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Today the total number of databanks is still increasing and online information providers are facing quasi‐unlimited opportunities to expand their services both on a national and an international level. Unfortunately for databank producers this also means increasing the risk of liability as the number of potential users and kind of uses of the information is growing. This risk of liability is not a fiction. The user expects the information he receives to be reliable and accurate. In case of unreliability or inaccuracy, he will blame the person who provided him with the information.

Personalised statements from CEOs can be used as a tool to protect reputation in corporate crises. However, it needs to be considered that CEOs have different personalities. The present chapter, therefore, examines the effects of social distance of a CEO in combination with crisis communication strategies in corporate crises. This is illustrated by means of an experimental study with a 2 × 2 between-subjects design (factor 1: close vs. far social distance of the CEO; factor 2: deny vs. rebuild crisis communication strategy). The results indicate that in preventable crises, a close social distance of the CEO is beneficial for the CEO’s image as well as the image of the organisation because it promotes empathy and motivated assessment. Empathy towards the CEO remains unaffected by the communication strategy. The effect of the social distance on the motivated assessment occurs, however, only with a deny strategy. If an apology is pronounced, there is no difference whether an approachable or a distant CEO is speaking. The study discussed in this chapter is among the first to take empathy and motivated reasoning into account when analysing the effects of privatisation on CEO image and organisational image.

This chapter aims to gain a deeper understanding of the phenomenon of an ultraconservative group’s crisis communication. It delves into the communication strategies and narratives of the Taliban as they interact with the international media, particularly in relation to the women residing in Afghanistan. A qualitative content analysis of the Taliban’s initial press conference, subsequent interviews and statements on the women in Afghanistan after the Kabul takeover in August 2021 was conducted to understand how the group constructed its narrative on women. The findings suggest that the Taliban adopt a coherent communication strategy. Overall, the group seems to construct a positive image of free women in Afghanistan under their governance by representing image repair strategies of denying disadvantages and positioning themselves as supportive of women’s rights, embedded in hero narratives. Through an analysis of the data employed in this research, it transpired that the Taliban lay a special emphasis on a promising future for their home country through the implementation of the principles of human rights, with a special focus on their commitment to women’s rights and the respect they accord to women. With regard to the imposition of restrictions on Afghan women, the group can be seen to adopt an image repair strategy, employed by evading responsibility, coupled with a narrative of blaming foreign forces.

The purpose of this paper is to take a new look at an old idea: since McGregor’s work in the 1960s, it is common knowledge that managers’ implicit theories about their followers can have self-fulfilling consequences. Surprisingly, McGregor’s work has largely remained within the bounds of employee motivation and has not met with a wide response in related fields such as service management. Assuming that managers do not only hold implicit theories of their followers but also of their customers (i.e. implicit customer theories), this paper transfers McGregor’s Theory X and Theory Y to the service context. It further derives a framework of possible consistencies and inconsistencies between management styles and service strategies, depending on implicit managerial theories about the average employee and customer.

This conceptual paper integrates a management classic, current empirical findings, and media reports into a new line of thought.

This paper develops and undergirds the thesis that it is conducive to the development of trustful and productive relationships both with customers and followers if managers proceed from confident assumptions about them, thereby activating virtuous circles instead of vicious cycles.

This paper links concepts from the organizational domain to the service domain. It implies a normative component in arguing for the productive potential of positive and the destructive potential of negative assumptions about both followers and customers. The value of this idea lies in the potential for positive relational dynamics and better customer and workplace relationships.

The purpose of this paper is twofold: on the one hand, it is to contribute to a sound conceptualization of the notion of place identity in the context of geographical spatial approaches; on the other, it is to show the implications this has in place branding research.

First, the paper draws from place branding literature to point out the lack of a conceptualization of place identity, second, it presents the case study of Prenzlauer Berg to show how place identity is constituted. Finally, these findings are linked to literature about the constitution of space and place.

The concept of spatial identity suffers under the anthropomorphism of the term identity. Only in a sound conceptual framework and through a method mix it is possible to understand how the specificity of space is constituted.

The case study that is the base of this conceptual paper is a neighbourhood. There is a need to further discuss the issue of scale, i.e. whether the same rules apply for cities, regions or nations.

Place branding/marketing is often based on a fuzzy notion of place identity. The above non‐essentialist approach of this identity deeply questions both the legitimacy and the efficiency of any place branding strategy. It thus asks for more sophisticated analytical methods by policy makers and consultants alike.

