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The recent and highly visible rise of Islamic consumer culture in contemporary urban Indonesia is a source of both pleasure and anxiety for many Indonesians, figuring in debates about the appeal of a new piety there in the past decade. At the center of these debates is the image of the piously dressed woman. Simultaneously a consumer and a sign of piety, modest yet attractive, she seems to blur assumptions about the boundaries between image and substance, and in so doing generates anxiety. A booming Islamic fashion industry and Islamic fashion media traffic in this space, turning virtue into value and vice versa by deploying the image of the pious feminine to incite consumer desire while denying accusations that this is simply capitalism with a religious face. Based on research and interviews with the editorial staff of one Islamic fashion magazine, NooR, this article traces how Indonesia's rising Islamic fashion industry and lifestyle media have placed women at the center of broader cultural debates about the relationship between devotion and consumption.

ABSTRACT  Through analysis of an increasingly popular phenomenon of courses training feminine comportment in Indonesia, I argue in this article that the appeal and work of femininity can be analyzed as a form of what Timothy Mitchell has called the "rule of experts." Building on Mitchell, I suggest that expertise is central to authoritarian projects and postauthoritarian aftermath and is especially evident in zones that masquerade as least public and yet most self‐evident. As a result, expertise gains its value from the conditions it claims to alleviate. Placing gender at the center of the analytical frame reveals these effects more clearly and can potentially expose the ideological contradictions that ground their allure.

Although upper echelons scholars have drawn from the demographic faultlines concept to study top management team (TMT) subgroup dynamics, the effects of TMT faultlines on competitive behavior and performance outcomes have not been well documented. To gain greater insight, we develop a model that connects TMT faultlines, CEO-TMT power disparity, competitive behavior, and firm performance. We hypothesize that TMT faultlines and CEO-TMT power disparity jointly determine a firm's competitive aggressiveness and simplicity, and these two competitive behaviors influence firm performance. Using a sample of 295 U.S. firms in 146 industries from 2000 to 2013, our findings indicate that (a) TMTs with strong faultlines take fewer and simpler competitive actions, and CEO-TMT power disparity further worsens the negative effect on the volume of competitive actions, and (b) fewer and simpler competitive actions benefit short-term firm performance; however, they hurt the long-term firm performance trend. These findings contribute to the upper echelons and competitive dynamics research and suggest important managerial implications.