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For social inclusion, it is necessary to have a sense of belonging to society, whether having a job or not. Experience of belonging means feeling a part of something beyond oneself. It can be a place, a moment, a situation or a group of people.

The authors study how unemployed people experience their place in a society; more specifically, the authors analyse which emotions and affects encourage (and discourage) the sense of belongingness among the unemployed. Emotions and affects were examined in 10 focus group interviews collected in Finland between 2016 and 2017. The data was analysed using qualitative content analysis.

The results demonstrate that sense of belonging is enhanced by affects such as being needed, being accepted and experiencing equal treatment. To achieve these affects, promotion of social contacts, participation and contribution to the common good are important.

Previous studies have mostly ignored the role of emotions and affects in the experience of unemployment. The findings emphasize the importance of emotions and affects in promoting and eroding the sense of belonging among unemployed people.

The purpose of this paper is to compare teachers' wellbeing in different types of schools (elementary, lower secondary and unified school) and to analyze how gender, type of employment, working hours and time served as a teacher affected teachers' wellbeing and perceptions of questions concerning leadership practices and work organization in school.

The holistic school wellbeing evaluation tool was used to study the wellbeing of 1,294 Finnish teachers. The questions covered four categories of wellbeing: school conditions, social relationships, means for self‐fulfillment and health status. Quantitative methodology was used for analysis.

The general picture was that teachers' wellbeing was highest in elementary schools and lowest in lower secondary schools. The wellbeing of a male teacher, a teacher who had fixed‐term employment and a teacher who worked part‐time was higher than that of a female teacher, a permanent teacher and a full‐time teacher. Single questions concerning work organization and leadership practices followed mainly the same lines. Teachers in unified schools had the lowest ratings when questions relating to obtaining help from the principal, or the possibility of receiving further education and equal treatment were asked.

More attention needs to be paid to permanent teachers employed over a long time with regards to enhancing their wellbeing. In the unifying process of schools, equal treatment, obtaining the principal's help for the teachers and the likelihood of updating education are especially important aspects.

The paper presents a theory‐based evaluation of teachers' wellbeing as well as focal points for school development both from the wellbeing and administrative points of view.

The purpose of this paper is to explain why product-centric manufacturers utilize advanced services not as vehicles of transformation, but of reinforcement, to strengthen their established business model logic based on selling products and basic product-related services.

The empirical basis of this study relies on an in-depth case study of a globally operating manufacturer of industrial pumps and related services. The data includes 31 interviews conducted over several years of in-depth collaboration with the studied firm.

Product-centric manufacturers utilize advanced services as engagement platforms to facilitate the external and internal engagement of the actors and the resources controlled by them. Externally, advanced services facilitate access to customer decision makers and insights into their latent needs. Internally, advanced services help the manufacturer to more effectively leverage resources that reside within its different organizational units. Ultimately, in leveraging advanced services as engagement platforms, the manufacturer seeks to boost activities with the greatest immediate impact on its market performance: the sale of products and basic product-related services.

The study explains why managers should invest into development of advanced services even if such services contribute only marginally to the manufacturer’s direct revenues and profits.

This study contributes to development of an alternative explanation of servitization that departs from the current paradigmatic assumptions in the field.