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The chapter reconstructs the methodological trajectory of Polly Hill. Crossing the boundaries between economics and anthropology, Hill’s work was simultaneously an epistemic challenge to development economics, and a testimony to the complexity and richness of economic life in what she called the “rural tropical world.” Drawing inspiration from the process that Mary Morgan referred to as “seeking parts, looking for wholes,” the chapter explores the evolving relationship between observational practice and conceptual categories in Hill’s work on West Africa and India. It is argued that fieldwork, the central element in Hill’s methodological reflection, served two main functions. Firstly, it acted as the cornerstone of her views on observation and induction, framing her understanding of the relationship between “parts” and “wholes.” Secondly, Hill used fieldwork as a narrative trope to articulate her hopeful vision for an integration of economics and anthropology, and later express her feelings of distance and alienation from the ways in which these disciplines were actually practiced.

In my years as a student of Mary Morgan and later as her junior peer, I observed that one concept prompted her to react with caution and skepticism. That common notion was “influence.” In this chapter, I follow her cues to ask what are the legitimate grounds for claims of influence in historical explanation. Morgan’s writings have made us aware that the story of social science cannot be captured in simple reckonings of influence, and that long chains of actions are required to seat an idea in the mind, and longer still to set it to paper. My contribution to problematizing influence is to list the pitfalls of its uncritical use but also, once suitably redefined, its potential contribution to analysis. To illustrate my claims, I propose a test case, to study the “influence of Mary Morgan.”

Since the mid‐1980s, there has been strong advocacy of the use of reframing through the application of organizational metaphors as one of the skills of the “new” manager. The reframing approach champions the virtues of analysing and responding to organizational situations through the use of multiple frames and is centrally implicated in the process of organizational change. The underlying message is that it enables both analysis and action to occur. Argues that this link has not been adequately explored in the literature which tends to assume that “appropriate” actions are able to be taken and that they will be successful. Explores four main constraints: cognitive limits; frame dominance and the limits of language; conceptions of action and their limits on reframing; and knowledge and power as limits to reframing.

Gareth Morgan's Images of Organization compels attention and invites reflection. Morgan himself describes the work as a treatise on metaphorical thinking which contributes to the theory and practice of organisational analysis (p. 16). Hence it stands directly in the tradition of writers such as Pepper and Kuhn, whose works have included a study of the impact of root metaphors and cognitive paradigms on our understanding of the world.

In this paper the authors aim to examine the dominance of machine and organism metaphors in organisational studies. They argue that these metaphors impede progress towards sustainable development because they perpetuate a story that dehumanises and de‐prioritises humans at the expense of the organisation which in turn becomes a rarefied and prioritised subject. This result is not consistent with the whole of humanity narrative that is entwined within sustainable development. To develop these arguments, the authors discuss sustainable development, highlighting how the concept implicates the central role of humans. They then discuss the limitations of the machine and organism metaphors relative to sustainable development. The paper then offers a different view of metaphors and suggests a more holistic understanding that is compatible with the achievement of sustainable development.

As a conceptual paper, this article reviews existing literature and offers critique of the use of the dominant metaphors of machine and organism.

Machine and organism metaphors perpetuate a language and understanding that dehumanises work and organisations. The implication of this is that organisational practice and research needs to adopt new metaphors to facilitate sustainable development.

As a conceptual document, this manuscript offers new avenues for future research and practice.

The arguments presented challenge scholars', educators' and practitioners' use of machine and organism metaphors when discussing organisations.

The originality/value of this paper lies in reflecting upon the metaphors of organism and machine relative to sustainable development and in turn reflecting upon the metaphors associated with and the central role of humans within the sustainable development concept.

Genetic and environmental factors are associated with psychosis risk, but the latter present more tangible markers for prevention. We conducted a theoretical exercise to estimate the proportion of psychotic illnesses that could be prevented if we could identify and remove all factors that lead to increased incidence associated with ethnic minority status and urbanicity. Measures of impact by population density and ethnicity were estimated from incidence rate ratios [IRR] obtained from two methodologically‐similar first episode psychosis studies in four UK centres. Multilevel Poisson regression was used to estimate IRR, controlling for confounders. Population attributable risk fractions [PAR] were estimated for our study population and the population of England. We considered three outcomes; all clinically relevant ICD‐10 psychotic illnesses [F10‐39], non‐affective psychoses [F20‐29] and affective psychoses [F30‐39]. One thousand and twenty‐nine subjects, aged 18‐64, were identified over 2.4 million person‐years. Up to 22% of all psychoses in England (46.9% within our study areas) could be prevented if exposures associated with increased incidence in ethnic minority populations could be removed; this is equivalent to 66.9% within ethnic minority groups themselves. For non‐affective psychoses only, PAR for population density was large and significant (27.5%); joint PAR with ethnicity was 61.7%. Effect sizes for common socio‐environmental risk indicators for psychosis are large; inequalities were marked. This analysis demonstrates potential importance in another light: we need to move beyond current epidemiological approaches to elucidate exact socio‐environmental factors that underpin urbanicity and ethnic minority status as markers of increased risk by incorporating gene‐environment interactions that adopt a multi disciplinary perspective.

