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This study aims to answer the question of what characterizes organizations with future-potential, and with the help of a model introduced in this study, the authors propose what interventions can be identified and which improvements need to be made in traditional organizations so that they meet the requirements of future-potentiality.

A systematic literature review was conducted to identify management interventions. Citation and co-word analyses were also performed. Content analysis of 311 journal articles from the past five years was performed taking into account relevant keywords, and disciplinary narrowing was also applied. These articles were used to identify knowledge that could be used to suggest micro-, meso- and macro-level changes.

To develop the future potential of organizations, three organizational levels must be separated. The first is the micro level of relations between leaders and employees, where equity is a key value for future potentiality. It should be emphasized that not all employees’ organizational commitment is equally important for organizations with future potential, and leaders should strengthen their commitment according to individual needs and opportunities. The second is the meso level, where the decisive value is organizational moderation, and this suggests that a careful and restrained development is needed both in satisfying consumer needs and in innovation. The third is the macro level, where the defining value is responsibility and sustainability, which are necessary for achieving a state where the active development of national culture becomes possible.

Contrary to the authors’ expectations, it has been found that there are only a few studies dealing with change management for the purpose of achieving a future potential mode of organizational operation; thus, the results can be considered new and will contribute to the development of a cross-section of change management and future studies.

This article aims to understand the challenges and key takeaways of implementing total quality management (TQM) in a virtual organisation.

An interventionist research (IVR) methodology combined with a qualitative critical event analysis was used to evaluate the challenges and concerns faced during the company’s adoption of TQM and understand the roles of the key players involved.

Standard process tools such as desktop procedures (DTP), focused teams, and service-level agreements (SLAs) were fundamental to implementing TQM in the company. These processes require the right leaders, but external agents may also be influential, acting as accelerators of change in adopting and using management practices in small companies. Indeed, the researcher acted as a problem solver, bringing innovative solutions to the firm using a hands-on iterative approach.

This research underscores the importance of critical success factors (CSF), such as employee engagement, training, and project management tools. These factors are not just important but crucial for the success of TQM in organisations seeking to adopt the industry’s best practices.

This study, conducted as a virtual IVR for TQM implementation, provides novel insights for practitioners and academics. It elucidates the pivotal role of some quality management tools in the journey towards TQM and the role of both internal and external critical players in the process, particularly in small virtual organisations based on innovative business models.

Just transition is a fundamental concept for supply chain management but neither discipline pays attention to the other and little is known about how supply chains can be orchestrated as socioecological systems to manage these transitions. Building from a wide range of just transition examples, this paper explores just transition to understand how to move beyond instrumental supply chain practices to supply chains functioning in harmony with the planet and its people.

Building from a systematic review of 72 papers, the paper identifies just transition examples while interpreting them through the theoretical lens of supply chain management, providing valuable insights to help research and practice understand how to achieve low-carbon economies through supply chain management in environmentally and socially just ways.

The paper defines, elaborates, and extends the just transition construct by developing a transition taxonomy with two key dimensions. The purpose dimension (profit or shared outcomes) and the governance dimension (government-/industry-led versus civil society-involved), generating four transition archetypes. Most transitions projects are framed around the Euro- and US-centric, capitalist standards of development, leading to coloniality as well as economic and cultural depletion of communities. Framing just transition in accordance with context-specific plural values, the paper provides an alternative perspective to the extractive transition concept. This can guide supply chain management to decarbonise economies and societies by considering the rights of nature, communities and individuals.

Introducing just transition into the supply chain management domain, this paper unifies the various conceptualisations of just transition into a holistic understanding, providing a new foundation for supply chain management research.

This work aims to shed light on the cognitive biases that may have an influence on the strategic decision-making process, with a particular focus on those impacting both human resources (HR) standard activities within organizations and new innovative change management initiatives critical for them to survive.

This is a conceptual paper based on a literature review on cognitive biases and managerial decision-making. The conceptual approach is employed to outline how subjective cognitive barriers can undermine managerial decisions and, in particular, the objectivity of HR practices and change management initiatives.

The discussion emphasizes that cognitive biases are ever-present elements in the decision-making process of professionals, and they influence several areas of management including HR and change management.

