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The purpose of this paper is to present a broad historical review of critical wisdom literature of ancient Indian tradition and examine how these precepts can complement and enrich the contemporary managerial frames.

The paper attempts to critically review remarkably deep religious and secular traditions of India and integrate them in a conceptual model.

The paper findings point towards the need for a holistic frame in overcoming fragmented viewpoints of contemporary management by strengthening the reflective domains of the managerial world.

The limitation of the paper lies in its didactic nature and the specificity of the contextual boundary limiting its ready transferability.

The paper provides a pointer in extending horizons of business or non‐business organizations in opening up their possibilities for achieving holistic managerial perspectives by combining economic, social and other higher order sustainable goals.

The paper's contribution is in its integrative value of some of the key themes of Indian wisdom literature and demonstrating their relevance to the modern management.

Responsible management (RM) is a topic of interest in the western world. Contemporary scholars explore ways of integrating responsible management education (RME) within curricula of business school. With the growing interest in the factors that contribute to attaining RM practices, one looks to communities, institutions and whole civilisations in order to learn from them. Such information would be helpful not only for the context from which they originate, but also for institutions with similar goals in different locations around the world. As one of the notable centres of ancient civilisation, Egypt was known for its diversity of occupations including trade. The Egyptian civilisation guided by traditional values flourished in many aspects. This chapter explores the traditional tenets that nourished growth and development of management practices in ancient Egypt as a way of discovering what factors can contribute to RM today. There are attempts to integrate the principles of RM into business practices and education especially into the curricula of business schools. This chapter provides insight to the principle of RME as is seen in contemporary Egypt but also provides knowledge of ancient wisdom that contributes to our understanding of RM in Africa. It attempts to draw from Egyptian heritage while exploring the deeper understandings of RM in Africa.

This chapter explores African indigenous wisdom and its orientation to the common good in the practices that characterise responsible leadership and entrepreneurship. Traditionally, a wise leader was grown from the community and steeped in its communitarian traditions which led the leader to apply practical wisdom in seeking the collective good. These considerations of such wise practices are central to responsible management. Based on a qualitative literature review that is complemented with a micro-study (semi-structured interviews) of African sages and on the analysis of wisdom found by chapter contributors to this volume, insights indigenous to Africa are presented and then discussed. The countries referenced across the two studies are Kenya and Uganda (Eastern Africa), Ghana and Nigeria (Western Africa), Egypt (Northern Africa) and South Africa (Southern Africa), thereby providing some geographical spread though far from being exhaustive.

Leadership theories that inform business education have largely been rooted in Western conceptions of leadership. The purpose of this paper is to report on research that seeks to uncover and reflect on how leadership wisdoms originating beyond the Western world can support the radical transformation of global business education toward a more responsible and sustainable template. It argues that indigenous and Eastern ideologies will be needed if we are to change educational mindsets and challenge the obsolete model of Western business school education.

In total, 45 in‐depth interviews with leaders from indigenous and non‐Western cultures were conducted in order to gain deep insights into how their leadership identities, values and behaviours have been shaped by their societies and the oral wisdoms in their cultures. The author also draws on interviews and observations of 26 executives participating in a class of the International Masters Programme in Practicing Management. The findings from each study were combined to propose how these might challenge and inform a future business school curricula that challenge its orthodoxy of “shareholder value above all else”.

The research identified a number of embedded leadership wisdoms currently overlooked in the current model of business education. Based within a deep‐rooted ethic of responsibility, conviction, stewardship and sustainability and reflecting a cosmopolitan mindset, the critical knowledge and values embedded in indigenous communities, transmitted orally across many generations, provides a challenge to Western business schools to embed the knowledge found within those societies and communities toward a more sustainable response to the crisis of our planet. Responsibility, humanity, benevolence, trusteeship, contribution, honesty and conviction are some of the core “wisdoms” uncovered in the research that can inform and frame a radical rethink of the norms of business school curricula.

The current model of business education preserves the status quo of twenty‐first century capitalism. As globalisation advances, leaders appear to be powerless to act against a dominant ideology that reveres shareholder value above all else. The research builds on De Woot's critique of the shareholder value paradigm to suggest that a new form of business education based on leadership wisdoms in indigenous and oral cultures, and ancient texts has much to contribute to radical mindset change in business education.

