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The purpose of this paper is to examine the forces and actors that shaped urban development in a mid‐sized Canadian city over a half century.

This case study adopts a qualitative research approach based on government documents, planning studies, the media and non‐governmental organization sources to examine the applicability of regime theory versus growth coalition theory in the Canadian context.

The paper concludes that the broader urban agenda in Saint John, with its focus on economic competitiveness, has been shaped by shifting growth coalitions supported by both the private and public sectors.

One limitation is that analysis is based mainly on documentary evidence and the public statements of elected officials and business interests. Future research would attempt to conduct oral interviews with representative informants.

One practical implication for urban researchers is the need to look beyond electoral politics and partisanship in order to understand how urban development is shaped in the medium and long term. The research findings suggest also the need for informed citizens to adopt a more critical stance to business and political leaders, and to the local media, in their own communities.

This paper is one of the few to address the politics of urban development in Saint John, New Brunswick's largest city. It also contributes to the literature on regionalism and mid‐sized cities.

The purpose of this paper is to explore the essence that is, the nature of organizational responses to efficiently resist enforced change in institutionalized work practice destined to address poor organizational performance. The micro-foundations of the cognitive logic that are activated when organizations face change are hereby conceptualized.

Using a case study design, the study focusses on narratives of a failure to implement a regulatory enforced change in work practice at a military academy established in the 1600s. The interviews are complemented by secondary data.

The analysis reveals a cognitive framework by which the members of the organization shaped their responses. By building on micro-foundations for mobilizing resistance (i.e. the essential substance at a micro level), this study shows how the cognitive logic is activated to respond to change. To show how the cognitive logic is used to mitigate and compensate for incongruences with the regulatory logic, this study outlines a set of strategic resistance maneuvers and cognitive resistance forces that restrict regulatory influence on change in work practice. This study thus provides insights into maneuvers and resistance forces that members may activate to resist change efficiently.

To the author’s knowledge, this is the first study to attempt to conceptualize the essence of the cognitive logic activated to resist organizational change.

Sociologists have long thought of the integration of people in communities – social integration – and hierarchical social systems – systemic integration – as contradictory goals. What strategies allow organizations to reconcile social and systemic integration? We examine this question through 40 in-depth, longitudinal interviews with leaders of nonprofit organizations that engage in the dual pursuit of social and systemic integration. Two processes reveal how the internal structure of organizations often mirrors the ways in which organizations are embedded in their local environments. When organizations engage in loose demographic coupling, relegating those who “match” the community to the work of social integration, they produce internal inequalities and justify them by claiming community building as sacred work. When engaging in community anchoring, organizations challenge internal and external inequalities simultaneously, but this process comes with costs. Our findings contribute to a constructivist understanding of community, the mechanisms by which organizations produce inequalities, and a place-based conception of organizations as embedded in community.

Leaders are important social actors in organizations, centrally involved in establishing and maintaining institutional values, a view that was articulated by Philip Selznick (1957) nearly a half-century ago, but often overlooked in institutionalists’ accounts. Our objective is to build on Selznick’s seminal work to investigate the value proposition of leadership consistent with institutional theory. We examine public interview transcripts from 52 senior executives and discover that leaders’ conceptualizations of their entities align with the archetypes of organization (i.e., economic, hierarchical, and power oriented) and institution (i.e., ideological, creative and collectivist) and cohere around a set of relevant values. Extrapolating from this, we advance a theoretical framework of the process whereby leaders’ claims function as transformational mechanisms of value infusion in the institutionalization of organizations.

