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This chapter introduces the complex, dynamic, and technologically advanced new world of work and the challenges it creates for leadership. It reviews the leadership development literature against the backdrop of this new work context, identifying the philosophies and techniques that are no longer effective as well as those that are relevant or needed in order to assess and develop effective leadership. Key areas of attention are resilience, openness, adaptability, collaboration, and meaningful networks, all of which have implications for emotion management capabilities. It is now essential for leaders to develop and maintain a strong leader identity and self-awareness and adopt a growth mindset and sense of purpose to be sustainable and effective in their leadership.

This explorative paper aims to identify the dimensions of recalled consumption experiences involving packaging by means of interpretive analysis. Scholarly interest towards experiential aspects of consumption started in the beginning of 1980s.

The memory-based research materials were collected from 97 Finnish consumers within a two-day weblog session. The consumers were asked to describe personally meaningful packaging-related experiences and to submit a photograph of the relevant packages. The analysis focused on common dimensions associated with the described meaningful experiences.

The authors built a conceptual framework incorporating “nostalgic” and “accessible” experiences. The dimensions of nostalgic experience, which although anchored in the present can be re-lived only in the memory, include the involvement of key persons; the places and physical spaces in which the experience happened; and actions or practices involving packaging during an experience. Accessible experiences include the following dimensions: lasting product and packaging encounters; individual personal experiences; culturally meaningful celebrations and rituals; and packaging that appeals to the senses. It is proposed that meaningful consumption experiences involving packaging may reflect both nostalgic and accessible dimensions.

Although there is a growing interest towards consumers’ role in the packaging value chain, their packaging experiences are addressed rarely. It is proposed that the consumption experiences involving packaging are a mix of nostalgic and accessible dimensions.

Shortly before the Second World War, a woman who had never accepted her orphan status, Gabrielle Bonheur Chanel, nicknamed ‘Little Coco’ by her father and known as ‘Coco’ to her relatives, became the first women in history to build a world-class industrial empire. By 1935, Coco, a fashion designer and industry captain, was employing more than 4,000 workers and had sold more than 28,000 dresses, tailored jackets and women's suits. Born into a poor family and raised in an orphanage, she enjoyed an intense social life in Paris in the 1920s, rubbing shoulders with artists, creators and the rising stars of her time.

Thanks to her entrepreneurial skills, she was able to innovate in her methods and in her trendsetting approach to fashion design and promotion. Coco Chanel was committed and creative, had the soul of an entrepreneur and went on to become a world leader in a brand new sector combining fashion, accessories and perfumes that she would help shape. By the end of her life, she had redefined French elegance and revolutionized the way people dressed.

The purpose of this paper is to understand how historical materialities might play a contemporary role in legitimation processes through the memorialization of history and its reproduction in the here-and-now of organizations and organizing.

The authors briefly review the existing management and organization studies (MOS) literature on legitimacy, space and history; engage with the work of Merleau-Ponty to explore how organizational legitimacy is managed in time and space; and use the case of two Parisian universities to illustrate the main arguments of the paper.

The paper develops a history-based phenomenological perspective on legitimation processes constitutive of four possibilities identified by means of chiasms: heterotopic spatial legacy, thin spatial legacy, institutionalized spatial legacy and organizational spatial legacy.

The authors discuss the implications of this research for the neo-institutional literature on organizational legitimacy, research on organizational space and the field of management history.

This paper takes inspiration from the work of Merleau-Ponty on chiasms to conceptualize how the temporal layers of space and place that organizations inhabit and inherit (which we call “spatial legacies”), in the process of legitimation, evoke a sensible tenor.