Purpose -The purpose of this paper is to provide a comprehensive definition of green management. In the quest to systematically develop an inclusive definition, it seeks to take an exploratory approach to investigate the existing literature on green management from three different perspectives: first, tracing the history of how this concept emerged over time; second, considering the practices in which green organizations actually engage, focusing specifically on one company that has been recognized and honored for its extraordinary efforts toward sustainability; and third, reviewing the current developments in critical theory related to environmental issues and business. Design/methodology/approach -This exploratory review of the literature uses a tripartite approach to forge a sound definition and conceptualization of the term green management. Exploration of green management from the three angles mentioned revealed some commonalities and consistencies in the terminology and concepts. Factors common to the three perspectives were included in the proposed definition of green management. Findings -The ultimate product of the review is a comprehensive definition of green management. The identification of several commonalities using a tripartite approach lends support to the proposed definition and indicates to both researchers and practitioners that certain factors should not be ignored when attempting to study or practice green management. Originality/value -To the authors' knowledge, green management has never been collectively reviewed from these three perspectives and the systematic approach resulted in a comprehensive definition that can help coordinate future research efforts around a common conceptualization.

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Purpose -Although communal forms of leadership are being called for to provide contemporary organizations with more responsive leadership platforms, the paper can find no compelling description as to how such leadership might develop in a world of hierarchy. The purpose of this paper is to fill this void. Design/methodology/approach -Attempting to comprehend the sharing of leadership will require contemplation of unconventional approaches in opposition to the dominant logic associated with conventional organizational leadership. One current example of such unorthodox deliberation is the emerging awareness of the Grateful Dead's influence on business management and leadership. Accordingly, the paper examined and interpreted the experiences and expressed beliefs of Jerry Garcia of the Grateful Dead to offer a conceptualization of how shared leadership could emerge in traditional organizational settings. Findings -The analysis indicates that Jerry Garcia exhibited aspects of transformational leadership, servant leadership, and authentic leadership that allowed him to influence the environment needed for the emergence of shared leadership. Research limitations/implications -As a single case study, the primary limitation is one of generalizability. The paper accepts the trade-off, however, due to the significant conceptual insights available with a case methodology. Practical implications -Without greater understanding of how shared leadership might unfold practitioners will assume the construct of shared leadership is laudable but naïve. The paper must begin developing plausible conceptualizations if the notion of sharing leadership is to be taken more seriously in organizations. Originality/value -The paper offers a counterintuitive, counterculture conceptualization of how shared leadership could emerge and flourish in traditional hierarchical settings. Keywords Hierarchy, Jerry Garcia, Shared leadership Paper type Conceptual paper This report shows how we really work. We do business the way artists do business. The reason there is a Grateful Dead Productions is because the State of California requires that we identify ourselves as a business. [y] Grateful Dead Productions, Inc. is a legal fiction, not a working reality. It doesn't represent our real work. Just because we have an office doesn't mean we have to feel we have to be office workers, nor identify ourselves as a Corporation because we have a corporation.The reason for the attempt to describe ourselves is to free all the people in our organization from having to feel defined by what is actually an externally dictated fiction of convenience.[y] ( Jerry Garcia).