Limitations of the study concern the method adopted, as it is conceptual. The implications of the paper are relevant for supervisors and employees working in the HR and innovation/R&D departments in order to create awareness within the organizational contexts and limit the negative influence of these cognitive barriers during their daily activities.

The research contributes to the knowledge on HR management and decision-making process by combining literature findings with practical examples and tips suggesting how to avoid biases in the decision-making process regarding HR and change management.

Although it is commonly agreed that prescriptive analytics can benefit organizations by enabling better decision-making, the deployment of prescriptive analytics tools can be challenging. Previous studies have primarily focused on methodological issues rather than the organizational deployment of analytics. However, successful deployment is key to achieving the intended benefits of prescriptive analytics tools. Therefore, this study aims to identify the enablers of successful deployment of prescriptive analytics.

The authors examine the enablers for the successful deployment of prescriptive analytics through five organizational case studies. To provide a comprehensive view of the deployment process, each case includes interviews with users, managers and top management.

The findings suggest the key enablers for successful analytics deployment are strong leadership and management support, sufficient resources, user participation in development and a common dialogue between users, managers and top management. However, contrary to the existing literature, the authors found little evidence of external pressures to develop and deploy analytics. Importantly, the success of deployment in each case was related to the similarity with which different actors within the organization viewed the deployment process. Furthermore, end users tended to highlight user participation, skills and training, whereas managers and top management placed greater emphasis on the importance of organizational changes.

The results will help practitioners ensure that key enablers are in place to increase the likelihood of the successful deployment of prescriptive analytics.

The outbreak of the COVID-19 pandemic has significantly impacted healthcare systems, presenting unforeseen challenges that necessitated the implementation of change management strategies to adapt to the new contextual conditions. This study aims to analyze organizational changes within the total hip replacement (THR) surgery pathway at multiple levels, including macro, meso and micro. It employs data triangulation from various sources to gauge the complexity of the change process and comprehend how multi-level decision-making influenced an unexpected shift.

A multicentric, single in-depth case study was conducted using a mixed-methods approach. Data sources included patient-reported outcome measures specific to the THR pathway and carefully structured in-depth interviews administered to managers and clinicians in two healthcare organizations serving the same population.

Decisions made at the macro level resulted in an overall reduction in surgical activities. Organizational changes at the meso level led to a complete cessation or partial reorganization of activities. Micro-level actions for change and adaptation revealed diverse and fragmented change management strategies.

Organizations with segmented structures may require a robust and structured department for coordinating change management responses to prevent the entire system from becoming stuck in the absorptive phase of change. However, it is important to recognize that absorptive solutions can serve as a starting point for genuine innovations in change management.

The utilization of data triangulation enables the authors to visualize how specific changes implemented in response to the pandemic have influenced the observed outcomes. From a managerial perspective, it provides insights into how future innovations could be introduced.

Audit trail cost management is crucial for ensuring accountability and enhancing quality assurance in construction management. Despite limited practical studies on audit trail management from a cost perspective; this study developed a lifecycle-based audit trail cost management framework. It used synchronized Building Information Modeling (BIM) cost models and Bills of Quantities (BoQs) to address the existing gap.

This study employed a descriptive case study approach of a real-life hospital project in China. Data triangulation was achieved through interviews, observations, documents, and relevant artifacts.

The study identified three key factors contributing to cost variances between BIM cost models and BoQs: differences in measurement rules, model precision, and professional errors, particularly evident during the preliminary estimate stage. Notably, significant cost savings of approximately RMB 5.811 million were achieved during the detailed estimate stage. During the construction phase, a synchronized approach was deployed to improve precise payment verification and modifications to the BIM model. In the post-construction phase, the synchronized as-built BIM models and BoQs served as primary references to facilitate the resolution of operational discrepancies.

The research contributes to the literature by proposing a synchronized approach of BIM cost models and BoQs. This approach enhances traceability and accountability of project information, catering to the digitalization needs of the construction industry.

This study unveils a pragmatic approach to enhancing transparency and accountability in audit-trail cost management by synchronizing BIM cost models and BoQs at various project stages. The synchronized approach offers a promising direction for future research and implementation of audit trail frameworks to enhance cost management in construction.

