In this chapter we explore possible volatility in audience orientations in more depth by asking: How and why do audience members’ consumption orientations shift throughout the communication process? Drawing on interview data with management practitioners who have attended management guru lectures, we stress the need for a more dynamic understanding of audience responses that can account for the individual-level variability in consumption orientations. First, by showing how individual audience members’ orientations are not necessarily limited to a single category and cannot be considered a permanent state, our findings seek to move beyond conceptions of managers’ attitudes towards management gurus and their ideas as relatively static. In particular, we identify three forms of shifts (involvement-induced, utility-induced and alternating) in managerial audience members’ consumption orientation amongst individual audience members that may occur during the communication process. Second, we explain how these shifts are related to the individual audience members’ expectations and broader management knowledge consumption pattern.

This chapter discusses a number of broad and influential perspectives to studying audiences, explains differences and similarities in background as well as explores their main possibilities in understanding the flow of management ideas. In particular, we consider: (1) research in the field of conversation analysis which is concerned with understanding the way lectures and speeches may influence and transform audiences and in turn, how audience responses may affect speakers’ oratorical performances; (2) the ‘uses and gratification’ approach to studying media audiences which focuses primarily on the reasons and motivations for selecting specific media options and the way various audience activities relate to the nature of audience orientations; (3) more critical traditions of media research focusing on how audience members’ interpretations of media messages relate to their social backgrounds and (4) literature on fans and fandom which provides an important lens to advance understanding of how and to what extent audience members take the ideas beyond a mass communication setting and may even become producers themselves.

This chapter asks: How do the rhetorical practices and persuasive strategies deployed by gurus potentially enhance receptivity towards their management ideas? Drawing on detailed analyses of video recordings of real-time management guru-audience interaction, the chapter describes how management gurus manage the delicate task of presenting ideas that many, if not all, of the members of their audiences do not use. On the one hand, gurus endeavour to create and maintain a positive atmosphere in the auditorium by providing audience members with opportunities to laugh collectively and engage in displays of group cohesiveness without having to unequivocally display agreement with their management ideas. In this way gurus are able to generate a positive atmosphere during their lectures regardless of the extent to which audience members agree or disagree with their ideas. On the other hand, gurus also routinely seek to minimise the likelihood of a negative atmosphere emerging when they convey ideas that are likely to be at odds with the management practices used by many audience members. The gurus do this by avoiding directly confronting or criticising their audiences.

This chapter examines the outcomes and limitations of co-creation. Promotors of co-creation are sometimes satisfied with having stimulated civic voluntarism and created processes that are gratifying for the participants, but it is also paramount to consider the collective impact of co-creation on societal problems and challenges. A systematic literature review reveals that while the drivers and dynamics of co-creation have been the subject of numerous studies, the outcomes of co-creation have received scant attention. To compensate for this neglect, this chapter aims to explain what kinds of outcomes co-creation may produce. Since co-creation is intrinsically linked to value production, we discuss the outcomes of co-creation in terms of public value outcomes. This discussion is balanced against a consideration of some of the obvious problems and limitations associated with collaborative processes of co-creation.

In this chapter we ask: How and why do audience members become involved in using management ideas in their wider social contexts? Based on interviews with management practitioners who have attended management guru lectures, the findings presented in this chapter contribute to developing a broader understanding of significant, but relatively unexplored, areas of potential impact related to the social use of these ideas. First, by identifying three main forms of fan involvement associated with the use of management ideas which primarily occur outside an organisation (exaltation, socialisation and marketisation), the findings advance our view on the potential scope and primary aims of management idea use beyond organisational implementation. Second, we show how these forms vary significantly in their main drivers which are rooted in audience members’ differential skills sets and relevant communities – outside the setting of an organisation – they relate to. In addition, we show how these skills are made productive via different identificatory and commodificatory practices, and explain how these have specific implications for the broader impact of ideas.

In this chapter we ask: How and why do audience members vary in the way they are attracted to a guru and the management ideas they are promoting? Using analyses of interviews with management practitioners who have attended guru lectures, the chapter indicates how a broader and more fine-grained understanding of consumption activity is essential in providing a more advanced view of audience differentiation and helps to better understand the success and impact of management ideas among a managerial audience. First, our analysis reveals four different key managerial audience members’ consumption orientations – the gratifications that individual member seek – (devoted, engaged, non-committal and critical) towards gurus and the management ideas they are promoting. Second, the findings show how audience members’ orientations are constructed in relation to their perceptions of different key audience activities (selectivity, involvement and utility) at different stages of the consumption process. Third, the chapter explains how, and to what extent, the use of these orientations relates to the design of the guru lecture and the audience members’ background characteristics.

In this chapter we not only challenge the current views of the nature of contemporary managerial work – to one that includes a conceptualisation of management practitioners as audience members both within and beyond mass communication settings, but also contribute to bridging and extending the currently disconnected approaches to studying the impact of ideas. On the basis of these findings, the book argues that current approaches to studying the impact of management ideas need a much deeper and broader view by further integrating important aspects of flow concerning scope and agentic meaning making particularly in relation to (A) the dynamics of managerial audience activities, (B) the protracted involvement of managerial audiences, (C) the managerial audience members’ social uses of ideas and (D) the managerial audience members’ textual productivity.

This chapter aims to open the black box of co-creation, look at its constituent parts and inner mechanics, identify the drivers of and barriers to different parts of the process, and highlight the tools that may support and facilitate the co-creation of public value. Hence, to provide a baseline for subsequent analysis, it establishes an analytical framework for studying processes of co-creation. While recognizing that the dynamic processes of co-creation are often extremely complex and full of gaps, overlaps, jumps, feedback loops, and iterations, it makes sense for heuristic reasons to speak of four phases in the process of co-creating public solutions: 1) initiation; 2) design; 3) implementation; and 4) consolidation, upscaling, and diffusion. Each of these phases can be broken down into three interlacing sub-phases. This chapter carefully elaborates what goes on in the different phases and sub-phases of co-creation and identifies relevant drivers and barriers that may affect the internal dynamics of these phases and sub-phases.