Publication records

This article introduces "career entrepreneurship," a rapidly spreading phenomenon in the global knowledge-driven economy. Career entrepreneurship involves taking an entrepreneurial approach to managing our careers. It means doing things that seem "illegitimate" to other people and contradict socially-recognized and accepted sequences of work experiences in terms of age, education, or socio-economic progression. This kind of behavior challenges established norms about typical career development. The evidence presented in this article suggests new possibilities for thinking about the way individuals invest in their careers, new insights for organizations interested in capturing the potential of career entrepreneurship, and new ideas for career and life coaches to support people embracing the phenomenon. The article offers a primer on career entrepreneurship to all three groups of readers, calling for more effective collaborative relationships and more effective leveraging of individuals' career investments.

The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

The 15-minute video case study presents the Orpheus Chamber Orchestra, a world-renown orchestra that works without a conductor and is thus very different from almost every other orchestra of its size in the world. The musicians are responsible for jointly developing the interpretation of a piece of music. Everybody is asked to contribute to this process. The orchestra members are rotated frequently, so that everybody is a soloist or section leader at times, in the "tutti" at other times. Put differently, every musician is a leader at times, a follower at other times. The case study is showing how the orchestra works in the context of workshops with executives from the corporate world. The case focuses on contributions by the musicians of Orpheus, outlining the vision, the process of work, and the underlying values shared by the orchestra members. The case illustrates principles of shared, distributed leadership and thus sheds light on traditional, hierarchical concepts of leadership and aspects of leadership and teamwork.

This research builds on the complementary corporate social responsibility (CSR) literatures in strategy and marketing to provide insight into the efficacy of CSR as a challenger's competitive weapon against a market leader. Through an investigation of a real world CSR initiative, we show that the challenger can reap superior business returns among consumers who had participated in its CSR initiative, relative to those who were merely aware of the initiative. Specifically, participant consumers demonstrate the desired attitudinal and behavioral changes in favor of the challenger, regardless of their affective trust in the leader, whereas aware consumers' reactions become less favorable as their affective trust in the leader increases. Furthermore, participation, unlike mere awareness, transforms the nature of the consumer-challenger relationship from a transactional one to a communal, trust-based one.