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The purpose of this paper is to stand back from the debate of success and failure and develop an interpretive account based on narratives of major actors to enable project managers with a rich understanding of a complex organisation.

Actor network theory (ANT) was the method that was applied to both frame and sum narratives that were gathered from the six subjects along with anecdotal evidence and confidential documents used for this research. Findings – Success is based on the perception of both actors as well as the principal audience of the Commonwealth Games (CWG). Second information systems (IS) success is uniquely associated to an event like the CWG.

Most of the data used for the research was after the conclusion of the games. Therefore usefulness of interpretation may have a time dimension. Probably if the subjects had included spectators and other project managers during the games, the quality of conclusions could have been further enriched.

Project managers of future events may be able to internalise the role of co‐ordination and agreement that is necessary among different actors to achieve success.

Originality of present paper stems from its “unusual” identification of success – as it has attempted to outline distinctions between certainty of success and anything contrary to success. Project managers, organisers and researchers of IS projects are likely to find value in the paper in being able to appreciate the evolutionary nature of IS success.

In this chapter, the author provides empirical research that supports the implementation of DLPs as programs that provide cogitative learning, high academic achievement, and the opportunity to be competitive in a global economy for all students – including culturally and linguistically diverse students – in order to achieve education equity. The author utilizes Arizona as an example of education policy that excludes and further marginalizes language minority students by requiring English proficiency as a requirement to be part of Dual Language Programs (DLPs). Furthermore, the author frames the current education climate and language policy affecting DLPs through an Interest Convergence theoretical lens.

The purpose of this paper is to juxtapose chaos theory with organizational learning theory to examine whether public organizations co-evolve into a new order or rather institutionalize newly gained knowledge in times of a highly complex public health crisis.

The research design utilizes the results from a survey administered to 200 emergency management and public health officials in the Dallas–Fort Worth metroplex.

The findings of this paper suggest that public entities were more likely to represent organizational learning through the coordination of professionals, access to quality information, and participation in daily communication. Leadership was associated with the dissemination of knowledge through the system rather than the development of new standard operating procedures (as suggested by chaos theory and co-evolution).

There are limitations to this study given the purposive sample of emergency management and public health officials employed in the Dallas–Fort Worth metroplex.

The authors find that public organizations that learn how to respond to unprecedented events through reliance on structure, leadership, and culture connect decision makers to credible information resulting in organizational learning.

As a result, public administrators need to focus and rely on their organization’s capacity to receive and retain information in a crisis.

This research contributes to our understanding of organizational learning in public organizations under highly complex public health situations finding decisions makers rely on both organizational structure and culture to support the flow of credible information.

The purpose of this article is to encourage organizations to recognize the potential risks of retaining counterproductive employees on their payrolls and the steps they should take to prevent and/or correct the situation should it exist within their organizations.

Literature examining a broader definition of the negligent retention doctrine, which includes employees who lack the qualifications for the positions they hold, those who are nonperformers, and/or those who exhibit toxic behaviours, and the consequences for retaining these counterproductive employees on the payroll. By using a multilayered approach, the article discusses the efforts organizations can use to identify potentially counterproductive employee behaviour and the steps the organizations should take to provide appropriate developmental strategies/programs to assist counterproductive employees, as well as, provide appropriate disciplinary action, as the situation dictates.

The review highlights the potential financial drain and performance threats counterproductive employees create for organizations; offers explanations as to why counterproductive employees are often allowed to stay on the payroll; and provides suggestions for preventing the selection of counterproductive employees, for providing appropriate developmental.

The article offers practical insights and suggestions to organizations that are interested in upholding their fiduciary responsibility to their stakeholders, while providing counterproductive employees opportunity to improve their performance/behaviours or to exit the organization.

The article expands the definition of the negligent retention doctrine to include the often-ignored financial and emotional dangers of retaining unfit or counterproductive employees on the payroll.