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Even though e-leadership was broadly defined in 2001 (Avolio et al.), there has been surprisingly little progress (Avolio et al., 2014). In order to make a better progress, the authors recommend dividing the field into four quadrants to facilitate the research focus. It can be divided by e-leadership phases (the adoption of technology phase vs the quality of use of technology phase), as well as the purposes (e-leadership as virtual communication vs e-leadership as management of organizational structures). The paper aims to discuss these issues.

This study provides a model of e-leadership as communication adoption at the individual level (ECAM_i). Structural equation modeling was used to test a previously published model by Van Wart et al. (2017a). The model included select traits and skills (as antecedent conditions), awareness of ICTs, evaluation of ICTs, willingness to expend effort in learning about ICTs, intention to use ICTs, and facilitating conditions.

The overall model demonstrates a good fit. It can be concluded that the ECAM_i represents a valid model for understanding e-leaders’ technological adoption. It is also found that while all select skills and traits are significant – energy, responsibility and analytical skills stand above the others.

To the best of the authors’ knowledge, this represents the first effort to operationalize e-leadership.

The International Chilled Food Fair (ICFF) was held at the NEC Birmingham from 15–17 May. It attracted 460 exhibitors and 13,377 visitors. Of those visitors, 19 per cent were of managerial status, 12 per cent were directors, and 76 per cent of all visitors had purchasing power within their organisation; for example 46 per cent had budgets of over £500,000

This paper aims to examine the early aftermath of Britain’s Referendum to leave the European Union. The study addresses three areas: British public opinion and sentiment with regard to Brexit, Britain’s economy and outlook, and migration.

The study is exploratory in nature, examining data and information available in a variety of public sources that include government statistics, media reports and scholarly research findings.

Analysis of published data and research studies suggest growing disenchantment among the public with regard to Brexit and its consequences, economic and cultural influences on the Referendum, economic uncertainty and potential deterioration, and opposition to and moderation in migration.

The study has not generated original survey data about economic and demographic variables that would make possible statistical analysis of hypothesis.

Recent political developments in developed Western societies point to a rise in popular dismay with globalization, regional integration and multiculturalism. The present study explores and identifies some of the reasons for the trend and the potential consequences to breaking up cross-national alliances as they pertain to the United Kingdom in particular. Similar studies may alert policy makers to the causes and potential economic and political consequences of de-globalization.

The purpose of this paper is to investigate the historical contributions of complex innovations (both creative and tactical components) in a formative period in a major Australian department store, David Jones Ltd.

The study uses a context-specific lens to examine complex retail innovation. The study adopts a longitudinal design with the focus on a single firm, which met the inclusion criteria. Data collection was predominately from company archival materials and publicly available documents, including newspapers.

An in-depth analysis of two complex innovations demonstrates the retailer’s successful management of both marketing exploration (innovation) and marketing exploitation of that innovation. Effective marketing requires operational, tactical marketing exploitation to dovetail marketing exploration.

The study is limited to one successful department store. Notwithstanding, there are expectations that the lessons extend to many other retailing organizations.

The practical relevance is clear, with the emphasis on retail innovation (and especially complex innovation) as a basis for both surviving and thriving in an ever-changing marketing environment.

The use of a complex innovation approach is a novel way of examining marketing history. The study concludes that both marketing exploration and marketing exploitation are essential for retail longevity.

Fashion retailing has evolved in response to opportunities and market pressures. It has been both reactive and proactive. For example, Palmer, in 2001, analyses what might be called a partnership between Canadian department stores and European couture houses in the 1950s. Her work affords a rare overview of retailing's fit with fashion design and commercial delivery systems, and is a point of departure for closely examining an earlier period (1880‐1920) in Australia. The current paper studies the leading role that department stores played in shaping the Australian fashion scene and the marketing techniques they used. A context, period and country, where a set of major retailers formed the predominant influence on fashion trends, and styles and diffusion throughout the community have been identified. Findings suggest that for the 1880‐1920 period the department store retailers were market‐driving rather than simply market‐driven, implying a more proactive and innovative role for the department stores.

This chapter proposes a quantum relational process philosophy as an approach for studying organization-in-becoming as a world-creating process. Furthermore, the quantum relational process philosophy is tied to quantum storytelling. Whereas the quantum relational process philosophy outlines a philosophy of a processual ontology, epistemology, and ethic, quantum storytelling provides the storytelling medium through which such an ontology, epistemology, and ethic emerges through articulation and actualization. As such, the two approaches are introduced as inseparable from each other.

The focus of this chapter is to unfold the ties between the quantum relational process philosophy and quantum storytelling through the perspective of the quantum relational process philosophy itself.

The proposed quantum relational process philosophy is defined as Being-in-Becoming. Thereby, this approach is suggested as an alternative to the “Being” perspective and the “Becoming” perspective or at least as a further development of the becoming perspective. These latter two perspectives present two different ways of viewing organizational change: development and transformation.

The being perspective relies on substance ontology acknowledging the existence of entities: that “which is.” In substance ontology, however, entities such as individuals and organizations are viewed as existing in themselves in fixed space-time frames. This view entails a rather static and stable ontology, perceiving the organization as a ready-made world of stable, unchanging entities. This perspective is often referred to as the approach of building the organizational world through intervention and control of change.

As a contrast, the becoming perspective relies on a process ontology while the organization is perceived as a sea of constant flux and change through which the organization emerges on the way. In this process-oriented perspective, attention is directed toward “that which is becoming.” In this perspective, the organization is perceived as a world-making phenomenon emerging through ceaseless processes of transformation. This approach is often referred to as the dwelling approach, that is, to dwell in the world-making phenomenon letting it happen. This perspective tends to ignore that which exists, that is the ready-made forms, and only focus on that which is becoming.

