Illuminating Organizing Vision Careers Through Case Studies

Three case studies that illuminate the careers of organizing visions also help us understand important case boundary choices characteristic of this type of research. The choices involve: time frames, cast of characters, action focus, observational means, lines of interpretation, and contextual anchors. We argue that these choices are best regarded as open-ended and provisional, subject to being reconsidered over the course of a study, to maximize insights gained. We relate the choices to major challenges in making cumulative research progress from studies of organizing vision careers

Illuminating and applying “The Dark Side”: Insights from elite team leaders

In contrast to socially desirable behaviors, recent work has suggested that effective elite team leadership also relies on socially undesirable behaviors. Accordingly, this study aimed to further explore the authenticity of dark side leadership behaviors, what they look like, and how they may be best used. Via interviews with 15 leaders, behaviors associated with Machiavellianism/mischievousness, skepticism, social dominance, and performance-focused ruthlessness were found. Moreover, these behaviors were enabled by leaders’ sociopolitical awareness and engineering as well as their adaptive expertise. Findings promote practitioner sensitivity to dark side leadership and, for leader effectiveness, sociopolitical and temporal features of its application

Theorizing Information Systems as Evolving Technology

Information systems scholars have struggled with the field’s fundamental relationship to technology. In particular, they have debated whether the IT artifact is unwisely taken for granted and whether or not it lies at the field’s core. Here, applying Brian Arthur’s general theory of technology, I suggest that one may theorize IS itself as an evolving family of technologies. From this perspective, one may open new avenues for IS research—for, in particular, historical and other related studies where the unit of analysis is the technology itself and the focus is its evolution

Building a Districtwide Small Schools Movement

Presents a case study of community organizing for school reform by Oakland Community Organizations: how parent and community engagement in a campaign for small schools shaped leadership development, district policy, school capacity, and student outcomes

Nurturing California's Next Generation Arts and Cultural Leaders

Leaders in the nonprofit arts world, many of them founders and builders of their organizations for decades, will be retiring in unprecedented numbers in the coming years. Organizations could become weaker and destabilized during this transition, a prospect that should be addressed with some urgency. Younger professionals should be able to take on these leadership roles and chart a new course in stressful and changing times. Yet an operational divide between the workplace needs and values of Next Geners and those currently in charge threatens this transition. It does not help that the nonprofit arts field suffers from a paucity of training and professional degree-granting programs, low pay, long work hours, and inadequate career advancement opportunities. The generation that sparked a powerful nonprofit arts movement more than thirty years ago now wonders about their successors: Are they motivated? Prepared? How can we recruit, train, nurture, and retain them?This study was commissioned by the Center for Cultural Innovation (CCI) as part of a large-scale Next Generation Arts Leadership Initiative funded by The William and Flora Hewlett Foundation and The James Irvine Foundation that aspires to strengthen and retain a new generation of administrative talent in California's nonprofit arts field. It addresses nonprofit arts leaders' desire to know more about their younger colleagues and their experiences as professionals, board members, and volunteers. To explore the experience of Next Geners, the author developed a survey conducted in the summer of 2010. In this report, Next Gen arts leaders are defined as individuals between the ages of 18 and 35 years who are currently working with a California nonprofit arts organization as administrators, artists or board members and who have worked in the field for less than ten consecutive years. More than 1,300 California Next Geners took the survey and with modest exceptions (under-representation of Latinos, African and Asian-Americans, and men, non-metropolitan regions, and certain art forms), their workplaces are generally representative of the size of and variation within the nonprofit arts sector in the state. For example, some 23% of our Next Gen respondents work for organizations with budgets under $100,000, while 22$2 million