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This paper aims to offer fresh insight into new institutional theory in the context of Native American tribal sovereignty. This paper outlines the history of tribal sovereignty to propose it as an 8th institution, express how it is differentially applied in Native Nations and discuss how conflicts between institutional logics have an impact on economic and cultural outcomes. While doing so, this paper provides a review of tribal sovereignty to contextualize how the institution has developed over time, how it is exercised today and how the complexity of economic logics continues to affect its attainment. The power of the institutional logics that undergird tribal sovereignty has shifted over time, and this paper highlights the ontological and practical consequences of this shift on the institution of tribal sovereignty itself.

This paper reviewed the literary history of Native American tribal sovereignty using the lens of institutional theory to uncover dynamics that have been previously overlooked. This study stems from this review and extends the understanding of neo-institutional theory by offering a fresh contextual perspective from the lens of tribal sovereignty. The inclusion of a historical perspective, as well as modern expressions of tribal sovereignty, enables the narrative to suggest that tribal sovereignty is better understood as an institution. This paper is also able to highlight how some of the tension within conceptualizations of tribal sovereignty relies, in part, upon the institutional logic of Hózhó, and why these tensions persist even today within the exercise of sovereignty. This study is akin to what Arseneault, Deal and Helms Mills (2021) call a “review with attitude” that provides an alternative view of Native American tribal sovereignty and its relationship with new institutional theory to suggest a new research agenda for organizational studies.

This paper demonstrates the challenges that tribal leaders face and enumerates the various strategies used by Native American nations to exercise sovereignty from the US Federal Government. It shows the conflicts between economic and cultural outcomes and the ways in which tribes struggle to balance these conflicts both from within the tribe and without. While all organizations face various forms of environmental pressures, tribal nations in the USA exercise sovereignty to achieve a balance that is unlike other, paradigmatically capitalistic and Western, institutional forms.

At a time when marginalization and inclusiveness have become more prominent themes in management discourse, this paper expands upon the background of tribal sovereignty in the USA to highlight these concepts. Much has been written about the legal and social aspects of Native American culture and integration, or lack thereof, within Western culture. What has been missing, however, is the way in which tribal nations rely on sovereignty as a social structure beyond the mere legal and formal aspects of being recognized as a “nation within a nation.” One of the contributions of this study is to link the concepts of tribal sovereignty and the study of institutional theory, providing a rich framework for distancing ourselves from traditional logocentric Westernized approaches to a more inclusive understanding of alternative social structures.

Coaches as leaders of sports teams should identify the causes of conflict between the athletes and handle conflict effectively. The aim of this study was to examine the methods and ways coaches use to handle conflict in professional teams in Greece. The sample consisted of 42 professional football‐soccer, basketball and volley ball coaches, which were surveyed using questionnaires. Using the descriptive statistics and the one‐way Analysis of Variance (ANOVA), it was found that: a) coaches are using five styles in order to manage conflict, and b) the most effective styles that can resolve team conflicts are the collaborating style, the compromising style and the avoiding style and the least effective styles from those suggested are the competing style and the accommodating style.

This paper explores the issue of the types of skills required of leaders and followers in new organizational forms. It reviews the concept of virtual teams in organizations. The paper addresses the role of training in facilitating boundary spanning in organisations using case examples.

Collaborations and partnerships that span economic sectors heighten the complexity of decision-making processes and introduce challenges for structuring collective action. As hybrid organizations designed for cooperation, multi-sector partnerships involving firms from the private, public, and nonprofit industries are more likely to utilize a platform of open strategy than their single-sector counterparts. Through studying the decision-making process of multi-sector partnerships, the purpose of this paper is to suggest that the formative extra-organizational boundary conditions of these partnerships create fertile ground for a platform of open strategy.

This manuscript presents a thorough analysis of the literature regarding multi-sector partnerships and the construct of open strategy to consider the importance of goal interdependence and strategic openness in the strategic decision-making process. The combination of these research streams results in a theoretical model of open strategy to be validated in the multi-sector partnership context.

Partnerships that span multiple market sectors (multi-sector partnerships (MSPs)) are often founded on cooperation as opposed to competition and this fundamental distinction impacts organizational strategy and, more specifically, the manner in which strategic decisions are made. As proposed, the open strategy process model outlined in this work relies on goal interdependence, stakeholder legitimacy, participatory decision making, transparency, and inclusiveness as core components.

Future research that considers the implications of open strategy on performance and other organizational outcomes in the MSP context is warranted. Similarly, future research could ascertain the effects of open strategy on individual-level outcomes such as job satisfaction, organizational commitment, turnover, and related constructs. Additionally, later scholarship in the context of MSPs could serve to illuminate the possible effects of strategic openness on the social structures of partner organizations as well as highlight possible unintended consequences of its implementation.

