently. A combination of mentor and simulator was found to be significantly inferior to the frontal and simulator hybrid method.

The main limitation of the study is that evaluation was based on data associated with a specific organization, and thus external validity to other industries or countries is somewhat limited. Among other limitations are cross‐organizational differences in terms of: difficulty of calls, individual experience in the IS/IT area, and prior exposure to similar technologies.

Although this research does not recommend a specific training method, our findings suggest that deploying a new software system is a matter that requires early assessment by the organization and that the best results are obtained by employing the hybrid training approach.

The use of the number of referrals to an online helpdesk is a novel metric for measuring training effectiveness. The study also investigates the decline of the number of referrals over time.

Leaders in different cultural contexts rely on various sources of guidance. Mapping these sources can lead to a clearer understanding of the types of challenges faced by global leaders than can be gained by focusing on their values. In this chapter, a series of clusters of nations are identified, and within each, leaders are found to favor a distinctive profile of guidance sources. When multinational enterprises seek to work across the boundaries defining these clusters, a series of individual and culture-level challenges arise. The best ways of handling these challenges are discussed.

Social media has become an indispensable part of modern politics. Its rise in the political arena has coincided with the decline in trust toward mainstream media. Today, more than half of the population gets their political news and information through social media platforms like Twitter and Facebook. Social media offers a great marketing opportunity to politicians as they allow them to bypass traditional media and communicate directly with voters, engage citizens during campaign and noncampaign periods, and create a brand image. As social media's influence in politics grows, so has the research devoted to political marketing on social media. It is against this backdrop that this chapter is written, which provides readers with an overview of the academic domain and the current state of literature. The chapter highlights the various research areas that have been explored in the literature and the implications of social media for political marketing strategy, along with the domain's current limitations and possible avenues of further research.

Performance appraisal (PA) is an organizational practice whose ultimate goal is to improve employee performance. This goal can be achieved using two approaches: the administrative approach, which emphasizes materialistic incentives and rewards excellent performers, and the developmental approach, which focuses on employee personal and professional development. The literature points out that organizations cannot utilize both approaches at the same time, but the reason for this is vague. Therefore, the research purpose is to bridge this gap by exploring the basic assumptions behind the administrative and developmental PA approaches as part of the hidden layers of organizational culture.

A qualitative document analysis (QDA) was used to analyze 124 Israeli organizations' PA forms and employee reports.

The organization's PA approaches were diagnosed as a first step in revealing the reason for the inability to use both approaches simultaneously. In the next step, it was revealed that organizational culture assumptions are the reason for the contradiction of the PA approaches. Eventually, McGregor's theory X is the basic assumption behind the administrative approach, and theory Y is the assumption behind the developmental approach. Since these two approaches contradict each other, it explains the difficulty of using both approaches simultaneously.

This study dives into the hidden levels of organizational culture and attempts to bridge a long-standing but still current research gap, as well as extend and refine organizational culture and performance appraisal theories.

Identifies key activities that network users can perform in order to use the network effectively. Offers recommended reading, from beginner to expert user status. Explains some commonly used terms (e.g. Turbo Gopher with Veronica!). Lists useful Internet resources.