The purpose of this paper is to determine the value of I‐Ching (also called Book of Changes), the ancient Chinese book of wisdom, which has been used for thousands of years to help people make decisions in daily life. Recently, eastern and western scholars have begun discussing how to apply the wisdom of I‐Ching to the field of business administration, particularly decision‐making practices.

A content analysis method was adopted to uncover possible modern management decision‐making constructs. The single words approach did not find frequently appearing words that integrated decision‐making constructs in the context of I‐Ching. Further uncovering I‐Ching's administrative decision‐making approach, the managerial decision‐making model of I‐Ching is explained, including the premises, the decision contingencies, and the decision process.

By using an academic comparative analysis method, as it applies to managerial decision making, I‐Ching's early management decision‐making model is subsequently compared with western management decision models, which include rational decision making, bounded‐rationality decision making, intuitive decision making, implicit favorite decision making, and garbage‐can decision making.

The majority of scholars that study I‐Ching focus on “practice divination” research, paying attention to the interpretation or critique of the text only. Unfortunately, related literature based upon a social science research foundation is limited.

The value of I‐Ching was determined to lie in allowing flexibility in the decision‐making process.

This study aims to explore how indigenous knowledge, cultural heritage preservation and ethnic identity influence the production of traditional ikat textiles in northeast Thailand.

A qualitative research method used an ethnographic perspective with a realistic design. Purposive sampling was used to conduct 30 in-depth ethnographic interviews with members of Phu Thai ikat textile groups in Kalasin province. Interview transcripts were studied using thick descriptive analysis (themes, categorisation, coding and keywords).

The ethnographic study shows that natural dyeing, traditional crafts, materials, designs and patterns are used in Phu Thai ikat textile weaving. The results reveal that indigenous knowledge, cultural heritage preservation and ethnic identity are relevant to traditional ikat textiles.

To the best of the authors’ knowledge, this study uniquely focuses on a deeper theoretical understanding of indigenous knowledge and cultural heritage preservation, to sustain traditional ikat textiles.

In this paper we seek to provide insight as to how wisdom is, or might be, perceived and enacted in Higher Education contexts. Selected constructs of wisdom derived from the Bhagavad Gita provided a platform from which seven invited College of Education faculty participants considered their own framings of wisdom in the contexts of their own professional and personal lives.

This case study has drawn upon constructs of wisdom proffered by key Indian scholars who share this epistemological stance. A three-stage process was deployed, comprised of an introductory close-ended survey, an open-ended questionnaire to determine personalised insights and semi-structured interviews to clarify and member-check the data.

The participant academics' reflections offered a convergence on rich potential to pursue wisdom in Education and promote ethics, integrity, skilful action and inclusion. Furthermore, a general concern among the group of seven faculty who participated, was a perceived lack of humility in academia.

A sample of seven participants precludes generalizable findings. Some ambiguities of constructs like “Love of God”, “Duty” and “Inner peace” provided space for participants to interrogate their own understandings.

“Wisdom” in Higher Education has not been an explicit topic of research until relatively recently. Based on the present study, which entailed in-depth written responses to questions that asked faculty respondents about their perceptions of the place and role of “wisdom” in Higher Education settings, we can however, suggest possible directions for wisdom-focused research in pluricultural Higher Education contexts.

Leaders today are continuously seeking models to navigate through the challenges posed by the pandemic times, so as to help the organizations flourish in the volatile business environment. This paper attempts to explore the alignment of insights drawn from the ancient Indian scripture, the Bhagavad Gita, with today’s leadership requirements, towards the betterment of both the leaders and organizations.

A qualitative approach with thematic analysis is used to identify leadership qualities pertinent in difficult times through interviews with 15 employees at leadership positions. It establishes the alignment of the qualities with the sapient advice from the Holy Scripture, maneuvered by today’s leaders to become more purposeful and impactful.

The discernments from the Bhagavad Gita holistically entwine the emotional, intellectual and spiritual aspects of resilient leaders and provide guidance on the leaders’ attitude towards work, behaviour and self management, to help steer through the challenging environment. With turbulent changes during the COVID-19 pandemic, conventional leadership skills would be outmoded, and hence the leaders need to strengthen the critical shifts in their own established sets of attitudes as well as that of their workforce.

Under the changing work environment, while the new leadership narrative of the world beyond takes shape, this study delves both into ancient Indian wisdom and current opinion to identify a template of workable practices that would differentiate extraordinary leaders from the rest.