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OUTWARDLY, this month's Flying Display and Exhibition organised by the Society of British Aerospace Companies will probably look very much like its predecessors at Farnborough: rows of tented manufacturers' enclosures on the green hillside over‐looking the runway; a vast exhibition hall with assorted missibles pointing skywards outside it; thousands of foreign visitors, many of them in uniform, on the trade days; a flying programme in the afternoons, with aircraft taking‐off and landing so strictly to time as to form a continuously changing pattern of different types; and on the public days, crowds of up to a hundred thousand.

This chapter draws on 10 years of ethnographic fieldwork collected in gay bars from three American cities to explore the strategies LGBTQ subcultures deploy to recreate meaningful places within the vestiges of local queer nightlife. As gentrification and social acceptance accelerate the closures of LGBTQ-specific bars and nightclubs worldwide, venues that once served a specific LGBTQ subculture (i.e., leather bars) expand their offerings to incorporate displaced LGBTQ subcultures. Attending to how LGBTQ subcultures might appropriate designated spaces within a gay venue to support community (nightlife complexes), how management and LGBT subcultures temporally circumscribe subcultural practices and traditions to create fleeting, but recurring places (episodic places), and how patrons might disrupt an existing production of place by imposing practices associated with a discrepant LGBTQ subculture(place ruptures), this chapter challenges the notion of “the gay bar” as a singular place catering to a specific subculture. Instead, gay bars increasingly constitute a collection of places within the same space, which may shift depending on its use by patrons occupying the space at any given moment. Beyond the investigation of gay bars, this chapter contributes to the growing sociological literature exploring the multifaceted, unstable, and ephemeral nature of place and place-making in the postmodern city.

Team composition research considers how configurations (e.g., team-level diversity) of team members’ attributes (e.g., personality, values, demographics) influence important outcomes. Our chapter describes key issues in understanding and effectively managing team composition over time.

We discuss how context shapes team composition. We review empirical research that examined relationships between team composition, and team processes and emergent properties over multiple time points. We review research that examined how composition can be effectively managed over the lifecycle of a team.

Context shapes the nature of team composition itself (e.g., dynamic composition). To the extent that membership change, fluid boundaries, and multiple team membership are present should be accounted for in research and practice. The research we reviewed indicated no, or fleeting effects for surface-level (e.g., demographics) composition on the development of team processes and emergent properties over time, although there were exceptions. Conversely, deep-level composition affected team processes and emergent properties early in a team’s lifespan as well as later. Team composition information can be used in staffing; it can also inform how to best leverage training, leadership, rewards, tasks, and technology to promote team effectiveness.

Teams are the building blocks of contemporary organizations. Understanding and effectively managing team composition over time can increase the likelihood of team.

Our chapter provides novel insights into key issues in understanding and effectively managing team composition over time.

Investments in faculty development have been shown to lead to robust improvements in research innovation, faculty quality of life, and discussion and dialogue across disciplines. Traditional faculty development usually takes a university-centered approach, focusing on one-size-fits-all and large-group structures such as webinars and workshops. This chapter suggests that attending to faculty wellbeing might be improved through a coaching program for individual faculty that meets the needs of faculty where they are and helps them to make progress in their work, including tailoring supports to specific university cultures as well as creating a space for encouraging cohort coaching in order to provide support across faculty. This chapter introduces processes needed for the development of one’s academic identity – agency, belonging, and competencies (ABC). This ABC framework is derived from empirical research examining the developmental processes of becoming a change agent and serves as the foundation for achieving wellbeing and fulfillment for a faculty member.

The strategy map represents a major contribution to the theory and practice of performance management. However, it has failed to realize its full potential due to a lack of theoretical and conceptual development. Therefore, the purpose of this paper is to revisit the theories of strategy maps to better understand how and in what circumstances they benefit performance management.

The study employs realist synthesis, a method of systematic literature review. A theory on how strategy maps work is extracted from performance management literature, which are subsequently evaluated through a critical examination of empirical studies.

