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AcknowledgementsIntroductionCritical Theory: masculinity and masculinitiesAnalyzing masculinities in literatureHegemonic masculinity as fantasy and fictionChapter 1: Daniel Kehlmann: Fictitious hegemonic masculinityImaginary spaces -- imaginary masculinities: Die Vermessung der Welt Virtual worlds -- virtual masculinities: RuhmConclusionChapter 2: Doron Rabinovici: Playing identity gamesJewish masculinity -- an counter hegemonic masculinity?From Väterliteratur and family stories to a new form of Elternliteratur Multiplication of identities: Suche nach MConclusionChapter 3: Arno Geiger: New men? Towards a strategic passive, and caring masculinityMoving towards a strategic passive masculinity: Es geht uns gutCaring, gentle and emotionally literate masculinity: Alles über Sally ConclusionConclusionCommon themes and trendsImplications for gender theory: strategic evasionLiterature as a theatre for gender fantasyA caring, gentle and emotionally literate masculinity as a viable model?

Prepared for: Defense Threat Reduction Agency Advanced Systems and Concepts Office Comparative Strategic Cultures Curriculum Contract No: DTRA01-03-D-0017, Technical Instruction 18-06-02 This report represents the views of its author, not necessarily those of SAIC, its sponsors, or any United States Government Agency

Social entrepreneurship (SE) strategic literature is in an under-theorized condition for large-scale strategy setting and classification. However, the research intends to fill the gap by proposing a literature-supported governmental-scale SE strategic grid. Thus, a systematic SE literature review was conducted up to getting four core strategic orientations of Externalism vs. Internalism, and Governmentalism vs. Volunteerism. Accompanied with a study of large-scale SE strategic partnerships by local, global, national and international social enterprises, four patterns of partnership (hence, dimensionality) within Localism vs. Globalism, and Nationalism vs. Internationalism were emerged. Later, the orientations and dimensions were corroborated based on the officially released documents of 15 governments, selected randomly in three economic classes, based on the recent UN's triad economic classification. Next, four comprehensive SE strategic classifications of Global Citizen Strategy, Opened Door Strategy, Closed Door Strategy, and Country Citizen Strategy were recognized. Finally, combining the classified strategies with their orientations and dimensions on a visualized framework led to an ultimate comprehensive SE strategic grid. The implications of the grid are its potential consensus making effect not only among SE strategists on the governmental scale but also in the academic settings.

Seçmenlerin, bir hedefe ulaşmak amacıyla en çok tercih ettikleri partiden başka bir partiye oy vermeleri "stratejik" oy verme davranışı olarak tanımlanır. Stratejik oy verme, yaklaşım olarak seçmenlerin her durumda en çok tercih ettikleri partiye oy verdiğini varsayan temel kuramlar ayrışır. Bu çalışma, stratejik oy verme davranışına literatürdeki farklı yaklaşımları açıklamayı ve bu davranışın ortaya çıkmasında etkili olan bireysel ve yapısal unsurları sistematik bir şekilde ele almayı amaçlamaktadır. Bu davranışın ortaya çıkmasında analitik düşünme gücü gibi bireysel unsurlar etkili olabildiği gibi, ülkenin demokrasi geçmişi, seçilen temsilci sayısı, seçim barajı ve seçim sisteminin türü gibi yapısal unsurlar da etkili olabilmektedir. ; It is defined as "strategic" voting behavior in which voters cast their votes for a party other than the most preferred with a goal to achieve. Strategic voting, as an approach, breaks down the basic theories assuming that people vote for the most preferred party in any case. This study aims to explain the different approaches in the literature to strategic voting behavior and to systematically review the individual and structural factors that are affecting this type of behavior. Individual elements such as analytical thinking power and structural factors such as country's democratic past, number of elected representatives, election threshold and type of electoral system are factors affecting strategic voting behavior.

AbstractStrategic problem‐solving enables organizations to pursue opportunities and address emerging threats proactively. However, traditional problem‐solving methods often rely on business processes and organizational procedures, which may not be available at the strategic level. This article investigates potential gaps in strategic problem‐solving methods through a Systematic Literature Review. The study analyses the existing literature on the potential of current problem‐solving methods to identify and resolve root causes of strategic problems when formal business processes and procedures are unavailable. A rigorous literature search process guided by focused research questions examines Problem Structuring Methods, Lean Thinking, Six Sigma, Theory of Constraints, Balanced Scorecard, SWOT Analysis, and other techniques. The synthesis of findings reveals limitations in strategic root cause analysis. In addition, the study introduces a supplementary decision‐making frame of reference to aid the selection of appropriate methods across problem‐solving, decision‐making, and solution implementation stages. This framework addresses the common challenges decision‐makers face in navigating organizational complexity and choosing suitable approaches, as well as visually maps methods to stages based on Content, Organizational, and Analytical complexity dimensions. The framework builds on the study's findings that using a single methodology may be insufficient for a complete decision process. The proposed decision‐making framework also offers valuable guidance for integrating diverse methods aligned to decision situations.

The role of strategic leadership in ensuring organisational survival and success has attracted much attention among researchers worldwide. However, more research needs to be conducted on the practice of university strategic leadership in Zimbabwe, especially in times of environmental turbulence. This conceptual paper examines extant literature on strategic leadership to propose a situated strategic leadership framework for research and practice in universities in Zimbabwe. A background literature review on models and frameworks of strategic leadership was conducted in several peer-reviewed journals to identify the dimensions and significance of the higher education institutions (HEIs) in Zimbabwe. The findings show that university strategic leadership requires individual and organisational capabilities, collective sense-making processes, and inclusive envisioning of the future in turbulent times. Three competencies of leading self as a university strategic leader involve strategic thinking, building personal social capital, and ethical competence. Additionally, five organisational-level capabilities include (1) setting and pursuing direction, (2) leading to drive strategy and results, (3) agility in leading strategic change, (4) building and using human capital, (5) and promoting an entrepreneurial and resilient culture. Based on the above components, an integrative framework of strategic leadership is proposed, which hinges on a holistic and systemic balance of the needs of multiple stakeholders, collective sense-making and inclusive envisioning of the future of a university. The paper concludes that university strategic leadership in turbulent times is complex and multi-dimensional and integrates individual and organisational capabilities and processes to reshape Direction, Alignment and Commitment (DAC).