In this chapter, the proposed being-in-becoming perspective views the tension between being and becoming as a dialectical interplay that is decisive to organizational transformation. However, in the being-in-becoming perspective, “entities” are viewed from a quantum perspective whereby being-in-becoming differs from the substance ontology in its view of the nature of “entities.” In this perspective, the organization is viewed as a dialectical interplay between, at the one hand, the organizational form(ing) of life and, at the other hand, the aliveness of unfolding and transforming living life-worlds of being-in-the-world in fluid space and open time. This dialectical interplay is conceived as central in organizational world-creating processes.

The aim of the chapter is to develop a conceptual framework of a quantum relational process philosophy that embraces the dialectics of transforming organizations. The contribution is to be capable of understanding the performative consequences of dialectic to organizational transformation viewed from the being-in-becoming perspective of the quantum relational process philosophy.

Through the contribution of Heidegger, Hegel, Aristotle, and Boje, and further enriched by Barad, Bakhtin, and Shotter, a conceptual framework is developed for understanding, analyzing, and problematizing dialectical organizational world-creating.

This framework is called “Fourfold World-Creating.” The fourfold world-creating framework keeps the dialectic of organizational transformation at its center while it at the same time take into consideration the dialectical interplay of ontology, epistemology, and ethic. In this sense, the framework is proposed as quantum relational process philosophy. The incorporation of ethic in the quantum relational process philosophy represents an additional contribution of the chapter.

The fourfold world-creating framework is furthermore suggested to be conceived as a quantum relational process philosophy of the antenarrative dimension in David Boje’s quantum storytelling triad framework encompassing: (1) the narrative, (2) the living stories, and (3) the antenarrative. In his recent research, David Boje has a developed a dialectical perspective on his storytelling framework. Following in line with this thinking, this chapter suggests viewing (1) the narrative as the ready-made form, (2) the living stories as the living life-worlds, and (3) the antenarrative as fourfold world-creating.

In this sense, the proposed dialectical fourfold world-creating framework and its embeddedness in the quantum relational process philosophy contributes to our understanding of the research contributes of antenarrative storytelling in organizational studies.

As findings, the chapter proposes what could be considered as ontological, epistemological, and ethical key constituents in dialectical organizational world-creating. The contribution of these findings encompasses an analytical framework for (1) understanding the dialectical, transformative movements of the organization as well as (2) analyzing and problematizing the cease of dialectical tensions that seems to lock the organization in a particular state of being, only capable of repeating and reproducing its ready-made world in fixed space-time frames.

The purpose of this paper is to describe the journey of a young person with severe and complex communication needs from no formal expressive communication system, to a point where he is motivated and able to use a text based voice output communication aid for a range of communication functions, in a variety of settings, and with a range of communication partners.

The paper is a descriptive single case study, documenting long‐term changes in speech, language, and communication needs and use, and discontinuation of use, of range of Augmentative and Alternative Communication (AAC) tools.

The paper describes the different AAC interventions and their success or otherwise in supporting the young person. It also describes key educational and therapeutic aspects of his management. Changes in the young person's interaction, language and literacy skills, and how his family and the professionals around him perceived the changes in his communication are highlighted.

The paper is a description of one person without a known underlying diagnosis of his severe and complex communication impairment and might, therefore, be of restricted use when generalized.

There are few published longitudinal descriptions concerning how, why, and when young people use or discard AAC tools. This paper highlights the multiple and various factors of the factors that can be at work when actually providing intervention.

This paper seeks to position ready reference technologies as cultural artifacts that have meaning and value beyond pure functionality as a reference tool. The case study aims to assert that locally created reference tools and technologies have much to offer as artifacts that encode cultural knowledge about the community, institution and profession.

This case study consists of semi‐structural interviews with six library reference staff members about their experiences and interpretations of a collaboratively created ready reference technology that is used in their reference practice at a public library.

The results demonstrate there is value is exploring technologies as cultural artifacts in that they reveal otherwise hidden or obscured institutional values, labor practices, tensions associated with changing times in the profession, and the community culture throughout time.

There is benefit in exploring locally created ready reference tools as cultural artifacts to uncover hidden cultural knowledge about institutions, communities, and professional practices.

While there are studies of ready reference tools, they largely focus on the transition of these materials from print‐to‐digital. There was a gap in the literature about the meaning of the ready reference tools to their librarian creators/users. This study is a contribution to ready reference literature and starts to address this gap.

Rather than organize as traditional firms, many of today’s companies organize as platforms that sit at the nexus of multiple exchange and production relationships. This chapter considers a most basic question of organization in platform contexts: the choice of boundaries. Herein, I investigate how classical economic theories of firm boundaries apply to platform-based organization and empirically study how executives made boundary choices in response to changing market and technical challenges in the early mobile computing industry (the predecessor to today’s smartphones). Rather than a strict or unavoidable tradeoff between “openness-versus-control,” most successful platform owners chose their boundaries in a way to simultaneously open-up to outside developers while maintaining coordination across the entire system.

Numerous difficulties exist in employing psychometrically sound quantitative measures of leadership development that are both generalizable and brief. Here, we highlight our efforts in creating the Ready, Willing, and Able Leader (RWAL) Scale. This instrument of leadership capacity: (a) has been psychometrically validated for use with college student populations; (b) includes measures of leadership capacity that are known to be essential to effective leadership practice (leader self-efficacy, motivation, and skill); (c) is broad enough for use across diverse educational and developmental contexts; and (d) is brief and concise.