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Multicommunicating, the practice of using technology to carry on multiple near-simultaneous conversations, has been studied for almost two decades. This practice has new meaning today as more people carry a mobile device with them, remote working is prominent, and teams are looking for ways to be more productive. This chapter establishes why multicommunicating is an important communication concept that can help scholars interested in teams. After distinguishing multicommunicating from related concepts, such as multitasking, this chapter reviews key findings from literature and highlights the conundrum around whether this is a productive, acceptable practice or one that is rude and increases inefficiency. In conclusion, the proposed research agenda invites studies of multicommunicating in contexts where actual responses to the practice can be observed. Additionally, there are growing opportunities to include mobile communication and human–technology interactions in the multicommunicating mix.

Researchers argue that much of who we are is developed during childhood. Yet, little exploratory research has been conducted regarding the childhood experiences, activities, personalities, and perceptions of successful leaders. This paper aims to address this issue.

In‐depth, qualitative interviews were conducted with ten women university presidents to investigate perceptions and experiences related to the lifetime development of leadership skills, abilities, and competencies. The lived experiences of these women were investigated using the phenomenological research methodology so that “voices” could be heard and unique insights examined. This paper explores a portion of this research focused on childhood personalities, school and other activities, influential individuals, and significant events and challenges.

Results support the growth‐task model of human development. As children, the presidents were generally obedient, reflective, observant, smart, self‐directed, competitive, and moderately to highly confident. It was important for them to live up to their own expectations and those of significant adults around them. These women were involved in a variety of helpful activities as children and thrived on learning and developing new skills, knowledge, and capabilities. Other than their own parents, influential individuals during childhood included predominantly women (elementary school teachers, aunts, and grandmothers). The most helpful learning experiences involved challenging and difficult situations or events (e.g. illness, relocation, and fear).

By understanding these influences, practitioners can design more effective interventions dependent on an individual's background.

This paper provides valuable information for those interested in individual leadership development efforts centered on working with individuals interested in obtaining positions at the highest levels in higher education.

This paper seeks to utilize the concept of testicularity put forward by Flannigan‐Saint‐Aubin to explain a shift in the hegemonic masculinities in two organizations which were unusual in being successful in realizing their aims for improvement.

The methodological approach taken is broadly social constructionism. The two organizations featured in the paper are drawn from a more extensive study of 22 organizations studied in the UK and the Netherlands. The first phase of the research consisted of extended interview visits. The visits, lasting two or three days, consisted of a mix of formal interviews and observation of the sites and less formal discussion and observation, frequently during meal breaks.

The organizations instigated change processes, which created opportunities for women employees, sometimes at the expense of men. Previous work has discussed whether organization change can represent a feminizing of the workplace, but this did not fully encapsulate the present findings – the men remained in charge – and this led the authors to investigate further masculinities. Flannigan‐Saint‐Aubin's concept is rare in that it argues for positive aspects of masculinities in a growing literature which has a tendency to focus on the negative.

The paper argues that shifts in gender performance are a useful way of exploring organization change.

This masterclass examines how two important new books propose to achieve cost innovation, a value creation strategy that can transform an over-priced industry.

In their book, marketing gurus Stephen Wunker and Jennifer Luo Law highlight the potential of cost innovation in helping to create new market demand and transform the competitive dynamics in any industry sector, and they offer guidance on how to develop such a strategy. In their study of transformation by value creation, Professors Vijay Govindarajan and Ravi Ramamurti highlight the potential for cost innovations in emerging markets to help transform health care delivery in the West.

The authors showcased in this masterclass demonstrate how the value-based principles highlighted by Porter and Christensen and Kim and Mauborge are key to transforming any industry to make it more reliable, accessible and affordable.

Cost innovation involves taking a fresh approach to the conventional way of delivering value in any given industry and looking for ways to reimagine it.

The notion of cost as a potential target for breakthrough innovation in its own right is still not widely recognized. As marketing consultants Wunker and Luo Law point out in Costovation: innovation and cost are still most often seen as “magnetic opposites,” the one in natural tension with the other. They set out to challenge this assumption and show how “innovation and cost-cutting” can become “a powerful duo, capable of reshaping markets and creating long-term competitive advantages.”

There is clear evidence linking diet and health. In Britain conditions associated with the over‐consumption of food are common. Dietary change has been recommended as part of programmes to reduce the incidence of the so‐called ‘diseases of affluence’. One dietary modification which is widely recommended is ‘Eat less fat’. Close examination of this particular recommendation and the actions needed to make this suggested change1 provide insights of value in the formulation of strategies necessary for the achievement of all the other dietary goals.

