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In this chapter, we reflect on the possibilities of craftivism — yarn bombing, specifically — in a fourth-year undergraduate seminar on feminist praxis. We suggest that knitting in the classroom, as an ‘everyday [act] of defiance’ (Baumgardner & Richards, 2000, p. 283), opens a productive space for complex and challenging conversations, in the process enabling not only different ways of listening, but also different ways of learning. Knitting, as a meditative and embodied practice, encourages and supports critical attentiveness. We also argue that craftivism can operate to make change in a way that emphasizes collaboration, non-violence and critical self-reflection. Social change, in a craftivist framework, happens in the everyday, and perhaps more radically, within the domestic spaces of the normatively feminine. Finally, our project demonstrated that knitting as feminist praxis serves a bridging function: we contend that systems of power may be challenged through knitting-as-protest, and that students may be able to practice engaged citizenship as they navigate the slippery borders between public and private, and academic and community-based feminisms.

The purpose of the paper is to better understand how global boundaries affect global information system (IS) project success and which mediating process variables increase the chance of success.

Based on the literature on IS success and global teams, an input‐process‐output framework is adopted to develop the research model for the study. This research is based on semi‐structured interviews with 22 global IS project managers. An attribution analysis is used to identify common themes and patterns of the interview results.

Global IS project managers identified time separation and cultural differences as the most significant barriers to project success. Our findings suggest that effective teams were able to overcome these barriers to achieve success, but this success was achieved through the implementation of special coordination, communication and cognitive processes tailored to help teams overcome global barriers and through considerable additional cost and effort.

This study furthers understanding of the global boundaries affecting global IS project success and the most effective processes that teams use to overcome global barriers.

Despite the increasing attention to global IS work, there is limited understanding of why and how global IS projects succeed or fail. The present study, investigates not only how multiple global boundary variables (e.g. geographic dispersion, time separation, language differences, cultural differences, etc.) affect IS project success, but also which processes teams use to cope with the challenges presented by these global boundaries.

Approached from the customer-dominant (C-D) logic perspective, this paper aims to extend current value co-creation discussions by providing conceptual insights into co-creation within customers' social sphere. Focusing on socially dense contexts in which customers consume together in dyads or collectives, the paper seeks to provide recommendations of how service managers can facilitate customer-to-customer (C2C) co-creation.

The paper bridges current thinking on value within the C-D logic with service management perspectives on C2C interactions and social science concepts on consumer communities. Examples from literature and practice are drawn on in the discussion.

The proposed framework reveals C2C co-creation as a dynamic, multi-layered process that is embedded in customers' social contexts. Value emerges in four distinctive social layers: “detached customers”, “social bubble”, “temporary communitas” and “ongoing neo-tribes”.

This paper is conceptual. Further validation of the framework in a variety of socially dense consumption settings is needed, using field-based qualitative methods such as participant observation and interviews.

Awareness of the multi-layered nature of C2C co-creation and specific practices in which value is formed provides service managers with opportunities to create value propositions that help facilitate such co-creation. Service managers across various sectors benefit from understanding how customers can be “nudged” into more socially immersive co-creation layers.

The paper contributes by introducing a C2C co-creation perspective, conceptualizing the social layers within which value is formed, and providing specific propositions to service managers with regard to servicescape structuring and other strategies that facilitate C2C co-creation.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

The purpose of this paper is to reflect upon the author’s involvement in the paradigm wars of the 1980s in marketing and consumer research. In this paper, the author describes his role in the ecological succession of the discipline at a critical juncture between the early efforts of the pioneering scholars and the establishment of a mature climax community of consumer culture theorists.

The author employs an autobiographical approach.

Among the many contributions of a host of talented and insightful fellow travelers, the author’s penchant for ethnographic research and anthropological analysis helped nudge the discipline into interesting new niches.

This personal reminiscence of the philosophical debates surrounding our interpretive turn may be triangulated with others to construct a synchronic account of a moment in disciplinary evolution.

There is a certain type of British trader who, with pharisaic unction, lifts up his voice and deplores the unhappy condition of “the heathen in his blindness,” including all persons of other nationalities and any of his own who may happen to differ in opinion from himself. On these collectively it is his habit to bestow his contemptuous regard when from his elevated position he condescends to thank Providence that as far as the methods and conduct of business are concerned he is “not as other men.” Of course, most people recognise that the attitude assumed by this type of person is one for which it is difficult altogether to blame him. Born as he was in an atmosphere reeking with traditions of insular supremacy, and nurtured from his youth up on notions of commercial arrogance, it is no miracle that he arrives at maturity with singularly inflated ideas of the greatness of his powers and person. If there is one thing more than another in which he feels particular pride it is the possession of a superabundant stock of what he is pleased to call “business acumen,” and to hear him, it might be imagined that no one could approach him in enterprise and general commercial ability.