A theory of how strategy maps are meant work is presented in relation to the generic performance management stages of problem structuring, development and use, where they can serve as a tool for discovery and by stimulating social interactions. Based on the findings, 12 propositions are offered related to the effective use of strategy maps within a performance management framework.

The introduction of the strategy map to performance management represented a breakthrough in how organizational performance could be understood and communicated. This study goes a step further by considering how they work and in what circumstances. In so doing, the study aims to open the way for new and more effective applications of strategy maps within the changing performance management context.

This study provides practitioners with actionable propositions which can help in effectively using strategy maps.

Distinguishing the aims and mechanisms of the strategy map along performance management systems has the potential to greatly increase their effectiveness in practice as a powerful, but underutilized tool. This paper also demonstrates how realist synthesis, currently an uncommon method in management studies, facilitated the creation of a new perspective of strategy maps to fit specifically within performance management.

NLW is to be congratulated on its promptly‐secured interview with Harold Hookway in a sparkling March number which compares very favourably indeed with the January LAR that I happened to be reading at the same time. Generous though it was of NLW in an earlier issue to lament Edward Dudley's passing (temporary no doubt) from the LA Council, surely here was a massive vote of no‐confidence in an editorial job universally admitted to be badly done. How can the head of a great and successful library school find time to edit his profession's official journal? I have previously suggested that the LA should try to establish some business relationship with the only current English library publication for all staff levels in all types of library that comes close to what the membership wants. Let the LA stick to those publications that it does very well and that enhance its reputation—Library history, and the Journal of librarianship, and pass the buck for a newsy popular magazine elsewhere.

ONLY one or two topics of the Scarborough Conference will remain firmly in the minds of most of us. Most firmly, and more clearly than before, will be that of the National Lending Library and Dr. Urquhart's exposition of it or what it is intended to be. It may give no comfort, so far as librarianship is concerned, to existing librarians, but there is little that the public librarian has to fear from it. The second impression that remains is the acute awareness now prevalent of the need for science and technical training in school and college for many more men and women and our relation to that fact. The third was the so often expressed nervousness about the status of the librarian. Fourthly, was the local collection in the light of the ever‐changing character and habits of the people. The President's address was a dignified and grave statement of ideals, in the definition of libraries and librarianship, in book acquirement, reader‐service and in appreciation of the personalities who have made librarianship. It did not produce the press so fine an utterance demanded. What are we to say of the heading a great London paper gave to its two‐inch paragraph devoted to the first day of our Conference: “Librarians are told to be courteous”? To our regret we were unable to hear Mr. O'Leary's paper; judging from the summary in the Programme it was a fine exercise in robust commonsense. We content ourselves in this Editorial with further remarks on one or two of the matters we have mentioned above.

The healthcare sector faces leadership challenges, emphasizing the importance of a mechanism to support and empower team members. The present study aims to investigate the impact of team empowerment (TE) on team performance (TP), with the mediating role of shared leadership (SL) and the moderating role of relationship conflict between shared leadership and team performance.

This study's conceptual model was proposed using the social exchange theory and conservation of resource theory. Data was collected using a self-administrated questionnaire to 492 respondents, of which 42 were team leaders, and 450 were team members from 42 teams in the Pakistani healthcare sector. The Partial Least Square-Structural Equation Modeling (PLS-SEM) technique was used to examine the proposed hypotheses of the study.

The results revealed a significant positive relationship between team empowerment and shared leadership. SL is positively associated with team performance. The present study also found that SL positively mediated the relationship between shared leadership and team performance. Moreover, relationship conflict moderated the relationship between SL and TP.

The finding delineates that healthcare organizations can adopt shared leadership and empower team members by involving them in decision-making, enhancing collaboration, resource utilization, and patient care outcomes. Managers should implement structured strategies like cross-functional training and inclusive decision-making processes to cultivate empowered teams and mitigate relationship conflicts for optimal performance.

The study advocates developing shared leadership practices for better team outcomes. This study is an early attempt to examine the mediating role of shared leadership between team empowerment and team performance.