Conceptualization of spatial identity is a rather vague concept and, though it is often used as a point of departure for several issues, it is usually taken for granted. This paper offers a new systematic approach to the disambiguation of the concept.

The purpose of this paper is to explore the reasons why customers often cannot or do not exit a negative service encounter (lock-in) and to discuss how this affects their well-being and coping responses. This contributes to the research on how negative service encounters emerge and evolve and how such encounters impact customer well-being and subsequent responses.

An inductive, exploratory approach was used. Interviews with 20 service customers yielded over 90 detailed lock-in experiences across 25 different services. A multi-step, iterative coding process was used with a mixture of coding techniques that stem from a grounded theory approach.

Four categories of factors that caused customers to endure a negative event were identified (physical lock-in, dependency on the service, social lock-in and psychological lock-in). Customers either experienced inner turmoil (if they perceived having the option to stay or leave) or felt captive; both impacted their well-being and coping strategies in different ways. Three characteristics of negative events that caused lock-in to persist over time were identified.

This is a qualitative study that aims to identify factors behind customer lock-in, reduced well-being and coping strategies across different types of service encounters. Future research may build on these themes to investigate lock-in during specific service encounters in greater depth.

This research provides insights regarding how service providers can anticipate lock-in situations. In addition, the findings point to several ways in which frontline employees can assist customers with the coping process, during lock-in.

Customer lock-in during a service encounter is a common, yet unexplored phenomenon. This research contributes to a better understanding of why customers endure negative events and how such perceptions are reflected in their experiences and behaviors.

It has been said of most instruments that attempt to guarantee basic rights that they usually give with one hand what they then retrieve with the other. Convention No.87 provides, in Article 2, the right for “workers and employers, without distinction whatsoever to establish and subject, only to the rules of the organisation concerned, to join organisations of their own choosing without previous authorisation”. By Article 8 (1) however, the forces of freedom unleashed in Article 2 are bridled. “In exercising the rights provided for in this Convention, workers and employers and their respective organisations, like other persons or organised collectives, shall respect the law of the land”. And the provisions of Article 9(1) make it possible for the Police and the Army to forego that right: “The extent to which the guarantees provided for in this convention shall apply to the armed forces and the police shall be determined by national laws or regulations.” Such a situation creates a rife hotbed for claims and counter‐claims between any of the three main players in industrial relations, namely, the state, the employer, and the employee. Besides, Article 8 (1) makes very generous assumptions of national law. When read with the rest of this Convention, Article 8 seems to suggest that all States are in some way, oriented towards the pluralistic frame of reference in their labour law; recognising that in the employment relationship, there is not one, but several sources of authority. Pluralism holds that employers and employees interests are diametrically opposed to each other, and that they are held in the balance by the common need of keeping the enterprise alive. For pluralists, the trade union is a welcome vehicle for communication. But is such an assumption realistic? What becomes of workers and employers in State “X”, whose frame of reference in labour law is strictly unitary; holding that there is only one legitimate source of authority in the employment situation: the employer? The interests of the worker and the employer are said to be the same. The trade union is therefore an unnecessary and unwelcome threat to stability? Further, does Article 8 allow such a State to maintain its legislation over the minimum standards of the Convention as set in Articles 1 to 7?

Nancy MacLean’s book, Democracy in Chains, raised questions about James M. Buchanan’s commitment to democracy. This chapter investigates the relationship of classical liberalism in general and of Buchanan in particular to democratic theory. Contrary to the simplistic classical liberal juxtaposition of “coercion vs. consent,” there have been from Antiquity onward voluntary contractarian defenses of non-democratic government and even slavery – all little noticed by classical liberal scholars who prefer to think of democracy as just “government by the consent of the governed” and slavery as being inherently coercive. Historically, democratic theory had to go beyond that simplistic notion of democracy to develop a critique of consent-based non-democratic government, for example, the Hobbesian pactum subjectionis. That critique was based firstly on the distinction between contracts or constitutions of alienation (translatio) versus delegation (concessio). Then, the contracts of alienation were ruled out based on the theory of inalienable rights that descends from the reformation doctrine of inalienability of conscience down through the Enlightenment to modern times in the abolitionist and democratic movements. While he developed no theory of inalienability, the mature Buchanan explicitly allowed only a constitution of delegation, contrary to many modern classical liberals or libertarians who consider the choice between consent-based democratic or non-democratic governments (e.g., private cities or shareholder states) to be a pragmatic one. But Buchanan seems to not even realize that his at-most delegation dictum would also rule out the employer–employee or human rental contract which is a contract of alienation “within the scope of the employment.”