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The paper examines young adults’ perspectives on and experiences of job insecurity, including both objective insecurity and perceived uncertainty, as they emerged in a series of focus groups and interviews. It discusses young adults’ changing notions of security and career, effects of insecurity and uncertainty on planning future work and non work lives for people with different levels of occupational skills and qualifications, the gendered effects of insecurity and the impact of insecure employment on attitudes to employers. The impact of perceptions and experiences of job insecurity on young men and women’s expectations of work are considered in terms of a changing psychological contract.

We conceptualize new ways to qualify what themes should dominate the future international business and management (IB/IM) research agenda by examining three questions: Whom should we ask? What should we ask, and which selection criteria should we apply? What are the contextual forces? Our main findings are the following: (1) wider perspectives from academia and practice would benefit both rigor and relevance; (2) four key forces are climate change, globalization, inequality, and sustainability; and (3) we propose scientific mindfulness as the way forward for generating themes in IB/IM research. Scientific mindfulness is a holistic, cross-disciplinary, and contextual approach, whereby researchers need to make sense of multiple perspectives with the betterment of society as the ultimate criterion.

The central purpose of the research presented in this paper is to synthesize the current state of the field in qualitative methods in international organizational change research and to provide a call to researchers to use this type of methodology more frequently. The intent is to provide readers with an overview of how and when qualitative research methods should be used for investigating important theoretical and empirical questions in management research.

The authors developed several working hypotheses based on their own experiences in using an extensive array of qualitative methods in organizational change research. They coupled this with an extensive literature search to understand how these methodologies have been used to date. The findings from the literature search were analysed to uncover where there are gaps in the work and how organizational change and other management scholars can effectively use qualitative methods to advance their understanding of international change phenomena, given the unique questions and situations confronted in various contexts. The authors include an array of examples to show how qualitative research has been used to successfully test theories, uncover new phenomena, find connections between various situations, and provide a deep understanding of contextual influences on organizational change.

The authors' findings include several examples and ideas of how and when scholars can use qualitative methods to advance understanding of international change phenomena. This provides a much richer, deeper, and more nuanced understanding of many of the phenomena and issues under investigation by employing the more observational and human‐centric techniques available through the use of qualitative methods. Several of the implications of context are only observable through some of the qualitative methods discussed, such as ethnography, case studies, interviews, observations, and their respective analysis methods. Qualitative research can be employed successfully and fruitfully in organization studies' contexts to: help uncover new organizational phenomena; build and test theories of change; and create new methods that researchers can use specifically in international change studies.

The paper is the only one of its kind, bringing a cohesive and focused review of qualitative methods studies in international organizational change research. It provides readers and the field with a menu of ways to effectively use qualitative methods and a description of where and how to bring in these methods to answer questions and uncover new themes that are not effectively dealt with through the use of more commonly employed quantitative methods and analyses.

The purpose of this paper is to provide empirical evidence of engineering knowledge creation in the context of product failure management, thereby extending knowledge about organizational learning and mindfulness to a largely unexplored context. The study addresses a gap in the literature by illustrating “engineering epistemology” as a critical knowledge asset that gives rise to superior problem solving – and potentially – superior business performance.

The authors conducted qualitative research based on phenomenological interviews with product engineers to generate a grounded theory about organizational knowledge creation. Rigorous analysis of narratives detailing the “lived lives” of problem solvers relied on a research protocol recommended by Corbin and Strauss.

The findings show that engineers' real‐world problem‐solving practices mirror Nonaka and Takeuchi's five phases of knowledge creation and the three stages of sensemaking in enactment theory, the genesis of Weick's notion of mindfulness. A synthesized model illustrates how a five‐step problem‐solving process facilitated by environmental conditions resulting in organizational learning is influenced by an “engineering epistemology”.

The sample was limited to engineers based primarily in the US Midwest. While the authors' methodology (grounded theory) was appropriate for theory generation, the results invite quantitative testing involving a larger and more diversified sample of engineers.

The paper highlights the social aspects of engineering problem solving that firms can optimize for effective problem investigation and higher organizational learning.

The paper conceptualizes problem‐solving teamwork as epistemic collaboration, with the often un‐optimized potential of generating organizational learning. It is, to the authors' knowledge, the first research to concentrate on modeling the dynamics of knowledge creation in an engineering problem‐solving context.

Childhood sociology as it has evolved from explicit critique of socialization sciences has developed two central concepts: “The child as (competent) actor” and the notion of “generational order.” It is above all the second concept that has not yet been fully dealt with within its sociological context. The term “generational order” is not just supposed to refer to ordered relations between (socially defined) age groups and their members, but also to a social order in general, as it is achieved by the ordered arrangement of age groups. From a historical perspective one can see that those efforts that aim at a disciplined society with small social control expenses do at the latest from the 19th century onwards concentrate on education and a well organized family and thus on a well ordered arrangement of age groups. It is an ordering process towards self-control, towards self-government as the most dense as well as discrete way of government. Until just some years ago such development appeared as an indispensable prerequisite of social order to those sociologists dealing with questions of childhood and growing up – at least as long as they assumed the perspective of socialization theory and sciences. Only the absence or deficiency of such a generational order had any chance to become an important scientific question.