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The Scottish Government hope to pilot judge only rape trials to increase the woefully low rape conviction rates in Scotland. The reasoning is that by removing jurors, the court will be attenuating the role that rape myths and other cognitive and social biases have on conviction rates. However, a plethora of research from cognitive and social psychology, legal literature and decision-making science has shown that experts, including judges and other legal professionals, may be no less biased than laypeople. This paper aims to outline the research highlighting that experts may also be biased, why biases in judges can be elicited, and potential alternative recommendations (i.e. deselecting jurors who score highly on rape myths and providing training/education for jurors). Furthermore, piloting with real judges, in real trials, may not be best practice. Therefore, the authors recommend that any piloting is preceded by experimental research.

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Furthermore, piloting with real judges, in real trials, may not be best practice; therefore, the authors recommend that any piloting is preceded by experimental research.

To the best of the authors’ knowledge, this research is the first of its kind to directly compared the decision-making of jurors and judges within the current Scottish legal context.

Taiwan promotes social enterprises with the Social Enterprise Action Plan and Social Innovation Action Plan, focusing on solving social problems and achieving sustainable development goals. This study aims to clarify the impetus for the above policies and determines whether the relevant policy tools can achieve the established policy goals.

This study adopts the in-depth interview method and uses the “social impact investment framework” constructed by OEDC and Dunn’s definition of public policy stakeholders to select 22 respondents, who were divided into three groups.

Taiwan’s decision-making in social enterprise policy is mainly driven by the pressure of youth unemployment and the 318-student movement. Intrinsic motivation strategies popularized the concept of social enterprise. Various strategies are used to break the limitations and diversify the organization, trigger more diverse social investments, broaden the goals of investment and complete the social enterprise ecosystem through these. Taiwan’s social enterprise policies are consistent with the global trend of “replacing subsidies with investment.”

This study shows that social enterprises generate mutual benefits between investors and social enterprises, that is, achieve free matching through external mechanisms. This study fills the gaps in Oliver’s “behavioral cube” framework of policy instruments. A “behavioral four-dimensional matrix” composed of nudge, shove, budge and reciprocity is proposed to complete the framework for social enterprise policy analysis tools.

This paper explores how the growth of selected Savings and Credit Cooperatives (SACCOs) in an African setting was nurtured through innovative practices that enabled them to fulfill their roles.

The paper applies an exploratory qualitative approach using face-to-face interviews and observation to obtain in-depth primary data. Data were then examined using thematic and matrix analyses to understand the key resources, innovative practices and growth strides in the cases studied.

The SACCOs undertook a variety of innovative practices based on resources, which included: creating teams, focusing on community needs, involving top management and all SACCOS’ members and having visionary entrepreneurial leaders. This led to an increase in outreach and savings.

Whereas the concept of innovative practices has been widely studied, there is scanty literature on how such practices within SACCOs are developed based on the resources of SACCOs in Africa. This paper further provides new insights based on empirical data from SACCOs that applied innovative practices and were able to grow.

As part of a national plan to govern professional and organizational development in Norwegian specialist healthcare, the country’s hospital clinics are tasked with constructing development plans. Using the development plan as a case, the paper analyzes how managers navigate and legitimize the planning process among central actors and deals with the contingency of decisions in such strategy work.

This study applies a qualitative research design using a case study method. The material consists of public documents, observations and single interviews, covering the process of constructing a development plan at the clinical level.

The findings suggest that the development plan was shaped through a multilevel translation process consisting of different contending rationalities. At the clinical level, the management had difficulties in legitimizing the process. The underlying tension between top-down and bottom-up steering challenged involvement and made it difficult to manage the contingency of decisions.

The findings are relevant to public sector managers working on strategy documents and policymakers identifying challenges that might hinder the fulfillment of political intentions.

This paper draws on a case from Norway; however, the findings are of general interest. The study contributes to the academic discussion on how to consider both the health authorities’ perspective and the organizational perspective to understand the manager’s role in handling the contingency of decisions and managing paradoxes in the decision-making process.

Business analytics (BA) is a new frontier of technology development and has enormous potential for value creation. Information systems research shows ample evidence of its positive business impacts and organizational performance. However, there is limited understanding of how decision-makers or users of BA outcomes actually engage with data analysts in the process of data-driven insight generation and how they improve their understanding of business environments using BA outcomes. To aid this engagement and understanding, this study investigates the interaction between decision-makers and data analysts when they attempt to uncover data capacities and business needs and acquire business insights from BA tools.

This study employs an interpretive field study with thematic analysis. The authors conducted interviews with 31 participants who all relied on BA in their daily decisions. The study participants were engaged in different BA roles, including data analysts and decision-makers. They validated the applicability and usefulness of our findings through a focus group with eight practitioners, including decision-makers and data analysts from the same companies.

This study proposes a process model of data-driven sensemaking and sensegiving based on Weick’s sensemaking framework. The findings exhibit that decision-makers are engaged in sensemaking by identifying areas of focus, determining BA scope, evaluating generated insights and turning BA into action. The findings also show that data analysts engage in sensemaking by consolidating data, data understanding, preparing preliminary outcomes and generating actionable reports. This study shows how sensemaking processes and sensegiving activities work together over time through immediate enactment, selection and decision cycles.

This study is a first attempt to understand interactions in the context of BA using the perspective of sensemaking and sensegiving.

The research aims to provide a longitudinal case study to understand how digital transformation can be embedded in municipal reporting frameworks. The central role of such technology becomes increasingly evident as citizens demand greater transparency and engagement between them and governing institutions.

Utilising a longitudinal case study methodology, the research focusses on Turin’s Integrated Popular Financial Report (IPFR) as a lens through which to evaluate the broader implications of digital transformation on governmental transparency and operational efficiency.