How can you be a good mentor? How can you pass on your wisdom? How can you help people to find their answers to challenges? Mentoring now plays a key role in organisations that wish to pass on their hard earned wisdom. But how to ensure that such an approach works? This article explores issues you may wish to consider when: selecting mentors; defining the role of mentors; and running a mentoring session. The article also illustrates the classic “Five C” model for helping people to focus on their challenges; choices; consequences; creative solutions; and conclusions. Good mentors create a “stimulating sanctuary”. They help people to build on their strengths, find solutions and achieve ongoing success. This article gives a snapshot of key elements to bear in mind when introducing mentoring into your organisation.

The privatisation of the electricity industry was badly flawed. It created a generating duopoly in the form of National Power and Powergen. These two companies have a degree of control which is incompatible with the concept of the open market and which is detrimental to the interests of the consumer. Given the power of that duopoly, it is doubtful whether the Governmental regulatory authority, OFFER, can effect real change without a referral to the Monopolies and Mergers Commission.

Draws on a range of research into the problems of accommodating technical change in complex organizations to highlight the issue of cultural inter‐operability. Global economic integration is growing rapidly, facilitated in part by information and communication technologies. As an increasing proportion of organizations spans national and regional cultures significant cultural differences become intra‐organizational differences. Greater economic interaction implies a need for appropriate standards for technology and procedures, however; a number of significant new players in the world system are operating in a technical context and to sets of standards, official and de facto, which have been shaped by a predominantly Western model of business information technology. To gain the potential benefits of emerging technologies, the conflict between the needs of developers and users must be dealt with and the technical focus of information technology must be broadened to encompass cultural concerns at both organizational and social levels. Presents some case study material to indicate the key role of the balance between cultural and institutional constraints and technical capability within organizations.

This paper investigates how the learning trajectory of corporations utilising information and communication technologies has been matched by the labour movement and social movements associated with it.

The paper investigates new communication dynamics of labour in the international setting. It then focuses on a broader and richer set of online practices by labour by drawing on material placed on the world wide web by members of and advocates for the Braceros (the strong arms) – migrant Mexican workers. These practices follow on a history of effective use of the new information communication technologies by the Zapatista movement in Mexico.

The paper places these activities in the context of globalisation and the global movement of capital and labour. It argues that the practices of online communication associated with the Braceros can be harnessed to move beyond the reactive shadowing of capital by labour. Instead innovative and proactive forms of monitoring policies and critiquing outcomes become possible.

Internet‐based counter‐coordination allows the construction and diffusion of a different understanding of the nature and consequences of the current mode of globalisation.

The paper demonstrates the ways in which information and communication technologies can be used to engage in thematic mapping and construction of memory by labour and provides an example of the electronic sampling and indexing of material.

The present chapter puts one perspective center stage and looks at the relationship between TSC and its manifestation in individuals. More specifically, we are concerned with the relationship between processes of attitude formation and attitude change. The concept of attitudes is one out of several psychological constructs which are known to have mediating influence on actual behavior. Thus, it is a possible starting point to positively influence behavior in road traffic toward higher levels of (commitment to) safety. Understanding how safety culture is internalized by individuals and how it shapes safe conduct shall be theoretically described and practically exemplified to show how this approach can become useful and relevant for practitioners in the field of road safety.

The argument is developed in three parts. In the first part, Herbert Kelman’s (1958) conceptual scheme of three stages of attitude change is presented in which the levels of compliance, identification, and internalization of values are distinguished. In the second part, it is argued that these different levels of value integration correspond with three different kinds of psychological theories which address the relationship between attitudes and deliberately conducted behavior (action). It is a well-known fact in the science of human action that there is no direct relationship between attitudes, decision making, and action. Using Kelman’s three levels of value internalization as a scheme of reference, the conditions under which persons act in line with their attitudes can be conceptualized more precisely. From a normative point of view, it is argued that persons who align their actions and attitudes with reference to socially appreciated values are said to be elaborated. They orient their conduct by an ethos of safety to which they feel committed and they are able to interact in mindful ways. We discuss some of the basic constructs at each level and underpin their importance with reference to behavioral change toward higher levels of safety with empirical findings that have been published. In a third part, we present our findings in a summarizing table and suggest a list of factors and themes which mainly correspond to one of the three stages of attitudinal change and value internalization. Finally, we outline some examples of how traffic safety interventions can be conceptualized at these different levels.