This paper advances a micro theory of creative action by examining how distinctive artists shield their idiosyncratic styles from the isomorphic pressures of a field. It draws on the cases of three internationally recognized, distinctive European film directors-Pedro Almodóvar (Spain), Nanni Moretti (Italy) and Lars von Trier (Denmark). We argue that, in a cinema field, managing artistic pressures for distinctiveness versus business pressures for profits drives filmmakers' quest for optimal distinctiveness. This quest seeks both exclusive (unique style) and inclusive (audience-appealing) artwork with legitimacy in the field. Our theory of creative action for optimal distinctiveness suggests that film directors increase their control by personally consolidating artistic and production roles, by forming close partnerships with committed producers, and by establishing their own production companies. Ironically, to escape the iron cage of local cinema fields, film directors increasingly control the coupling of art and business.

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The transformation of management practices has recently become the object of many theoretical and empirical works. While most of these works focus mainly on universities, business schools and consulting firms, our paper aims at investigating the still largely unexplored role of the popular press in the production and legitimation of management ideas and practices. Based on the content analysis of the articles on human resource management published in the last decade in leading newspapers and magazines in Italy, we argue that popular press is the arena where the legitimacy of management ideas and practices is produced. We also suggest that the dynamics of management practice legitimation in Italy, described in this paper, is representative of similar processes occurring in other European countries.

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In many companies, two or three executives jointly hold the responsibilities at the top-from the charismatic CEO who relies on the operational expertise of a COO, to co-CEOs who trust in inter-personal bonds to achieve professional results. Their collaboration is essential if they are to address the dilemmas of the top job and the demands of today's corporate governance. Sharing Executive Power examines the behaviour of such duos, trios and small teams, what roles their members play and how their professional and inter-personal relationships bind their work together. It answers some critical questions regarding when and how such power sharing units form and break up, how they perform and why they endure. Understanding their dynamics helps improve the design and composition of corporate power structures. The book is essential reading for academics, graduates, MBAs, and executives interested in enhancing teamwork and cooperation at the top.

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