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Many Higher Education Institutions (HEIs) allow students or their advisors to restrict access to theses/dissertations (TDs) by applying embargoes. This study aims to identify why Higher Education Institutions (HEIs) allow embargoes.

One hundred HEIs were randomly selected, representing seven geographic regions. The authors imported policies/guidelines for embargoing TDs into MAXQDA software and coded the qualitative data.

Among the 100 studied HEIs, 43 HEIs (43%) have policies/guidelines on the web for embargoing TDs, most of which are from North America. For the majority of HEIs, embargoes are a voluntary option for students/advisors. Content analysis of the 32 embargo policies showed that embargo reasons (18 key reasons) can be categorized into six broad themes (commercialization, publication, ethical issues, funding contracts/agreements, security and safety, and miscellaneous).

In this study, only those policies are reviewed that are available, discoverable and accessible on HEIs' websites.

Highlighting the detrimental effect of not managing stipulations towards embargoes clearly, the findings could be useful for national/institutional policymakers and administrators of research departments, academic libraries, institutional repositories and graduate offices.

This is the first study to investigate rationales for TDs embargo practices. It creates awareness of how embargoes are managed and reflected in policy. Ultimately, it recommends further interrogation on how embargoes influence the principle of openness to scholarship.

The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-09-2022-0497.

Major social changes, such as those induced by the COVID-19 pandemic, intensify the need for organisations in Africa to accelerate adaptation. Leadership plays an important role in their organisations’ adaptation. This study focuses on how leaders can build adaptive organisations through appropriate complexity leadership practices by establishing which of these most predict organisational adaptation. The study aims to contribute to dramatic social change (DSC) theory and to empirically confirm conceptual relationships between complexity leadership theory and perceptions of organisational adaptability (OA).

The convenience non-probability sample include 126 senior management respondents from 24 small and medium enterprises in Zimbabwe. The study focuses on these individual senior managers’ perceptions of their organisations’ adaptation, leadership practices and the social changes during COVID-19. The questionnaire used a five-point Likert scale, based on some items from existing scales on entrepreneurial, operational and enabling leadership of complexity leadership and items on OA and DSC. The study applied structural equation modelling using SmartPLS and SPSS software.

The study formulates recommendations for the boundary conditions under which each or a combination of the complexity leadership practices will bring about the appropriate level of adaptability. The enabling and entrepreneurial leadership practices required, include brokering, decentralisation and establishing multilevel collaboration.

The study contributes insight for leaders to differentiate between the levels of adaptation their organisations require at particular times in particular contexts. Different adaptations will require a different combination of complexity leadership practices. When the adaptation sought is internal, operational leadership is more appropriate, whereas if the motive is market adaptation, entrepreneurial leadership is more appropriate.