Several decades of mental health research in the UK repeatedly report that people of African-Caribbean origin are more likely than other ethnic minorities, including the White majority, to be diagnosed with schizophrenia and related psychoses. Race-based inequalities in mental healthcare persist despite numerous initiatives such as the UK’s ‘Delivering Race Equality’ policy, which sought to reduce the fear of mainstream services and promote more timely access to care. Community-level engagement with members of African-Caribbean communities highlighted the need to develop culturally relevant psychosocial treatments. Family Intervention (FI) is a ‘talking treatment’ with a strong evidence-base for clinical-effectiveness in the management of psychoses. Benefits of FI include improved self-care, problem-solving and coping for both service users and carers, reducing the risk of relapse and re-hospitalisation. Working collaboratively with African-Caribbeans as ‘experts-by-experience’ enabled co-production, implementation and evaluation of Culturally adapted Family Intervention (CaFI). Our findings suggests that a community frequently labelled ‘hard-to-reach’ can be highly motivated to engage in solutions-focussed research to improve engagement, experiences and outcomes in mental health. This underscores the UK’s Mental Health Task Force’s message that ‘new ways of working’ are required to reduce the inequalities faced by African-Caribbeans and other marginalised groups in accessing mental healthcare. Although conducted in the UK (a high-income multi-cultural country), co-production of more culturally appropriate psychosocial interventions may have wider implications in the global health context. Interventions like CaFI could, for example, contribute to reducing the 75% ‘mental health gap’ between High and Low-and-Middle-Income counties reported by the World Health Organization.

Motivated by Morgan’s (1997) analysis of the “paradoxical” role of metaphors in understanding and managing organisations, the purpose of this paper is to assess in what respects organisations using integrated reporting (IR) are on a “journey” of organisational change.

The paper analyses IR practitioner literature to interpret the IR journey metaphor more precisely. The authors then use in-depth interviews to assess the extent to which this metaphor captures how six early adopter organisations in Australia implement IR, and what changes result, over four years.

The journey metaphor implies substantive and holistic organisational change. By contrast, the authors find organisations use IR in contextual, instrumental and piecemeal ways. The authors propose a “toolbox” metaphor to help (re)present how organisations adapt their reporting to fit decisions already made, and challenges presented, through ordinary and ongoing strategic management.

Morgan (1997) stresses metaphors are invariably used to both describe and manage organisations. The authors’ analysis identifies specific ways the IR journey metaphor is descriptively misleading. The authors’ “toolbox” metaphor suggests different ways organisations are, or could, manage IR to create value.

This is the first paper to provide a systematic analysis of the IR journey metaphors, and to assess in what respects this metaphor captures actual organisational practice. The findings also challenge the broader notion in academic research that reporting frameworks can lead organisational change.

This paper aims to focus on the value of marketing dashboards, a key area of interest for scholars and practitioners. This study examines two critical outcomes of marketing dashboards: marketing strategy implementation speed and market information management capability. Additionally, the research analyzes the impact of the firm’s internal structure on the relationship between marketing dashboards and the outcomes.

A conceptual model grounded in the knowledge-based view of the firm is tested. The research uses survey data collected from marketing professionals employed within business-to-business firms. Data from the key informants are analyzed using structural equation modeling.

The results demonstrate that marketing dashboards are significantly related to marketing strategy implementation speed and market information management capability. Centralization exhibits a negative moderating effect, and formalization exhibits a positive moderating effect on the relationship between marketing dashboards and marketing strategy implementation speed. Marketing strategy implementation speed and market information management capability are related to market performance.

Through the examination of main and moderating relationships, this paper demonstrates that marketing strategy implementation speed and market information management capability are key integration mechanisms that leverage the marketing dashboard resources.