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The Noise Upstairs (NU) is a monthly freely improvised (‘free improv’) music night with a home above a café bar in a mixed/student suburb of Manchester. This chapter uses the perspective of critical improvisation studies to reflect on aspects of a performance ethnography carried out by the authors, both of whom are performers and one of whom (Hunter) curates the NU night for the NU collective. Free improv is a post-1960s set of meta-musical practices related to but contesting both ‘jazz’, ‘free jazz’, ‘new music’ and ‘experimental’ music. In it, real-time co-creation and negotiation of social-and-musical relationships are paramount. Consequently, the question of whether a politics of sorts is enacted in the dialogic and multilateral socialities generated in free improv is a substantive one. In addressing it, the authors deploy some concepts from the ‘affective turn’ in social theory to review how the general milieu and out-of-the-hat ensemble-formation approach adopted at NU in fact enables a ‘minor’ micro-political practice of participating differently to be established there. Arising from that discussion, and in line with a key theme of the wider PARTISPACE study, the authors then discuss whether that politics might meaningfully (and usefully) be articulated in terms of ‘democracy’.

Marketing.

This case can be used in a principles of marketing course, at Introductory, Executive or MBA level, it is particularly suitable as a case on promotions policy as one of the 4-P's, to illustrate the role of marketing communications as part of an integrated marketing strategy, or to illustrate the building of a service brand.

The case illustrates a number of practical marketing issues: the marketing challenges of launching a budget airline: gaining high visibility and awareness with a relatively low share of voice; the relationship between an organisation and its advertising agency; the requirement to maintain a consistent marketing strategy over time, but to adapt the execution as market dynamics impact the consumer. Given the dynamics of most industries, kulula.com cannot afford to be complacent, as new entrants are always on the horizon. The dilemma facing Gidon Novick and his team is to rethink the sustainability of its current strategy, how to grow and protect its position, as well as the relationship with its advertising agency and its communication strategy – is a more relevant campaign or a new agency required to keep the marketing communications interesting and current?

The expected learning outcomes are: to analyse the success of communications campaigns; to explore the issue of client/agency relationships; to understand brand building strategies, how to create a distinctive position, and how to build a services brand; To understand the key success factors for a low-fare niche positioning strategy, and to examine the sustainability of this low-fare strategy; and to identify some product line extension opportunities for kulula.com.

Teaching note.

In the first two papers, the authors provided an overview of the research on followship and then presented a new model that extends understanding of it. This paper illustrates how the followship model can be used effectively to enhance organizations through coaching, mentoring, organizational change (enterprise‐wide reorganizations, mergers and acquisitions), high performer development, executive retention, new hire on‐boarding, leader development, and also in designing HR tools for performance management.

This is a capstone article. As such, it summarizes key points made previously, discusses existing HR practices and how they can be improved, incorporates case studies on followship, and illustrates practical applications.

Leaders must learn to model followship, and use it to solve staff performance issues. HR departments should include followship training to enrich development planning and, in the case of enterprise‐wide change such as mergers and acquisitions, speed and improve the results. Finally, providing followship training helps prevent executive derailment, improves Gen Y integration, and enhances the opportunities for high performers' career development.

This third and final article shows practical applications of ideas followship brings to organizational development. As such, it will be interesting to senior executives, high performance talent managers, executive coaches, and HR departments.

Interactive television is something that is becoming quite widely talked about these days. In the United States they are going to have 500 television channels but not all of them will be interactive. I understand that there is one called the fish channel, or fish net, or something like this, and it just consists of fish swimming round in front of your eyes for nearly 24 hours out of 24; so it might be very relaxing but I do not know if you can really interact with them much, unless you just open your mouth in the same way they do. Our speakers are going to talk about interactive television. They are going to tell us what it is exactly. They are going to tell us about the transmission technologies that you are able to use, how you actually interact with the programmes. They are going to talk about who is involved in interactive television, and why, and they are going to talk about potential services that one can have available with these devices. Our very first speaker is going to tell us about what interactive television is — Judith Jeffcoate. She is an independent consultant specialising in new markets for information technology, she was the lead author on a report by Ovum on interactive television multimedia, and she has just written a book on introduction to multimedia technology and applications.

The purpose of this study is to investigate whether two types of destructive leadership styles – despotic and narcissistic – predict turnover intentions of nurses via emotional exhaustion, drawing from the conservation of resources theory and the unfolding theory of turnover.

This paper used multiwave data collected from 731 nurses working in Palestinian hospitals. Structural equation modeling using partial least squares was used to analyze the data.

Both narcissistic and despotic leadership are associated with turnover intentions directly and indirectly through emotional exhaustion. Despotic leadership, however, has a stronger relationship to turnover intention than narcissistic leadership. Despotic and narcissistic leadership are common in this sample.

A strong psycho-safety climate is likely needed to address the harm caused by these destructive leadership styles, and interventions should span primary, secondary and tertiary levels of the public health model. Examples include ensuring strong organizational checks, balances and information flows, job control, support and widespread training; assistance programs such as counseling services; and remediation and repair for harmed individuals and teams.

This study advances the understanding of the negative, dark or destructive side of leadership specifically in the nursing context. This study compares despotic and narcissistic leadership to examine which one better/worse explains turnover intentions through emotional exhaustion.

The case can be used in the subject areas of marketing, strategy, business model innovation in an emerging market. The case introduces a practical example of brand extension as a growth strategy employed by an existing brand to secure additional revenue channels and customer touch points.

This teaching case is aimed at postgraduate business students such as Master's degrees in Business Administration degrees, postgraduate diplomas, executive education, or specialist Master's degrees.

Kauai is a health restaurant with 150 stores across South Africa, Namibia and Botswana, more than 50% of which are franchise-owned. An acquisition of the original Kauai quick-service restaurant (QSR) chain by Real Foods in 2015 leads to a complete rebrand and overhaul of its product offering and store experience. Since the acquisition, the business operates as a startup with few formal processes and KPIs in place to drive performance. Despite the obvious success the team is battling with the factors that need to be considered to ensure that they can scale adequately to realise full potential. Plus how should they position the existing brand effectively within the FMCG space to maximise the contribution of brand equity to its success?

–The understanding around the business model of a strong, existing brand entering a highly competitive and price-sensitive FMCG.

–Analysing the marketing strategy and brand identity approaches that could be used.

–An understanding of the brand extension strategy that could be implemented in light of various challenges.

–Understanding how retail marketing works in an emerging market context.

The Meat Promotion Executive recently organised a most interesting talk and demonstration about factors affecting the