Amidst calls for more research that combines the concepts of identity and strategy, particularly in a public sector context, this study explored the identity dynamics between two groups of managers within a multi-level perspective in a government department. The aim of this study is to provide a dynamic and holistic view of how middle manager identity is experienced and how best to utilise middle managers and their abilities.

Through a practice-based perspective, the study used a case study design, and 26 in-depth interviews were conducted with 2 groups, namely directors and middle managers.

Findings revealed that, whilst participating middle managers were viewed as critical strategists, there was a misalignment of expectations between directors and middle managers, and this reflected an ambiguous and complex environment where middle managers were situated. The findings also reflected tensions and power dynamics evident between middle managers and their direct supervisors, and these shaped the way in which middle managers responded to or were influenced by such tensions. Our research confirms the dynamic nature of identity at a multi-level perspective.

The findings of the current study may be useful in providing insight into how middle managers can be utilised to the best of their ability within a public sector department.

The study contributes to strategy-identity studies using a practice-oriented lens in an under-explored government context. We present a better understanding of the reciprocal tensions and inter-relationships between identity and strategy from the perspective of two levels and explore how this affects strategy practices and processes.

This research aims to enhance understanding of the safety climate within small and medium-sized construction enterprises (SMEs). By conducting an in-depth analysis of safety practices and management approaches in this sector, it identifies critical gaps and provides actionable recommendations to improve the safety climate in construction SMEs.

An integrated method approach was employed, integrating quantitative and qualitative elements. A fishbone diagram model was developed to categorize key safety factors into four categories: Workers, Equipment, Management and Environment. Based on these categories, core safety parameters for SMEs were derived. A 42-question survey was developed and distributed to foremen across various construction sites in Eilat, Israel, aiming to capture diverse safety practices and illuminate the specific safety practices within these SMEs.

Key findings underscore variability in safety management practices across different sites, emphasizing management’s role and the prioritization of equipment and environment in safety protocols. The study revealed a strong correlation between higher safety scores and reduced accident rates, highlighting the efficacy of robust safety management. The research also correlates financial investment in safety with improved outcomes yet stresses the importance of strategic resource deployment, particularly in settings with limited resources. Additionally, inconsistencies in near-miss reporting were identified, suggesting the need for standardization to leverage these incidents for safety enhancement.

The research has certain limitations, including its narrow geographical focus on the city of Eilat, situated in a southern and arid region that presents specific climate challenges. Another limitation is the relatively small sample size, consisting of 20 sites. However, it is important to note that the significance of the findings has been rigorously assessed using test statistics, which have yielded satisfactory levels of significance.

The research establishes a practical framework for the development, management and maintenance of a safety climate in construction SMEs. Clear leading indicators are defined, enabling construction SMEs to cultivate a sustainable safety climate, enhance safety measures and prevent work accidents.

The research presents a comprehensive theoretical and practical framework for establishing, managing and controlling the safety climate in construction SMEs. It introduces leading indicators as effective tools for enhancing the safety climate in SMEs, offering a robust framework for cultivating a sustainable safety environment at both the site and company levels.

This study provides valuable insights into the safety climate of construction SMEs, offering a foundation for targeted improvements and informing future research directions in construction safety management. This analysis highlights SMEs' unique challenges and practices, providing valuable perspectives for enhancing safety in this critical construction industry sector.

The purpose of this article is to synthesize the topics, conceptualizations and measurements of value-based management (VBM) and to suggest a research agenda covering its next evolution as sustainable governance.

The authors conducted a systematic literature review of 80 seminal studies published between 1979 and 2022. The authors synthesized the studies by their conceptualizations of VBM in an inductively developed framework.

The authors find that scholars explore diverse topics related to VBM with a prevailing focus on shareholder primacy. There is a paucity of studies that focus on the integration of shareholder maximization and stakeholder management practices. The authors explain which studies will form a promising foundation for advanced research on sustainable governance that will reach beyond current VBM research.

The authors' research agenda addresses new future topics on conflicting goals within and between shareholder groups, offers specific suggestions for using new research methods and untapped data sources for VBM and paves the way to substantially extend the boundaries of the firm in VBM research to include stakeholders, strategic alignment and new sustainability measures.