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The purpose of this paper is to present an interview with professor and noted author Roger Martin discussing three major topics— the future of capitalism, better executive decision making and innovations that boost customer value – all at the heart of current executive concerns.

The paper presents Martin's view, – that modern capitalism has come through two major eras over the last century, managerial capitalism (1930s to 1970s) and shareholder capitalism (1980s to 2000s). He argues that the time has come to embark on a new era, the era of “customer capitalism” and explains why.

In answer to another set of questions, Martin provides his own insight into one of the management field's most elusive and intriguing questions: what is the essence of outstanding leadership, particularly at the CEO level? His research has led him to the finding that exceptional leaders are distinguished most by the way they think, by their capacity for what he calls “integrative thinking.”

To a third set of questions, Martin offers his own solution to one of the major challenges facing senior executives today, how to become more innovative, not only in products and process, but also in the area of business management itself. His answer – executives should look to the concept of “design thinking” and learn how to apply it more widely to processes like strategy development and business model innovation.

Roger Martin believes that the shareholder value system has been rigged to the detriment of stockholders, that great managers are distinguished by how they think before they decide what to do and that design thinking is a key competitive competency. Martin offers groundbreaking ways to think about leading and management.

In the construction industry, it has proven difficult to implement and realize innovation efforts, for example in the development of industrialized construction and use of platform concepts. Thus, the purpose of this study is to characterize the innovation diffusion process in the social system of a large Swedish contractor company. Specifically, the diffusion of three innovative industrialized house-building (IHB) platforms and factors affecting their adoption and implementation (particularly effects of their perceived radicality in relation to the company’s decentralized characteristics) are identified and discussed.

A case study approach was applied, using empirical material including semi-structured interviews and archival records (research reports from earlier studies at different points in time related to each innovation and annual corporate reports). The material was analyzed using Rogers’ (2003) five-stage innovation process model, acknowledging the importance of social systems’ structures.

Structural characteristics of the social system strongly affect innovation diffusion. In subsystems that had not been involved in initiation of the innovations, they were regarded as radical, which hindered their adoption and implementation.

This study builds upon the recent findings that successful innovation implementation depends on a range of contingencies in the construction context. Although the diffusion of the innovations per se has been traced over a ten-year period, generalizability is limited because the results come from one construction company.

Contractors have invested substantially in the development of industrialized construction and use of platform concepts, but less in their implementation, so they have obtained little gain. How innovations are perceived and implemented in different subsystems affects the success of their implementation in the overarching social system.

This study adheres to previous calls for more research on firm level in the complex social system of construction companies by adopting a ten-year perspective on the diffusion of innovation at a large contractor addressing in particular the impact of the innovations perceived radicality in relation to the decentralized characteristics of the company.

It is common in discussions about human resource management (HRM) to distinguish between “rhetoric” and what is regarded as a clearly separate “reality”. This is naïve in that it fails to recognize the way those researching the human aspects of management and those practically involved in it influence each other. It also fails to recognize the power of recent developments in social science theorizing which focus on the relationship between discourse and action. The concepts and language of HRM are perhaps most usefully seen as discursive resources which both managers and academic writers make use of – or refuse to make use of – in their occupational practices. Illustrates this argument with ethnographic material gathered in an organization in which many of those activities frequently labelled “HRM” occur but where the notion of HRM is not used. The dog does not bark.

Argues that, in the fields of team working and coaching, the metaphor of sporting excellence is overused. Considers the downside of the sporting analogy and proposes instead a musical analogy. Examines the value of the symphony orchestra, the jazz combo and the chamber music ensemble as alternatives. Describes a public masterclass where an established and successful musician coached a young quartet and a subsequent session that discussed the masterclass and it

Think you're not hearing English‐as‐you‐know‐it when a consultant opens his mouth? You're not.

The Nineteen Sixties witnessed a silent yet dramatic revolution, almost unheralded whilst in progress and only chronicled when it had passed its climax. This revolution was the growth of a form of promotional expenditure which came to be known as ‘below‐the‐line’. It was below‐the‐line in the sense that it was not expenditure on promotion in the conventional and time‐honoured form, i.e. advertising through the media of the press, cinema, television and poster. It was, in fact, expenditure on sales promotions; promotions designed to have an impact, albeit short term, on sales volume. These promotions typically have taken the form of offering either extra value for money in the form of money‐off, coupons, or free samples, or have attempted to generate excitement in the product through the vehicles of competitions, games and give‐aways.

A residential care is home for children who live there and is simultaneously a workplace for employees aiming to safeguard the needs and development of children. Studies have shown that adolescents’ descriptions of life in residential care are connected to feelings of otherness and deviance. The purpose of this study is to explore how adolescents in residential care in Norway relate residential care as a home to their experiences of everyday life in this context and to their relationships with the employees.

This study draws on individual, qualitative interviews with 19 boys and girls (aged 15–18 years) living in residential care homes in Norway. The interviews explored their narratives of everyday life in residential care. The adolescents were encouraged to tell about yesterday and were asked follow-up questions regarding everything that had occurred during encounters with employees. The Norwegian Center for Research Data approved the study.

The analysis shows tensions in the adolescents’ accounts between the institution as an abnormal context and their own subject position as normal. By drawing upon the terms “stigma” and “recognition” in the analysis, the study shows how recognising relationships between the youth and staff decreases the potential to experience stigma.

This study contributes to existing knowledge on social work in residential care. The paper shows how the institutional framework and employees’ practices impact adolescents’ self-understanding and their experiences of residential care as a home.