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The chapter presents a critical analysis of the functions of the Court of Arbitration for Sport (CAS), identifying how athletes who appeal to CAS for resolution of doping disputes face the problems of ‘stacked decks’ and ‘repeat parties’. A detailed critique of CAS's claim that it supports athletes' human rights, in the document titled ‘Sport and Human Rights: Overview from a CAS Perspective’, reveals the shaky ground on which the CAS authors based their argument. Detailed analyses of several recent doping cases reveal chronic problems of inconsistent and subjective awards, and, in the case of Chinese swimmer Sun Yang, issues of racist discrimination.

Guided by paradox theory, the study aims to significantly advance Sustainability in Higher Education Institutions (SHEI) scholarship and inform change agents’ (CAs) practices by uncovering the tensions underlying the challenges CAs face in embedding sustainability in their universities and learning about potential strategies to manage these tensions.

The authors conducted a multi-step, mix-methods study including interviews (n = 15), an online survey (n = 36) and focus groups (n = 29) with CAs from 17 of Austria’s 22 public universities. Participating CAs consisted of faculty, staff and administrators with leading roles in their Higher Education Institutions’ sustainability change processes.

Austrian SHEI CAs’ responses revealed 15 tensions at and between the individual, organizational and system level addressing academic, organizational and external stakeholder engagement aspects. Six tensions were selected for more in-depth exploration including elaboration of management strategies, building on CAs’ experiences. Results revealed examples of acceptance, separation and synthesis strategies.

Based on the exploratory nature of our study, the authors do not claim to have identified a comprehensive list of tensions underlying the challenges faced by SHEI CAs, nor of all potential management strategies.

Although this study focused exclusively on Austrian SHEI CAs, the challenges they shared were consistent with those in the literature and, thus, insights should also support the CAs’ efforts in other countries.

This study offers novel perspectives on how to manage the challenges to SHEI. To the best of the authors’ knowledge, it is the first to describe paradox theory-informed management strategies recommended by a heterogenous group of SHEI CAs to address the barriers they face in transforming their universities toward sustainability.

Business environments and global transportation system have become more complex than ever due to complexity drivers of industries which create uncertainty and unpredictability to organizations. Like other industries, the maritime business faces different and difficult problems which threaten organizational survival. The ability to cope with those uncertainties, threats and problems shows the resilience ability of organizations that help to survive and prosper. The organizational resilience concept arises as a requirement to deal with problems and uncertainties of business environments which are swiftly changing. This study aims to suggest an organizational framework to show how maritime business organizations as the sea leg of global transportation system can develop resilient organizations via complex adaptive systems (CAS) approach if adequate design features of CAS could be defined and included in organizational properties.

A total of 15 CAS features were identified as the enablers of organizational resilience throughout the literature. An interpretive structural modeling (ISM) approach has been conducted to determine the mutual relation between the CAS features which constitute an organizational framework. These CAS features have been categorized by conducting MICMAC analysis.

This study proposes a framework that identifies CAS features as the enabler of resilient maritime business organizations. The CAS approach offers new managerial toolkit to realize current organizational situations and allows managers to understand that it is difficult to control their system in this dynamic environment where special management practices are required especially in volatile times rather than ordinary times. Also, organizations could not compete as a sole organization but as a web/system of organizations. CAS is more resilient than other systems because resilience is the emergent occurrence of the system formed from nonlinear, dynamic interactions with self-organized agents.

The research has some limitations, like organizational resilience studies are in the infant stage and further research into this area should be extended. This study uses the CAS approach to develop organizational resilience. Further studies could use different lenses and contemporary subjects in management field which should also be useful while developing resilience in organizations. This study uses ISM and MICMAC analysis where further studies could use quantitative design and methods like formal concept analysis or the decision making trial and evaluation laboratory to determine the relational weighs of CAS features while developing resilient organizations. Future studies may also focus on different maritime stakeholders like IMO or ILO, maritime agencies, freight forwarders or insurance underwriters regarding developing and enhancing resilience of the maritime system.

