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Business ethics, entrepreneurship, ICT.

Undergraduate, MBA, MSIT.

The dilemma could be described something like: “I want to do an honest business in order to alleviate somewhat the financial difficulty of my family […] yet my pursuit impacts negatively on my immediate customers”. This is a case of the morality of actions with indirect effects (non-intentional effects).

Understand actions with double effects, formulate business policy to regulate access to services, appreciate the challenges of starting a business enterprise, understand the social impact of ICT.

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Decision Analysis, Management Information Systems, Strategic Management, Organizational Development, Financial Management, Risk Management.

MBA-1 (Decision Analysis), MBA-2 (MIS).

On a beautiful October morning in 2011, the CEO of a mid-size oil marketing company located in Nairobi, Kenya has to make a tough decision whether to upgrade their current B1 system to a bigger version of SAP. Abbas, the new Information Communications Technology (ICT) Director of Zaidi Group, was worried that Zaidi was building a bigger and bigger company on top of a more and more small enterprise resource planning system. Abbas's fears also include RedLock's past inefficiencies. Kariuki, the Finance Director, on the other hand was into the fear of overspending in a huge information technology (IT)system where current functionalities required can be addressed by a smaller system through add-ons, customization and development.

Demonstrate some tools in decision analysis for problems with multiple objectives including some issues indecision framing and cognitive inertia; Raise the issue for fundamentally changing a firm's infrastructure; Demonstrate the alignment of IT strategy to Business Strategy.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Drawing on the knowledge-based view, the purpose of this study is to investigate the differential effects of failure normalization (FN) and failure analysis (FA) on entrepreneurial resilience (ER) and examines how firms’ knowledge breadth (KB) and knowledge depth (KD) moderate these effects in distinctive ways.

The study uses a mixed-methods approach, including a two-wave survey study among 226 entrepreneurial high-tech firms in China and a qualitative study.

The findings reveal that FA has a stronger positive effect on ER than FN. KB enhances the effect of FA on ER, whereas KD enhances the effect of FN on ER but buffers the effect of FA on ER.

The study advocates that entrepreneurs need to be aware of the importance of ER and strengthen the reflection on failure. Additionally, the study suggests that entrepreneurs should match FN and FA with firms’ knowledge characteristics. With this match, KB and KD can exert greater impacts on the effect of failure learning on ER.

Knowledge can influence the effect of learning on firm capability. However, such an effect in entrepreneurial firms linking to ER remains to be explored. This study contributes to ER from the failure learning perspective and extends knowledge management theory in the entrepreneurship context.

Philanthropy has developed into a trillion-dollar industry with substantial transnational funds. Scholarly research on philanthropic leadership has experienced substantial growth since the 1990s, but as an academic field, it remains ill-defined. The purpose of this study is to examine the current state of the literature on philanthropic leadership to determine the extent to which the field needs to be further specialized.

Relying on the VOSviewer software version 1.6.15, the authors conducted a bibliometric analysis of 470 identified articles published between 1991 and 2021 to uncover the most influential articles, academic outlets and scholars in the field.

There is a noticeable lack of literature that accurately reflects the overall practice of philanthropic leadership. Most specialized research concentrates on the influence of corporate leaders in using philanthropic activities as a means of achieving business objectives. However, it is essential to recognize that leadership plays a critical role in effective philanthropy, which benefits various stakeholders and produces favorable spillover effects. The findings indicate that existing literature tends to focus on the influence of corporate leaders on philanthropic activities and their correlation with business outcomes.

This study contributes to the field by offering insights into the intellectual structure of the field and assists with the identification of new research directions within the philanthropic leadership domain. Further scholarly consideration is needed to understand the practice of philanthropic leadership.