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The purpose of this paper is to investigate the consequential impact of COVID-19 on mental health organizations. Via the context organizational development (OD) action research of an organizational case analysis, this paper offers recommendations to mental health organizations on an approach to help recover from the financial losses caused by COVID-19 restrictions and to also help ensure that mental health specialists are provided with sufficient support so they may continue to provide meaningful service to clients in need of therapeutic care and assistance.

The approach is an action research case study that uses an OD framework and a content analysis of the current literature.

The real-world case study uses an action research OD intervention to provide tools and recommendations that other similar organizations might be able to use to respond to COVID-19. The findings implicate practices and approaches that organizations can use to adapt to business and marketplace disruption of COVID-19.

COVID-19 is an emerging issue, as a result any research and development in this area is of significant value to researchers and professionals.

The aim of this research is to examine the key determinants influencing the success of new service development projects (NSDPs) across four service typologies context.

The researchers used the scenario-based survey method in an NSDP setting. Structural equation modelling (SEM) was used to test the proposed hypotheses based on survey data from 570 managers under four service typologies.

Service firms' cross-functional integration (CFI) and internal project team efficiency (IPTE) positively influenced NSDPs. The results also indicated that both technology infrastructure (TI) and IPTE mediated the relationship between CFI and NSDPs. In addition, the mediation effect of TI existed between the relationship of IPTE and NSDPs. Furthermore, the proposed model confirms that, for NSDPs, the role of knowledge-sharing behaviour (KSB), authentic leadership (AL) and firm's culture (FC) across the four service typologies moderated the relationship.

With a better understanding of the dynamics of the aforementioned variables, service managers and the project team can more effectively develop and execute strategies for an NSDP. The article enables practitioners to expand their current understanding of NSDPs by providing insights of the unique antecedents that are significant for new service development across four service types.

This research is the first of its kind to examine the mediating role of KSB and TI in determining NSDPs. This study provides one of the first empirical examinations on NSDPs in the context of four service typologies from the perspective of a developing country, where the service industry is competitive. The study demonstrates that the critical success factors of NSDPs do not differ across service types, thereby confirming the “One Basket Fits all” assumption in the current NSDP research study.

Access to financing has long been identified as a stumbling block for the economic endeavors of immigrant entrepreneurs (IEs) in host countries. Yet, little is known about the internal enablers for the IEs success to overcome their financing barriers in host countries. Accordingly, the purpose of this paper is to introduce the theoretical concept of the financial ambidexterity of IEs as a potential behavioral ability some IEs develop over time to access financing in both host and coethnic contexts.

The paper uses sociopsychological lenses to introduce and discuss the term “financial ambidexterity of IEs” by synthesizing empirical evidence drawn from the different literature on immigrant entrepreneurship, biculturalism, financial literacy and cultural intelligence. This discussion is carefully embedded within the framework of the immigrant entrepreneurship literature.

The study proposes and discusses the role of bicultural identity integration, cultural intelligence and financial literacy in enabling the “financial ambidexterity of IEs.” It further defines the “financial ambidexterity of IEs” as their ability to explore and exploit financing opportunities, either simultaneously across the contexts within which they are embedded, e.g. coethnic and mainstream, or alternately in one context when barriers occur in the other.

The paper mainly contributes to the literature on immigrant entrepreneurship by suggesting an explanation for how IEs overcome financing barriers in their host countries, and why some IEs are more successful in that than other peers. Moreover, the paper attempts to advance the understanding of immigrants' entrepreneurial endeavors using a sociopsychological lens that considers cultural, cognitive and knowledge-related factors.

The purpose of this paper is to examine the 2009 to 2016 financial performance of the US Hockey Inc., using financial effectiveness indicators and financial efficiency ratios.

With the assistance of financial trend analysis, archival data were used to examine the financial performance (evaluated by net income), financial effectiveness (indicated by total assets and total revenues) and financial efficiency (examined by programme services ratios and return on assets) of US Hockey Inc.

On average, the financial performance of the organization was positive ($30,895 net income per year). Financial effectiveness was steady with increases in assets and revenues. Financial efficiency was poor with 79% of revenues spent on programme services and 1.45% average return on asset.

The results can be generalized to similar national non-profit sports federations but not corporate sports entities with dissimilar financial goals.

The results revealed that national non-profit sports federations can boost their financial performance by maintaining a double strategically focus on both financial effectiveness and financial efficiency.

The study used both financial effectiveness and financial efficiency measures to evaluate the financial performances of a national non-profit sports federation – a neglected approach similar studies.

A topic currently receiving significant academic and practitioner attention is called evidence-based management. The purpose of this paper is to suggest that this approach is sometimes over-sold and may be a fad. Additionally, evidence-based management fails to fully recognize the importance of tacit knowledge, what Kahneman calls system 1. Evidence-based management does provide tools to better use what Kahneman calls system 2, rationality. Decision-makers need to take advantage of both rational and beyond rational processes.

This is an essay, it is not a report of a study. At this point in time, this paper needs thinking, reflection, pondering, more than a data-based study.

Advocates promote evidence-based management in part to help avoid fads, yet evidence-based management itself has many of the characteristics of a fad. Evidence-based management is based on an objective rational view of the world and suggests highly rational methods of decision-making. However, a rational fact-based might not give sufficient credit to instinct and feelings. Decision-makers should take into account facts, evidence, when making decisions, but not ignore intuition, hunches and feelings. This study is learning that decisions use a galaxy of approaches, with both cognitive and affective flexibility.

As with any opinion-based paper, this lacks empirical support. Proponents ask us to believe in evidence-based management. Neither we, the authors of this paper, nor the proponents of evidence-based management can empirically support the ideas offered. An additional limitation is that the paper is written in one language, English. Translation into another language might yield different meanings.

There are advantages for scholars and practitioners to look at the best available evidence. There can be disadvantages in overlooking non-quantifiable factors.

Those who use evidence-based management should also take into account feelings, ethics, aesthetics, creativity, for the betterment of society. To solve wicked problems one needs more than facts and rational analysis.

The overwhelming majority of those writing about evidence-based management are supporters. This study offers a different view. This paper brings new ideas and new thinking to both the extensive fad literature and the huge evidence-based management literature. Evidence-based management is discussed widely. Google Scholar lists more than two million papers in 2019, 2020 and 2021 on evidence-based management. Readers of this journal should critically evaluate this popular set of ideas.