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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.

Contemporary organisations are data-driven with sophisticated and strong Information Technology (IT) supporting the Business Intelligence (BI) systems. Due to the Industrial Revolution 4.0, businesses are subjected to volatility, uncertainty, complexity, and ambiguity (VUCA). The accuracy and agility of decision making (DM) play a key role in the success of contemporary organisations. Traditional methods of DM, i.e. based on tacit knowledge, are no longer relevant in the constantly altering business scenarios. Innovations in the IT domain have accomplished systems to gather and process business data at an exponential speed. Context-driven analytics along with computation capability and performance-driven visualisation have become an implicit need for businesses. BI systems offer the capabilities of data-driven DM simultaneously allowing organisations to predict the future business scenarios. Qualitative research is conducted in this chapter. In the research, interviews, questionnaires, and secondary data from previous research are used as data source. Case studies are discussed to clarify the business use cases of BI systems and their impact on managerial DM. Theoretical foundations are stated basis a thorough literature review of the available body of knowledge. The current environment demands data-driven DM in an organisation at all levels, i.e. strategic, tactical, and operational. Heterogeneous data sources add unlimited value to the decision support systems (DSSs). The BI systems have become an integral part of the technology landscape and an essential element in managerial DM. Contemporary businesses have deployed BI systems in all the functions.

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.

This paper explores how Selznick’s approach to leadership can inform contemporary organizational theory and research. Drawing on Selznick’s writing in Leadership in Administration and related works, we characterize organizations as simultaneously technical entities pursuing economic goals and value-laden entities pursuing non-economic goals arising from their members and their role in society. These two aspects of organizations are deeply intertwined and in continual tension with one another, and the essential task of leadership is to uphold both – protecting and promoting values while also meeting technical imperatives. To do so, leaders establish a common purpose that includes values and ideals not just technical imperatives, they create structures and practices that embody this purpose, and they make organizational decisions and personal behavioral choices that are consistent with this purpose. We consider each task of leadership in turn, showing how Selznick’s ideas enrich and extend contemporary research on competing institutional logics, organizational design, culture, and identity, leadership, and meaningful work.

We argue for major re-orientation when applying a neo-institutional perspective within the domain of international business (IB), and in research on the multinational corporation (MNC), in particular. On the one hand, we suggest re-conceptualizing MNCs as globally oriented organizations that nonetheless remain firmly anchored in local cultural settings. On the other hand, it seems crucial for institutionalist IB literature to engage more thoroughly with the core underlying assumptions, theoretical constructs, and recent extensions of neo-institutional theory. We present an overview and systematic evaluation of the current state of institutional approaches toward the MNC, and contrast it with research foci that will emerge from a phenomenological-institutional analysis.

In this chapter, we present a critical assessment of contemporary organization theory variously described as either multiperspectival or fragmented. We argue that analytic philosophy as one of the major tools used for theorizing about organizations has had a major influence on the development of organization theory and largely explains the current state of affairs. At its core, we argue, is a fundamental methodological fissure in analytic philosophy itself: the distinction between descriptive and revisionary methods. The principal focus of descriptive analysis in organization theory is how agents use everyday language in organizational contexts, often by invoking language games. In contrast, revisionary approaches, concerned about the privileging of theories embedded in everyday language, as well as the complexity and ambiguity of ordinary-language use, aim for explicit theory evaluation and greater clarity by recasting ordinary language in formal systems, such as scientific, especially empiricist, theories, characteristic of the mainstream of theorizing about organizations from the 1940s onward. For a number of theoretical and epistemological reasons logical empiricism or positivism is no longer a widely held view either in the philosophy of science or in the organization theory. We examine some critical issues regarding logical empiricist epistemological foundations and propose a methodological naturalistic framework that supports the ongoing growth of knowledge in organization theory, naturalistic coherentism. In developing this new conception of science we thus opt for a revisionary methodology, but one that is beholden to neither the traditional logical empiricist/positivist conception of (organization) science nor the relativism and conservatism of postmodernist theory, widely considered to be the successor of positivist organization theory.