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This paper asks whether or not Chester Barnard was a member of an intellectual or managerial “élite”. While it is clear that Barnard provides great insight regarding leadership and social responsibility, it is also apparent that his views regarding, for example, race relations were, at least by our contemporary standards, unenlightened and may have conformed more with the “élite” of that time. With the stronger democratic sensibilities of our time, represented by affirmative action, etc., Barnard has to be read historically and understood in the light of his own time in order to get out of him what is still useful today. The paper does not propose to resolve the issue of whether or not he was an e´litist. The conclusion is reached, however, that the continuation of the debate regarding Barnard’s membership of an intellectual or managerial e´lite may have implications for the ongoing reading of Barnard’s work by the management students of today.

Culture heavily influences a society′s innovative capacity. Most studies place that proportion influenced by culture at between 30 and 50 per cent. What causes the remainder? Discusses differences in innovative capacity between culturally similar countries – the Anglo‐American Cluster – and proposes that much of the remaining variance can be traced to structural differences between those countries.

Chester Barnard and Frank Capra are twin US icons from the late 1930s. Both share thoughts, hopes and expectations regarding civilization and civility, man and humanity, rights and righteousness, morals and moral integrity. With Barnard, our intent is to identify his unique contributions regarding ethics and social responsibility. Barnard takes a strong stance on moral leadership and argues that effective leadership requires both “technical” and “responsible” skills. In looking at Frank Capra’s contributions, it is possible through his early work as a film director to see his concern for others and his belief that civilization can overcome its dark side. In It’s a Wonderful Life, Capra provides us with the ultimate citizen and moral leader in the form of George Bailey. In Barnardian terms, Bailey and Capra help all of us to discover that we too can make a positive difference.

Entrepreneurs and innovation go together like the proverbial horse and carriage. Entrepreneurs seek opportunities and innovations often provide the instrument for them to succeed. However, certain cultural and structural attributes are inherent within a society which can emphasize entrepreneurial activity and hence innovation. A set of negative structure attributes also exist which lead directly to a lessening of opportunities and numbers for would‐be entrepreneurs. This leads to fewer new ventures and hence less innovation. Examines structural elements and factors regarding whether or not these factors can result in being either stimulating or dampening entrepreneurial activity. Also provides a set of recommendations on what a society or locale can do to provide the positive structure needed to maintain or propel innovation and entrepreneurship.

The purpose of this paper is to assess the usability of two image‐based authentication methods when used in the web‐based environment. The evaluated approaches involve clicking secret points within a single image (click‐based) and remembering a set of images in the correct sequence (choice‐based).

A “one‐to‐one” usability study was conducted in which participants had to complete three main tasks; namely authentication tasks (register, confirm and login), spot the difference activity and provide feedback.

From analysing the results in terms of timing, number of attempts, user feedback, accuracy and predictability, it is found that the choice‐based approach is better in terms of usability, whereas the click‐based method performed better in terms of timing and is rated more secure against social engineering.

The majority of participants are from the academic sector (students, lecturers, etc.) and had up to seven years' IT experience. To obtain more statistically significant results, it is proposed that participants should be obtained from various sectors, having a more varied IT experience.

The results suggest that in order for image‐based authentication to be used in the web environment, more work is needed to increase the usability, while at the same time maintaining the security of both techniques.

This paper enables a direct comparison of the usability of two alternative image‐based techniques, with the studies using the same set of participants and the same set of environment settings.

The purpose of this paper is to study the phenomenon of organizational change failure through an emic approach. Grounded in empirical examples, the paper unfolds why the phenomenon seems to be missing from the literature of the becoming view (e.g. Tsoukas and Chia, 2002).

Inspired by the methodological strategy of “studying through,” organizational changes are followed through space and time within the setting of a Nordic bank, from where the empirical data have been collected via longitudinal study. The empirical data are generated through a combination of methods: shadowing, interviews, in situ observations and desk research in order to capture the ever-changing phenomenon of organizational change.

The paper finds that organizational changes drift away, either by slipping into the everyday practices of the organization, or by drifting away in time when history is reinterpreted. The paper concludes that organizational change failures suffer the same fate as organizational changes more generally and drift away in space and time.

The paper contributes to the becoming view by illustrating how methodologically an ever-changing phenomenon such as organizational change can be studied. Further, it contributes to the field of organizational change failure by unpacking the fate of organizational change failure when change is natural and slippery in nature. The paper includes reflections on what the consequences might be for praxis.

This issue is a selected bibliography covering the subject of leadership.

Global corporate strategies are revealing the boundaries of organizational capabilities and the limits of the natural resource capacity that is needed to sustain business operations. Sustainability has emerged as a strategic response adopted by many corporations to reduce resource dependency and consumption costs. The purpose of this paper is to secure existence as a going concern while also demonstrating corporate citizenship.

This two-part paper will present a review of recent findings relevant to sustainability and change management was performed in order to develop a better understanding of factors that may hinder corporate adoption of sustainability, the role of sustainability in transformational change, and the change management challenges involved in integrating sustainability within corporate culture.

For a growing number of organizations, sustainability has recently been elevated from “doing” to the level of “being”, which involves integration into their mission, vision and shared values. Corporate leaders and governing bodies play a critical role as champions in the implementation of sustainability for organizational transformation.

The limited number of examples of organizations fully embracing sustainability at a vision level stems from the fact that most executives do not fully understand the issues and do not know how to devise the governance or strategies needed to adopt a more sustainable path. However, the research points to the fact that there is a recognized shortage of empirical research work specifically focussed on sustainability change and effective business cases.

Organization development practitioners have a significant role in helping firms implement sustainability-focussed transformations.

Given the economic, ecological and social imperatives, there is urgency for firms around the world, both big and small, to adopt effective sustainability strategies that add value for stakeholders while reducing resource demand.

The research points to the fact that there is a recognized shortage of empirical research work specifically focussed on sustainability change including limited examples of effective business cases.

This paper aims to contribute to the literature on value creation by examining value within the visual arts market and arguing for a broader, socio-culturally informed view of value creation.

The authors develop an original conceptual framework to model the value co-creation process through which art is legitimised. An illustrative case study of artist Damien Hirst demonstrates the application of this framework.

The findings illustrate how value is co-constructed in the visual arts market, demonstrating a need to understand social relationships as value is dispersed, situational and in-flux.

The authors problematise the view that value emerges as a result of operant resources “producing effects” through working on operand resources. Rather, adopting the socio-cultural approach, the authors demonstrate how value emerges and is co-constructed, negotiated and circulated. The authors establish the need to reconceptualise value as created collaboratively with other actors within industry sectors. The locus of control is, therefore, dispersed. Moreover, power dynamics at play mean that “consumers” are not homogenous; some are more important than others in the valuation process.

This more distributed notion of value blurs boundaries between product and service, producer and consumer, offering a more unified perspective on value co-creation, which can be used in strategic decision-making.

This paper illustrates that value co-creation must be understood in relation to understanding patterns of hierarchy that influence this process.