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The purpose of this paper is to examine the association between the interactive and diagnostic use of MCSs with the extent of adoption of contemporary management accounting practices, and the subsequent impact on the success of such practices in the public sector.

Data were collected through the distribution of a mail survey of 740 questionnaires to public sector organisations in Australia, and analysed using structural equation modelling.

The study found that both the interactive and diagnostic approaches to using MCSs exhibit a positive association with the adoption of contemporary management accounting practices, both as a package and individually. In addition, while the level of success of contemporary management accounting practices was moderate, it was found that the extent of adoption of the practices enhanced their success.

The findings suggest that by intensifying the use of MCSs in a more interactive and diagnostic manner, public sector organisations are more likely to adopt contemporary management to a greater extent, with the subsequent increase in the extent of adoption of such practices to exacerbate their success.

The study contributes to the MCS contingency-based research by highlighting the interrelationship between two aspects of MCSs, the use of controls and the adoption and success of management accounting practices.

The purpose of this paper is to emphasize the adoption of computer aided design (CAD) technology for enabling the contemporary organizations to acquire agile characteristics.

A model called total agile design system (TADS) was designed. Subsequently, a survey was conducted among 25 industry captains. By referring to their reactions, a roadmap for successfully implementing TADS has been evolved.

The results of literature survey indicated that both research and practicing communities are yet to exploit CAD and computer aided manufacturing (CAM) technologies effectively for acquiring agile characteristics in organizations. The survey conducted among the industry captains indicated that the TADS model would bridge CAD/CAM and AM concepts in organizations.

The findings of this research were based on the survey conducted among industry captains of organizations situated only in Coimbatore city of India. Yet these findings would be applicable to the organizations situated in majority of the other parts of the world as the environment prevailing in these organizations is mimicking the scenario of all contemporary organizations.

This research culminated in the development of a roadmap. This roadmap considers the practicality of implementing TADS in contemporary organizations. The contemporary organizations, which apply TADS using this roadmap, would imbibe world class manufacturing dimensions.

The literature on AM has so far seen no survey examining the application propensity of automation technologies like CAD/CAM. This paper has overcome this research lacuna.

The contemporary business arena continues to hold great promise for dramatic innovational developments unheard of in previous eras. The purpose of this paper is to suggest ways to achieve organizational excellence through entrepreneurship in today's dynamic environment of opportunities.

The authors' research has focused on the foundation of successful entrepreneurial management leadership in the achievement of organizational excellence. Data were collected primarily from well‐known entrepreneurs identified during the past ten years in various publications.

Research shows that the major reflections of operational excellence in organizational entrepreneurship revolve around the care of customers, constant innovation, committed people and managerial leadership.

Many relatively creative ideas regarding entrepreneurial management and leadership have been put forward in this treatise, which clearly require further validation by future research.

Successful leadership has been found to be based upon four key strategies: attention through vision, meaning through communication, trust through positioning, and confidence through respect. Research further suggests that at the heart of successful leadership strategies rest a concern for people and the interpersonal values of joy, hope, charity and peace. These values provide a new paradigm of interactive cues and a foundational core for the successful fulfillment of those key strategies.

This research contributes by developing a model of keys to organizational excellence, and leadership strategies and values. Furthermore, this paper may benefit companies that are trying to reinvent themselves by fostering innovativeness within their organizations.

The purpose of this paper is to investigate how Marxist accounts of capitalism and capitalists as “vampiric” and “cannibalistic” can challenge the exploitation underlying “monstrosity” of the diverse “liberal organization”.

To bear out this argument, it will critically turn to Marx's original description of capitalism as “vampire” like. It will do so by examining a range of theoretical and existing empirical research related themes of contemporary diversity.

The paper argues that in order to avoid becoming capitalist monsters it is imperative to adopt an explicitly anti-capitalist Marxist perspective centring on themes of a “monstrous” capitalism. Capitalist organizations, not only “suck the blood of workers” but turns them into exploiting vampires, feeding on others for own profit and promotion. Yet it also expands on such readings by emphasizing the liberating possibilities that a more contemporary view of “monsters” stressing radical diversity and difference can make to this Marxist critique.

To this end, it illuminates how a perspective uniting these ideals, termed here as a “revolutionary monstrous humanism”, can effectively challenge the dehumanization of managerial control and market ideologies while also fighting for the right of individuals to express their heterogeneous and always evolving unique cultural identities.

To develop a concept of managing intangible assets in contemporary organisations. Insight is given into the rise of the network organisation and the importance of talent, social capital and identity in this kind of organisation.

This paper develops a conceptual framework based on a theoretical analysis of recent literature in the fields of human resource management and organisational identity.

Organisations in contemporary society fundamentally differ from the ones dominating the twentieth century. Work nowadays is providing service(s), organising based upon a mix of people's talents, social capital and information and communication technology (ICT). Modern organisations depend on talent. Talents make the distinctive difference between an organisation and its competitors. Organising with talents requires a second‐order form of networks: (social) cohesion in the network quintessential to make it work. This can be found in the notion of “social capital”. Yet talents and social capital only thrive in an excellent community of work. Organisations as communities of work hold together by a common identity. With the rise of the modern organisation in the information society the community of work has become a fundamental part of organising.