In practical terms, this research provides direction for managers of MSPs, particularly during the formative phases of collaboration. Establishing a clear recognition of interdependence toward partnership goals is demonstrated to be a valuable first step for establishing the preconditions for a platform of strategic openness. Subsequently, implementing techniques and disciplines to enhance the inclusiveness and transparency of information, to foster participation in decision making, and to recognize all stakeholders with a claim on outcomes during the strategic decision-making process combine to achieve the outcomes demonstrated by early adopters of open strategy.

This research has the potential to further the understanding of several questions arising from collaboration scholarship such as: what are the strategies and capabilities required to succeed in managing organizational forms that fuse and cross well-established public and private sector boundaries? How can public and private actors mutually learn and develop such capabilities? The authors hope that by putting forth this new model of open strategy in multi-sector social partnerships, the authors can stimulate both practice and empirical study to separate the general principles from the contingencies. The weighty social issues of the day can benefit from these efforts.

This work links, both theoretically and conceptually, heretofore disparate streams of literature to outline a process by which strategic decisions are made in multi-sector collaborations. Traditional notions of competitive strategy have been demonstrated to be inadequate to guide theory and practice regarding the decision-making process within multi-sector collaborations. This work attempts to resolve that deficiency by considering goal interdependence and various dimensions of strategic openness (inclusiveness, transparency, stakeholder legitimacy, and participatory decision making) as aspects of cooperative strategy. The resulting model contributes to the instrumental view of stakeholder theory, the conceptual richness of the open strategy construct, and suggests a normative governance platform for multi-sector partnerships.

Despite the recent increase of segregated neighborhoods and schools (Schmitt, 2001), many children find themselves playing with others from different racial and/or ethnic background (Nieto, 2000). Within social science literature, there are a number of studies that explore social interactions and youngsters’ friendship groups (Adler & Adler, 1998; Corsaro, 1985; Eder, 1995; Rizzo, 1989). While instructive, too few analyze what occurs among and to students of color (for exceptions, see Fordham, 1993; Goodwin, 1990, 1998; Grant, 1984). As a consequence, intragender distinctions remain misunderstood and White girls’ group dynamics often eclipse or trivialize the cultural happenings of their racial opposites – African-American girls.

The paper aims to investigate accounting's role as a mediating instrument between the tensions of creativity and control within the price competitive world of the fashion chain store.

The paper employs a case study approach, gathering interview data from key members within a UK fashion chain, and uses Goffman's work on impression management to inform its theoretical argumentation.

Drawing on Goffman, the paper considers the roles adopted by organizational actors within fashion retailing and the actions they pursue in order to maintain a team performance. The authors suggest that accounting, as a form of stage prop, helps to sustain this team impression by mediating between the creativity and control concerns inherent in fashion design. In the process, they also gain some understanding of the use of accounting by actors beyond the confines of an organization's finance function.

Despite the magnitude of the fashion industry and its dominance in the identity construction of both individual and streetscape, the role of accounting within this domain of popular culture has remained remarkably unexplored. This paper attempts to redress such scholarly neglect. It also furthers an understanding of the relatively unexplored role of accounting as a mediating instrument within the complex dialectic of creativity and control.

Job performance in the US Army is a complex construct, in part because of the stressors that soldiers face, both day-to-day and during deployment. This chapter critically reviews job performance, and the connections between performance and stress and health, discussing how findings may also be relevant within the specific context of the Army. We review established conceptualizations and metrics of job performance within the Army as well as the civilian sector. Then, we discuss the existing research on the associations between performance and stress, physical health, health behaviors, and mental health. Considering these findings, we discuss lessons learned for Army performance metrics, recommending that stress- and health-related issues be incorporated into unit and leader performance metrics, with two critical caveats: (1) data are aggregated at a company level and (2) non-reactive measures are used. Finally, we discuss how existing data repositories can facilitate future research and note potential constraints of using secondary data.

The relational nature of franchising flowing from the contract between franchisor and franchisee which enshrines a close, continuing relationship raises the issue of good faith. While there are academic papers analyzing good faith, these do not capture the practical understanding and expression of the concept and the manner and application in which it operates in the real world of franchising. The purpose of this paper is to assess how good faith is defined and understood by franchise practitioners – franchisees, franchisors and their legal advisors.

The authors have adopted a qualitative approach by conducting and analyzing a series of 18 in-depth interviews with franchisees, franchisors and lawyers specializing in franchising.

The findings show that good faith is particularly important in franchising because of the disparity in the knowledge and power of the parties. They suggest that good faith is not only a legal notion but also a notion that is linked to the personal relationship between the franchisor and its franchisees. It then plays an important role in terms of management of this relationship and of the system as a whole. Moreover, they demonstrate that there is not one single shared understanding of good faith amongst franchising practitioners. Indeed, franchisees, franchisors and specialist franchise lawyers suggested that good faith can refer to transparency, trust, loyalty, fairness and equity amongst the franchisees, fair play, frankness, respect, ethics, kindness, “best efforts” and personalities.

The originality of the research lies in the fact that good faith is examined through the voice of franchising practitioners who explain how they define and understand good faith rather than through a detached academic lens.