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David Farmerʼs work is too often misunderstood, perhaps because of the truly imaginative metaphors that he employs for expressing it, and the seemingly paradoxical prescriptions that it leads to at the level of practical action. This problem is helped by elaborating the grounding in which his work is at least implicitly set (namely, Traditionalism in American public administration) and by considering its congruence and compatibilities with the best of such contemporary organization theory as Demingʼs approach to organizational and management practice. With such clarified understanding, it becomes obvious that his work opens the way to a truly new 21^st century model of public administration both in theory and in application.

Since the late 1980s we’ve been inspired by feminist theorizing to interrogate our field of organization studies, looking critically at the questions it asks, at the underlying premises of the theories allowing for such questions, and by articulating alternative premises as a way of suggesting other theories and thus other questions the field may need to ask. In so doing, our collaborative work has applied insights from feminist theorizing and cultural studies to topics such as leadership, entrepreneurship, globalization, business ethics, issues of work and family, and more recently to sustainability. This text is a retrospective on our attempts at intervening in our field, where we sought to make it more fundamentally responsive to problems in the world we live in and, from this reflective position, considering how and why our field’s conventional theories and practices – despite good intentions – may be unable to do so.

This paper aims to bring to the fore the importance of feminist epistemologies in the history of the organization of management studies since the 1980s by following various intellectual moves in the development of feminist theorizing as they cross over to organization studies, including their analytical possibilities for reclaiming historically the voices of major women scholars, especially in doctoral seminars. The paper narrates these epistemological activities by mobilizing and reconsidering from the past to the present, the notions of “unmuting,” “mutating” and “mutiny.” It ends in a reflection addressing the state of business schools at present and why the field of organization and management studies needs “mutiny” now.

The paper adopts a narrative approach in which the voices of its authors appear to be central as they consider and reconsider over time their understanding of “unmuting,” “mutation” and “mutiny” as notions with analytical potential. This approach is influenced by Foucault’s “history of the present” but with contingencies brought about by feminist interpretations. The application of these notions is demonstrated by reclaiming and clarifying the epistemological underpinning in the works of three major women scholars as included in a doctoral seminar: Mary Parker Follett, Edith Penrose and Rosabeth Moss Kanter. These notions are further redeployed for their potential in institutional applications.

At present, the findings are discursive – if they can be called so, but the main motivation behind this writing is to go beyond discourse in the written sense, and to mobilize other activities, still in the realm of epistemological and scholarly work. These activities would legitimize actual interventions for changing business schools from their current situation as neoliberal entities, which mute understanding of major problems in the world, as well as the voices of most humans and non-humans paying for the foibles of neoliberalism.

The paper demonstrates the necessity of developing approaches for interventions in knowledge producing institutions increasingly limited by neoliberal premises in what can be said and done as legitimate knowledge. In doing this, the paper articulates the importance of keeping history alive to avoid the increasing “forgetfulness” neoliberalization brings about. The paper, in its present form, represents an active act of “remembering”.

Drawing on social anthropology this paper aims to focus on the role of culture in identity formation through an examination of the results of research into the culture of the chef – culture manifest in what has been referred to as the “culinary underbelly”.

In‐depth interviews were conducted with head chefs of Michelin‐starred restaurants and celebrity chefs with the aim of exploring the social and cultural processes underpinning the formation of chef identity.

These illustrate what it feels like to belong on the basis of such signifying structures as language, community, and kinship. Being a chef is more than just a job, it is sacred work involving sacrifice and pain leaving a physical imprint on the individual in the form of burns, cuts and scalds. Such marks are the physical manifestation of chef culture.

The findings are not generalizable to all chefs. Further research should focus on issues of gender and ethnicity, and on chefs working in different types of establishment and at different levels/status to those interviewed here.

The findings and the analysis provide valuable insights into chef identity. This analysis is important because the significance of concepts such as culture and identity for understanding specific job roles is still under explored within a hospitality context. Managers need to be able to understand and work with the cultural dynamics inherent in job roles because these impinge on key issues such as recruitment, retention and team building of all staff, not just chefs.

Summarizes the flat panel display (FPD) industry outside of Japan, with a focus on advances in Korea and Taiwan. Discusses the major manufacturers in each country as well as their current status. Concludes with a brief discussion on the future outlook of the FPD market.

During the 1994 spring semester, twelve students, enrolled in Columbia University′s graduate program in public policy and administration and explored the new phenomenon of civic networking for a workshop in applied public policy analysis. Each workshop is required to be sponsored by a governmental client, which in this case was the US National Commission on Libraries and Information Science. The commission was interested in ascertaining the range of activities sponsored by the networks and in determining their involvement or lack of involvement with local public libraries. Participating in this project were representatives of twenty‐four civic networks, who answered telephone queries covering a range of topics dealing with network services, users, goals, funding, governance, technical design, social benefits, government information provision, evaluation, and definition. This paper summarizes the findings of the students′ investigation.

This paper aims to examine the effect of selected calcium salts on the colour, clarity and calcium content of fortified apple juice in extended storage.

Apple juice was fortified with calcium lactate, calcium lactate gluconate, or anhydrous calcium gluconate and was processed along with an unfortified control juice. The bottled product was stored at 3 and 18°C for 30 weeks, and was assessed for calcium ion concentration, colour and haze. Consumer acceptance of the juices was confirmed using sensory evaluation.

Anhydrous calcium gluconate and calcium lactate gluconate are easily dissolved in apple juice and are as acceptable to consumers as the unfortified control juice. All three calcium salts remain in solution in apple juice after 30 weeks of storage.

The paper shows that, unlike a number of commercially marketed, calcium‐fortified beverages, these calcium salts stayed in solution in apple juice during extended storage. The ease of dissolution of anhydrous calcium gluconate and calcium lactate gluconate make them excellent candidates for commercial processing; their incorporation should cause minimal disruption to existing apple juice production practices.