First there is a growing inter‐affiliation and interdependency of work processes and the community of work. Second, assumptions regarding the manageability of “organisations” are under pressure. More research is needed in the field of the relationship between organisational processes, commitment and identity.

In order to survive and prosper, “modern” organisations acting in the information society need to be flexible configurations bearing a recognisable identity.

This paper gives insight in the relationship between core competencies and identity on the one hand and work processes and the community on the other hand. Talents and social capital need to be placed at the heart of the modern organisation. This demands a re‐balance in the relations between the individual and the organisation.

The purpose of this paper is to re‐map the neglected phenomenon of organisational misbehaviour (misbehaviour) by reflecting the many approaches taken on this emergent field of study, and articulate a revised research agenda.

Both preceding and recent empirical and theoretical research papers are discussed and possible overlap and convergence of findings are examined. The discussions mainly surround studies from industrial sociology and organisational behaviour, yet studies from industrial relations and gender studies are also considered. From the re‐assessment, a revised map and research agenda for misbehaviour is produced.

More research should be directed towards humour and its uses in contemporary organisations, why managers break the rules, the internet as a tool and framework for defiant activities, informal and hidden employee identities as a framework for self‐organised misbehaviour, functional misbehaviour and informal strategies used by employees to survive work. Further work is required to unify the field and suggestions are made on how this may be achieved.

The paper is based on a re‐assessment of the extant literature and the findings reflect the broadly problematic matter of reconciling incongruous paradigms.

The paper puts forward a revised and updated map of organisational misbehaviour. It also offers insights which managers can use to deal with a broad range of misbehaviour conducted within and outwith the workplace.

The paper provides a new map that goes beyond previous articulations of misbehaviour. The revised research agenda attempts to guide future research on the subject of misbehaviour in a more balanced direction.

The purpose of this paper is to explore how ethnicity remains relevant to the workplace experience of minority ethnic graduate employees in contemporary British organizations.

Qualitative interviews were conducted with 30 British Black Caribbean graduate employees drawn from a range of public and private‐sector organizations to examine the ways in which they felt their ethnicity impacted on how they experienced their places of work. Template analysis was used to analyse the data.

The paper finds that racial discrimination, social class and ethnic identity were key elements of the way in which ethnicity was experienced by these minority ethnic graduate employees. The paper discusses the differing ways racial discrimination is experienced and conceptualized in contemporary British organizations; and highlights the ways in which social class may play a role in how a group of (largely) working class minority ethnic graduates progress their careers in (largely) middle class organizational environments. Presented for the first time is a theory on the key facets of the ways ethnic identity might be experienced at work.

Further research would be required to see if the findings are replicated with graduates from other minority ethnic groups.

The paper provides insights into ways in which majority and minority ethnic employees may experience organizations differently.

This paper provides some new insights into the role of ethnicity at work. It also attempts to address some of the issues with organizational psychological research on ethnicity at work identified by Kenny and Briner.

Organizational change in an evolving technological age is reconsidered here. Extant organization theory focuses largely on technologically‐induced transformation. This paper argues that this focus is inappropriate. With the proliferation of information technology in the workplace, change literature propounds a particular view of the organization: a lean, flat and networked organization. Reevaluating future change and future shock literature prediction, we establish a more realistic account of technology and the organization and question the accuracy of the “altered organization” expectation. In developing a conceptualization of a “limited reality of change,” we imply that predicted changes are not as clear cut as certain proponents would have us believe. Though there is a willingness throughout technology change literature to slip into the language of organizational transformation, this paper indicates that the reality of change is far more restrictive than has largely been previously acknowledged We conclude by proposing the coexistent organization as an alternative—arguing that hierarchical organizational forms can coexist with a networked organization—and discuss implications for organization change theory.

The purpose of this study is to describe and reflect on strategic communication and its relevance for organizational development and the service sciences.

The approach is conceptual and based on an analysis of relevant earlier research. In the first part of the paper, contemporary organizational challenges are discussed, using a communication perspective. Then, a discussion about communication foundations follows. Finally, four arguments why strategic communication is valuable for organizational development is discussed, raising questions for further empirical research.

The main driving force behind the increased interest in strategic communication is the organizational need of legitimacy to operate in the late modern society. The analysis concludes that there are possible synergies to be made between strategic communication (following a holistic and ritual approach to communication) and the service sciences. The four arguments for focusing strategic communication for organizational development are its relevance for organizational efficiency, image, identity and transparency. There is need of further empirical research.

Communication has for many years mainly been viewed as a transmission system and organizational function for production and distribution. In this paper, strategic communication is viewed as a critical organizational management process.

The purpose of this paper is to examine managerial styles of Russian managers in the context of institutional and economic environment of contemporary Russia.

The study is based on a sample of 482 line and middle managers covering eight geographic regions, 14 industries and 80 organizations in Russia.

Employing factor and cluster analyses the paper identifies four distinct managerial styles: paternalistic, exploitative, performance oriented and passive. In addition, the paper analyzes a number of contingent characteristics of these typological Russian managers such as their age, career development, regional, industrial and organizational presence.

The analysis enriches the understanding of managerial style idiosyncrasy, heterogeneity and evolution in Russia. The identified plurality of managerial styles, differentially related to a number of contingency variables, indicates that it pays off for western companies to avoid using stereotypical ideas when dealing with their Russian counterparts and employ conscious strategies when recruiting managers to their Russian operations instead.