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Abstract
The image-sharing social media platform Instagram has become a site for political discourse that combines visual and textual elements. These political conversations often take place in the form of memes or popular graphic sentiments intended for redistribution. Scholars have identified memes as markers of subcultural knowledge that may be used to reinforce beliefs and norms, define social boundaries and disparage outgroups. Gun rights activism in the United States has intensified in an increasingly partisan environment. We examined memes shared via Instagram to popular gun culture hashtags between June 2016 and February 2018. Insofar as memes act as vehicles for subcultural beliefs and values, here they may be seen as representing multiple realities from the perspective of Second Amendment enthusiasts: descriptions of their perceived reality, justifying the need for guns and conservative political positions; the construed reality of what the meme creators and sharers believe to be liberal attitudes; and the aspirational reality of a world that offers unobstructed support for their priorities. In other words, these memes can collectively be said to represent both the truth about the world, as seen by these users, and cultural messages to set power differentials and identity boundaries with Others.

This study, based on a 2008 survey of news directors in the top 100 U.S. markets and editors at U.S. newspapers with circulations greater than 25, 000, found evidence of a decline in the print-broadcast convergence model. Only about half the responding newsrooms had convergence partners, and notable percentages had ended collaborations. Among the remaining partners, convergence was often practiced at a low level of integration that did not include online collaboration. Instead, most TV stations and newspapers were following what the authors call a "Webvergence" model, producing multimedia independently for their own Web sites.

PurposeThis paper explores the link between leadership derailment risk and competency ambidexterity in a digitalized global environment. It also investigates the impact of balanced skills on leadership success in collectivist and assertive cultures.Design/methodology/approachA mixed methods approach is employed using survey data from 766 American and Japanese managers and eight interviews across four diverse cultures. It uncovers the intricate relationship between leadership derailment risk and competency ambidexterity.FindingsOptimal competency ambidexterity lowers the risks of leadership incompetence (operationalized as derailment) but through distinct configurations of current and needed competencies, which both competencies should be congruent at high levels in uncertain environments. Furthermore, moderately high competency levels mitigate derailment risk in collaborative cultures (Japan and China), while very assertive cultures (USA and Netherlands) require high competencies to lower derailment danger and sustain leadership effectiveness.Practical implicationsLeaders must maintain competency ambidexterity, adapting to diverse contexts in our dynamic world. Recognizing cultural nuances is essential for enhancing managers' skills in global talent management.Originality/valueCultural values shape competency configurations and managers should balance organizational and personal competencies for effective leadership. Qualitative insights complement quantitative data.

Virtual teams are ubiquitous in the workplace, yet they experience frequent collaboration challenges. Successfully managing the team collaboration paradox, in terms of maintaining a unified team perspective and diverse individual perspectives, presents a potentially important lever to improve virtual team performance. However, scholars have conflicting opinions regarding whether such improvement is possible. We argue that team collaboration paradox management will positively relate to team performance over time and can be improved via a theory-based intervention. This intervention draws from theory on paradoxes for its content (paradoxical thinking) and team development interventions for its structure (general content knowledge, team-specific feedback, action-focused planning). Given the complexity of paradoxes, it is unclear whether a single training session could substantively improve their management; therefore, one intervention condition was comprised of a single training session and the other condition included a follow-up session. Analyzing two waves of multisource quantitative data from a sample of 76 virtual teams from 37 organizations, we find a positive relationship between team collaboration paradox management and team performance at both time periods. We also find that only the intervention condition with the follow-up session, as compared with untreated control teams, significantly improved how well teams managed the collaboration paradox and thereby facilitated subsequent changes in team performance. Supplementary qualitative insights from the intervention sessions illuminate the actions virtual teams took to improve their collaboration paradox management. These results have important implications for the paradox and teams literatures, as well as the managers and members of virtual teams. Funding: This work was supported by the SHRM Foundation [Project 166].