As a boy, summering with his extended family in Kennebunkpoti, Maine, George W. Bush was Boss Cousin: the oidest in a swarm of his own brothers (and sister) and the sons and daughters of his aunts and uncles. They played games all day, from tag to tennis to basketball. George, one of the players told me years later, very much liked to win — and, as oidest sibiings always do, wrote the ruies (or rewrote) them to guarantee it. That's the way he prefers to operate even now. Kart Rove, the president's longtime political consigllere, calls them 'game-changing moves'. Bush tikes to outmaneuver his foes by using his dout to change the game itself It's worked many times. (Fineman, 2002).

With the recent collapse of Enron and the need for sense-making, opinions of Sherron Watkins'status in the Enron spectacle abound. Competing narratives portray her as both heroic whistleblower and anti-hero of corporate greed. Was she a hero or not? Rather than add to this dialectic controversy, we first define the classical typology of a hero as originally set forth by Homer and later detailed by Joseph Campbell. We next analyze the texts of Watkins' quest chronology in order to elucidate the complex circumstances surrounding the creation of both narratives. The textual analysis then leads to a clarification of the anti-hero typology, followed by a new prototype, the quasi-hero, which possesses some classical hero attributes, yet is devoid of other essential qualities. Our contribution extends the current hero typology, thereby providing a necessary expanse of classification for understanding today's corporate spectacles.

In this article we argue that, to date, the knowledge management literature has insufficiently addressed the construct of power. The power literature is reviewed using three categories: power-asentity, power-as-strategy and power-is-knowledge. We find that much of the knowledge management literature, while not directly addressing power, aspires to the dictum "knowledge is power", which corresponds to the power-as-entity approach. Drawing on the work of Foucault we go on to show that, while the power-as-entity approach is important, it is not sufficient. Foucault's work demonstrates how our understanding of knowledge management can be enriched by adopting a power-as-strategy approach. Further, the work of post-Foucauldian power theorists, especially Flyvbjerg (1998), shows that while knowledge is power, "power is also knowledge"— and thus the nature and context of power shapes organizational knowledge. We argue that Foucault's inseparability of knowledge and power provides a foundation from which it can be shown that the inversion of the "knowledge is power" dictum to "power is knowledge" has significant implications for the theory and practice of knowledge management.

The Enron collapse highlights the need to study how corporations implement strategy. How was Enron so successful in this age of free information? Our thesis is that Enron dramaturgically implemented strategy through associative delusion. Enron used theatre in three ways we term "Metatheatrical": (1) as a technology to persuade, or associate, (2) a fagade to deceive, or delude, and (3) a metaphor in the important sense of Shakespeare's Life is Theatre. Their use of theatrical tools has implications for agency and transaction cost theories in how organizations can reduce transaction and production costs. Our synthesis contributes to the understanding of organizational boundaries through the development of winning scripts.