The first seminar as a PhD student: it was the first impression for me of the way to become a researcher. The roles taken during the research process formed my identity in many ways: sometimes I was like a tourist, sometimes a spy, a missionary or a prisoner. All the roles taken during the research process formed the identity in one way or another. Some roles are of more a social origin, some are more individualistic. In this article it is revealed how the roles can form the identity growth process while conducting a study.

The research question in this article is: how do the different roles taken during the research process reflect on the researcher`s identity growth? The data consists of textual material on the research process. The content analysis is used as an analysis method. This article aims to contribute to the discussion about whether the formation of identity is of a social or of an individual origin.

This paper takes up the self-construction of the social roles of Polish IT professionals. We conducted an ethnographic study and observed that many of our interviewees defined their roles by negation and by invoking the internal and often hermetic aspects of their profession. Labeling this practice “holding up the shield,” we trace its archetypical roots. The recurrent use of this practice makes a change in agency in the process of constructing the role possible, to the benefit of the IT professionals.

This article studies how a political organization begins to experiment with its identity. By use of an empirical case of the Danish Ministry of Education, I examine how a political organization supplements its identity of a legislating power with identities of a supervisor, beacon and facilitator of reflection processes. I analyse how the Danish Ministry of Education observes that its initial attempts to strengthen evaluation in the Danish public schools did not have the wanted effects because the values and professional norms of public school teachers constitute a resistance towards interference from outside the educational system. The Ministry thus faces a dilemma: the more it tries to control evaluation in the public school, the less likely it is to produce a desired effect. This paradox contains destructive potential but also causes the Ministry to reflect upon its own role in the development of evaluation in public schools. Out of a paralysis emerge new innovative strategies of governing, aimed at the schools’ self-governing capacity. The identity of the political system thus emerges as oscillations between different roles of a legislating power and a supervising coach. The case study suggests that a society of experimentalism is emerging. Thus, the relevant object of study is no longer organizational identity, but the experiments with different identities that modern organizations are performing.

The growing role of the Internet social networking sites (SNS) has served as a flash point for debate about the democratization of information, particularly in light of their perceived roles in the 2008 presidential election. This horizontal sharing of information undoubtedly facilitated the revival of the youth vote and volunteerism in many ways mimicking traditional grassroots approaches. While the role of the Internet SNS in mobilization efforts and information-sharing cannot be overstated, its effectiveness in creating a new ―public sphere,‖ or transforming traditional electoral campaign strategies and communicative practices must be closely examined before generalizations about the democratization of media can be confirmed. In the aftermath of the election, theorists were quick to simplistically identify the use of social networking sites as key to this electoral shift. In this paper we attempt to advance contemporary theorizing of new media and institutional politics by examining specifically how and if ICTs (information communication technologies) and new media platforms are shifting the balance of power in terms of organization and mobilization away from the professional model and toward more democratic and bottom-up efforts. Reconceptualizing some of the basic theories of social movements and collective behavior this paper seeks to address questions such as: how are digitally enabled forms of mobilization affecting who becomes a participant; how do they affect organizational structure and leadership; how do they impact the dynamics of collective action; how do we address the powerful yet ephemeral effect of e-tactics established for short-term gains; can mobilizations succeed without collective identity and/or do we need new categorizations for collective identity; and whether e-tactics serve as a gateway for future participation.

This reflection adopts a critical approach to critique the Excellence Literature‘ in management, taking a Nietzschean perspective on nihilism Nihilism is often seen as a negative state, and the work of White (1990) suggests that there are different forms of nihilism which we argue have consequences for the nature of management. Two case studies and an illustration of issues encountered in the authors‘ direct experience serve to illustrate these forms.We are also concerned in our roles as management educators‘ as to the implications for our classroom practice, where we seek to engage in what has been described as critical management development‘. Thus, the paper concludes by questioning why approaches such as the Excellence‘ literature are still so prominent in MBA programmes.

Authentic leadership appears as the solution to plenty of painful contemporary problems. Bad economy, bad organizational performance, bad culture would all become subject to change for the better if leaders behave more authentically, according to the line of discussion. However, the debate seems to stand on poor feet, since some core assumptions don’t stand a closer viability check. This paper highlights two core problems in the foundations of the authenticity debate such as the belief in a stable core self and the trust in a homogenous organization. The paper demonstrates not only the fragmented and narrative constitution of self and organization, we show furthermore to which hidden problem the authenticity debate refers; to which the sheer existence of the debate is already a solution. It is complexity avoidance that the authenticity debate provides. It helps to re-install the myth of the influential leader in a situation, in which the opposite has become apparent.