This book brings together contributions that analyse how subcultural myths develop and how they can be studied. Through critical engagement with (history) writing and other sources on subcultures by contemporaries, veterans, popular media and researchers, it aims to establish: how stories and histories of subcultures emerge and become canonized through the process of mythification; which developments and actors are crucial in this process; and finally how researchers like historians, sociologists, and anthropologists should deal with these myths and myth-making processes. By considering these issues and questions in relation to mythmaking, this book provides new insights on how to research the identity, history, and cultural memory of youth subcultures.
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The Assassin’s Creed franchise mainly consists of video games but has over the years created a narrative universe spanning different media. Seeing how the traversal from the individual installment Assassin’s Creed IV: Black Flag into the narrative universe of Assassin’s Creed changes player engagement with the franchise allows one to understand audience interaction with different mediaproducts in a transmedia and convergent culture. Seen as a performed possible world, the individual installment is shown, through a three part gameplay analysis, to function as an unfinished commodity. This implies striking a balance between an individually satisfying experience and a plot-hole ridden incentive for further activity. When the individual installment incites traversal into a narrative universe, the player can construct the universe from installments through a hyperdiegetic, intermedia, or crossmedia engagement, depending on the reliance on medium specificity. Ultimately, this article provides a model for audience interaction in the transmedia age.
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his paper develops a new, broader, and more realistic lens to study (lacking) linkages between government policy and school practices. Drawing on recent work in organization theory, we advance notions on cluster of organization routines and the logic of complementarities underlying organizational change. This lens allows looking at how schools do (not) change a cluster of organization routines in response to multiple, simultaneous demands posed by government policies. Thirteen purposively selected Dutch secondary schools responding to three central government policies calling for concurrent change were analyzed, taking the schedule of a school as an exemplary case of a cluster of organization routines. Five distinct responses were distinguished, which can be sorted according to their impact on the whole organization. The study fnds that ten of the thirteen schools did not change anything in response to at least one of the three policies we studied. However, all schools changed their cluster of organization routines, which impacted the whole organization in response to at least one of the three government policies. Therefore, looking at combinations of responses and considering the impact of change on school organizations qualifes ideas about schools being resistant to policy or unwilling to change and improve.
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