TO those who have been accustomed to think of Newcastle only as the home of coal and “The Keel Row,” its general aspect will be found disappointingly clean and brisk. Although there is a lively air of business about the place, yet its crowds of pretty and well‐dressed women, its fine shops, and imposing institutions, all contribute towards removing the wholly‐erroneous impression which most strangers cherish, that Newcastle is the home of dirt and smoke and general unloveliness. Indeed, we know of only one other town of similar size, which has been visited by the L. A. which can be compared to it for the energetic bustle of its streets, keenness of its air, and good looks of its women, and that is Aberdeen, where, if possible, the energy is more energetic, and the air even more keen. We shall not compare the ladies! Leaving the Tyne to trace its unlovely course to the sea, and dealing only with that part of the town which, for one busy week, formed the camp of all kinds of librarians, it maybe stated that the institutions of Newcastle which possess interest for librarians are many and varied. The Lit. and Phil. is one of the principal centres of literary and social activity, and its library, lecture rooms, social departments, and other features make it one of the most influential institutions in the town. Its appearance is impressive, and its well‐ordered and well‐classified shelves appeal to every librarian who has the slightest progressive instinct. It has historic memories over a century old, and in many ways attracts readers and supporters in a manner which no municipal library can as yet pretend to emulate. Perhaps the secret lies in the amount of selectness which such an institution can afford its members, and the feeling that one can mix with other subscribers without any fear of accidentally consorting with a slum‐dweller or ambitious pitman ! With all its merits, and they: are many, the Lit. and Phil. has not yet learned the supreme secret of making a conversazione attractive and bright. But this slight criticism applies to other Newcastle institutions visited by the L. A. No doubt the failures arose from a misunderstanding on the part of the local committee, in assuming too confidently that Librarians could amuse themselves. They cannot. They are the dullest dogs on earth, unless someone takes them in hand and amuses them. But this is all by the way, and may seem a little ungracious, though it is only meant as a guide for the future.

This chapter provides an introduction to how the inquiry-based learning (IBL) approach is being used by colleges and universities around the world to strengthen the interconnections between teaching, learning, and research within the multidisciplinary programs. This chapter provides a synthesis and analysis of all the chapters in the volume, which present a range of perspectives, case studies, and empirical research on how IBL is being used across a range of courses across a range of institutions within multidisciplinary programs. The chapter argues that the IBL approach has great potential to enhance and transform teaching and learning. Given the growing demands placed on education to meet a diverse range of complex political, economic, and social problems and personal needs, this chapter argues that education should be a place where students learn “how-to-learn” – where increasingly higher levels of self-directed learning is fostered – and where students grow in the three key areas of learning: cognitively, emotionally, and socially. To that end, this chapter argues that IBL, if designed and implemented properly, can be an important approach to enhancing and transforming teaching and learning.

This paper aims to explore and conceptualize the emotional labor of racial minorities and women in the gig economy.

The paper draws on current research on gig workers' engagement in emotional labor and accounts of unfair practices in the gig economy. It calls out the presence of bias in algorithmic systems used within the gig economy as a means of control and gig worker management. The negative impact of such bias on a specific gig worker demographic is theorized.

Through a review of research on the nature of work in the gig economy, the paper suggests an unspoken mandate exists for gig workers to engage in emotional labor practices. Specifically, the nature of gig work in terms of algorithmic control, coupled with gig work dependence, often creates a need for gig workers to engage in emotional labor. This need is heightened for racial and ethnic minorities and women gig workers.

As gig platforms increasingly rely on algorithms for management and gig workers face biases, this paper offers valuable insights that contribute to a comprehensive understanding of the gig economy's impact on worker well-being. The paper discusses the need for more profound research into the nature of work in the gig economy and the life experiences of gig workers.

This paper has significant implications for organizations and gig workers. Understanding the relationships proposed in this paper can inform organizational strategies to enhance the well-being of gig workers and improve their overall work experiences, potentially leading to increased satisfaction and reduced turnover. Additionally, the paper recommends strategies gig workers can utilize to achieve positive outcomes.

The evolving work landscape, driven by the gig economy, necessitates a thorough understanding of new work dynamics. This paper sheds light on the often-overlooked diversity within the gig workforce, mainly focusing on the unique experiences of women and racial and ethnic minorities.