Any research is potentially compromised when researchers address ethical issues retrospectively rather than by anticipating these issues. In this regard, creative analytical practices (CAP) autoethnography has endemic problems. In Part 1 of this article, I detail a case study of an autoethnography in which journal reviewers insisted that an author gain retrospective informed consent from the 23 persons documented in an autoethnography. Yet the journal reviewers' insistence failed to go one step further-acknowledging that a conflict of interest develops when gaining consent retrospectively. In Part 2, I contrast three leading autoethnographers' justifications for not gaining informed consent with the Position Statement on Qualitative Research developed by successive Congresses of Qualitative Inquiry. In Part 3, I identify resources available for autoethnographers, including ethical issues present when researchers use autoethnography to heal themselves, violating the internal confidentiality of relational others. In Part 4, I question if autoethnography is research and, like journalism, exempt from formal ethics review. Throughout the article, 10 foundational ethical considerations for autoethnographers are developed, taking autoethnographers beyond procedural ethics and providing tools for their ethics in practice.

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WHERE DID THE ETHICS REVIEW PROCESS go wrong for qualitative research, and how can we make it right, or at least better? This paper begins with an excerpt from an ethnography of attempting to attend an ethics review-related workshop, which exemplifies that the ethics-review process is based on epistemological assumptions aligned with positivistic research, and does not fit the qualitative research process. We suggest that a new format for ethics review, based on assumptions associated with qualitative research and ethnography, might be a better fit. In this model the researcher becomes the expert and the committee the learner or ethnographer. In this process the ethics review process is guided by four core open-ended questions that facilitate a fuller and richer exchange of information. The second part of this paper presents strategies that may lessen the risks associated with the unknown or emergent aspects of qualitative research. These strategies include a dual consent process and the co-opting of journal editors or thesis review boards to review ethical considerations prior to publication or sign off, and a renewed focus of ethics training.

Hochschild's 1980s study of flight attendants found them estranged from their emotions. Using evidence drawn from interviews and observations of supermarket clerks' performance of customer service, this study replaces Hochschild's concept of emotional labor with new definitions of emotion as work-autonomous emotion management and regulated emotion management-making control rather than exchange value central to understanding emotion at work.

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One of the greatest diculties Japanese multinationals have had is managing American managers in their US subsidiaries. The reason for this is fundamental and profound: Americans and Japanese conceive of management very dierently and have strikingly dierent conceptions of themselves as managers and of correct management practice.We do two things in this paper. First, borrowing from social psychology, we explore the idea of the`management self'. Second, we report our research on management self-conception and style in Japanese-owned factories or`transplants' in the USA.The research reports the results of 34 interviews conducted with 19 US and Japanese managers in three electronics transplants. Each factory had adopted dierent combinations or`hybridizations' of the management styles of the two countries. The three factories had very dierent characters. One was dominated by Japanese management practice, another by American practice, and the third was a hybrid of the two styles. We found four factors critical determinants of management style: the nationality of the general manager, a stated preference (or lack thereof) for bicultural management, control over the budget-setting process, and the strength of the Japanese assignees.