Digital tools, notably sentiment analysis, offer promising avenues for enhancing governmental efficacy and citizenry participation. However, persistent challenges highlight the inadequacy of traditional, inflexible reporting structures to cater to dynamic informational demands.

Embracing digital tools is an imperative for contemporary public administrators, promoting streamlined communication and dismantling bureaucratic obstructions, all while catering to the evolving demands of an informed citizenry.

Different from previous studies that primarily emphasised technology’s role within budgeting, this research uniquely positions itself by spotlighting the transformative implications of digital tools during the reporting phase. It champions the profound value of fostering bottom-up dialogues, heralding a paradigmatic shift towards co-creative public management dynamics.

The purpose of this paper is to investigate the role of performance measurement systems (PMS) within the context of digital servitization (DS), especially in collaborations involving multiple actors. The paper adopts a bottom-up ecosystem perspective to gain insights into how companies can effectively manage the complexities of digital transformation in the servitization domain.

This research draws upon a longitudinal case study within the wine and spirit supply chain. It focuses on a logistics company, “GR”, which has promoted a DS strategy to offer advanced services and enhance the competitiveness of the entire ecosystem.

The study offers valuable insights into the evolution of PMS roles throughout the DS journey, promoting cooperation, coordination, collaboration and control among ecosystem actors, thereby facilitating the development of a DS strategy.

The study is focused on a logistics company with unique capabilities and networks. Future research should include a broader range of contexts. Furthermore, our analysis focuses on the initial stages of ecosystem emergence, particularly the initiation and momentum phases. Further research should explore how DS impacts organizations in the following ecosystem phases.

This research offers valuable insights for managers, particularly in the development of DS strategy. It underscores the significance of PMS as key facilitators in crafting DS strategy and in the broader ecosystem evolution. The findings demonstrate that PMS is instrumental across different phases of the servitization process, improving aspects such as performance monitoring, resource allocation, collaboration and communication. Moreover, this study emphasizes the importance for small and medium-sized enterprises manufacturers and logistics firms to build and nurture collaborative relationships with various supply chain stakeholders to successfully implement a servitization strategy. In the wine industry, embracing a multiactor perspective is crucial. The delivery of advanced services necessitates a wide spectrum of knowledge and skills on one hand, and adaptability and flexibility in developing relationships on the other.

The study contributes to the literature on management accounting by exploring the role of PMS in DS. It reveals that PMS acts as a fundamental enabler, promoting seamless coordination and collaboration among various actors involved in DS. This sheds light on the transformative potential of PMS in creating a collaborative environment, where multiple organizations work together to offer value-added services.

The effects of climate change are no longer a distant, slow-paced, future phenomenon. Due to the high dependency on reliable snow conditions, the tourism sector in Austria will need to rapidly implement adaptation measures to forego further negative impacts. However, the framing of the subject in tourism is already difficult and complex. Despite an increase in climate change awareness, the necessary collective change seems to be deliberately tardy and adaptation processes are slowly considered in political decision-making. Strategic documents on tourism policy are still lacking clear information about this challenging task and suitable strategies. Against this background, the chapter at hand discusses instruments and pathways to deal with wicked problems using climate change and winter tourism in Austria as an example. The adaptation processes for winter tourism make it possible to describe different strategies, such as normative authoritative ones, evidence-based technocratic problem-solving, incremental adjustments or participatory processes and to analyse them using case studies. It becomes clear that evidence-based, normative or participatory approaches all have their strengths and weaknesses. While, on the policy level in Austria, the discussion about the right instruments has just started, a closer look at the project-based level shows the significant potential of a bottom-up approach. However, what is required is more exchange between governmental levels, a transparent distribution of responsibilities, detailed adaptation monitoring and reliable climate-proofing of new and existing policies. Currently, it is the bottom-up processes that show more courage for change and effective implementation of measures against global warming.

This beginning chapter offers a comprehensive overview of community development, tracing its historical roots and societal implications. It underscores community development’s role in fostering social cohesion and positive change. Beginning with its foundational principles of collective action, participation, and empowerment, the chapter delves into its evolution in response to industrialization and urbanization. It explores diverse scales, contexts, tools, and strategies used in community development and its broader societal impact. The chapter advocates for inclusivity and active engagement of community members, emphasizing tailored solutions that address unique challenges. It acknowledges complexities like ethical dilemmas, power imbalances, and cultural sensitivities, underscoring the importance of integrity and local context understanding in community development.

In this chapter, we propose a strategic framework for capacity-building in cross-border transport megaprojects. First, we make the case for infrastructure megaprojects as wicked policy fields marked by a complex web of stakeholders' interests and characterized by uncertainty and entrenched value divergence and conflict. Second, inspired by Pettigrew's contextualism and by drawing evidence from the case of the Lyon-Turin high-speed railway megaproject, we suggest that strategic management involves the analysis of three different albeit interconnected dimensions: the content of change, the process of change, and the context of change. Our study shows that variations in performance (content) are determined by and determine variations in (1) the openness or closure of national institutional contexts to civil society stakeholders (inner context), (2) the intensity of supervision and control functions realized by actor seating in the supranational institutional context (outer context), and (3) national and supranational actors' capability of making agreements over contested megaprojects aspects (process). We suggest that, from a strategic point of view, there is not a linear relationship between the content, context, and process of change in megaproject development. This is rather a complex nonlinear relationship that varies over time with little predictability. Time is a key factor in understanding these interactions between the content, context, and process. We claim that the capacity for organizing wickedness in megaprojects should rest on a socioeconomic logic and, in particular, on three core governance features: (1) open decision-making systems, (2) bottom-up performance management, and (3) active dialogue between proponents and opponents.