World trade and transportation systems are getting more uncertain and lean on complex relations where maritime transportation is a “vital backbone” of such operations. But becoming more complex structures leads to vulnerable systems and organizations. Most risk management applications are based on predicting the known risks where many of them are not enough to fight with unknowns. Coping with today's problems are difficult for organizations in any industry. But for maritime business stakeholders who work in such a global web of relations, it is much more challenging. So, stakeholders of the system like forwarders, ports or ship chandlers may easily apply those features to develop resilient organizations too. Legal authorities of the system and rule-makers like local Chambers of Shipping, IMO or Classification societies can benefit from this framework and provide supportive settings to develop system-wide resilient organizations.

By understanding environmental uncertainty and complexity better than others, organizations become resilient and cope with significant difficulties which make them more competitive as a substantial strategic advantage. Resilient management offers to break down points at the system and shows them ways to restore quickly while transporting goods while traditional risk assessments are not enough.

The originality of the study lies in two folds; first of all the key and most used features of CAS is linked to developing resilient maritime organizations and by maritime expert opinions, this study tries to determine which of these CAS features are the most effective to trigger other features to develop organizational resilience in the maritime business. And secondly, the concept of organizational resilience and the CAS approach are not analyzed in depth in the context of maritime business.

Black and Coloured chartered accountants (CAs) are under‐represented in Accounting departments at academic institutions in South Africa. It is generally accepted that this is because of the poor remuneration offered in academia and a general shortage of Black and Coloured CAs. This study, which is based on a questionnaire to CAs, assesses their perceptions of a career in academia. It contrasts these perceptions of and requirements for a career in academia with current employment conditions and makes recommendations about increasing the number of Black and Coloured CAs in academia. These recommendations include increased remuneration and better promotion of the benefits of an academic career.

The purpose of this paper is to explore the concept of complex adaptive systems (CAS) from the perspective of managing organizations, to describe and explore the management principles in a case study of an organization with unconventional ways of management and to present a tentative model for managing organizations as CAS – system management. There is a need for the development of knowledge, metaphors and language for management of the new forms of organizing, for example, value networks, which are evolving as a response to the increased demand for efficiency, flexibility and innovation.

The frame of reference is based on a literature review of the area of CAS and an inductive and interactive approach is used to identify the management principles in the case study.

A classification of the components of a CAS is suggested and described as properties of, and approaches for, managing CAS. The identified management principles in the case study are: a clearly formulated mission, delegation of responsibility and authority, diversity and competition, and follow‐up and feedback. As a result of analyzing the frame of reference and the case study, a tentative, conceptual model for managing organizations as CAS – system management – is presented including; metaphor, components and approaches.

The case study contributes to the empirical body of knowledge of organizing and management. The tentative model is a contribution to the ongoing discussion about managing organizations as CAS.

The Court of Arbitration for Sport (CAS), created by the International Olympic Committee (IOC) in 1983, resolves disputes between athletes and national or international sports governing bodies. The purpose of this paper is to critically examine the history and functions of CAS, with a particular focus on the ways in which athletes’ rights are threatened by the IOC’s Code of Sports-Related Arbitration.

The author reviews relevant law literature and media sources.

The concept of lex sportiva (global sport law), general arbitration practices and controversies concerning CAS’s impartiality are investigated, and the “strict liability” principle that CAS applies to doping allegations is assessed. This analysis points to a long record of inconsistencies and contradictions in the history and function of CAS. The findings lead to questions of arbitration or litigation; confidential or public proceedings; specialist or generalist arbitrators; lex sportiva or international legal principles; precedential or non-precedential awards; and civil or criminal burden of proof.

These unresolved issues demonstrate how the IOC struggles to maintain supremacy over world sport by promoting sport exceptionalism, and provide possible grounds for athletes’ future challenges to CAS.