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Target 16.7 of the Sustainable Development Goals (SDG) refers to the need for ‘responsive, inclusive, participatory and representative decision-making’ to facilitate just, peaceful and inclusive societies. This chapter discusses why it is important that security and justice institutions, and decision-making therein, are responsive, inclusive, participatory and representative; how to develop such institutions; and how to measure success in this regard. It is argued that the limited scope of the official SDG indicators used to measure progress risks action being taken on less tangible and less measurable but often more meaningful aspects of building just, peaceful and inclusive societies. The chapter argues that facilitating more inclusive decision-making, especially in the security and justice sector (redistributing power), and evaluating progress in this regard (determining what success looks like) are both highly political undertakings. These undertakings are thus, fraught with practical difficulties and likely to generate resistance from those who have a vested interest in retaining the status quo. Retaining focus on the Target and overarching Goal, however, can help avoid implementation being derailed by being distracted by a huge data gathering exercise to respond to a narrow set of quantifiable indicators. It can also ultimately help facilitate transformational change towards just, peaceful and inclusive societies.

Successful smart cities' implementation will require organisational leadership decision-making competences. The foundation of smart cities is digital technologies; many of these technologies are emerging technologies that require IT skills, which are scarce and will exacerbate the battle for talent between organisations. Filling the talent gap will necessitate global hiring, which has implications for organisational culture, cultural diversity and organisational leadership. Organisational cultural mix is an important contributor to leadership decision-making. However, decision-making is underpinned by trust. Blockchain is an emerging technology that has the potential to engender organisational trust in decision-making and, by extension, in the leadership with the ‘right’ organisational culture. Smart cities will be required to leverage emerging technologies to give business performance a competitive advantage and use emerging technologies’ applications to build a sustainable competitive advantage.

An understanding of the social entrepreneurial behavior of key stakeholders in Participatory Irrigation Management (PIM) is of vital importance to the socioeconomic growth of a country. The term social entrepreneurship or social enterprise is relatively new to Sri Lanka just as it is with many other developing countries. Social entrepreneurs are those who solve social and environmental problems that hinder social inclusion, economic integration, and sustainable development. Though many entrepreneurs are operating across the different agricultural sectors for many years, the exact nature of social entrepreneurial behavior among them is still unknown. As an agricultural economy-based country, PIM policy encompassing many strategies has been implemented in Sri Lanka to eradicate poverty and hunger in society. Therefore, this chapter aims to focus on the socioentrepreneurship of five key stakeholders in PIM and to provide empirical evidence of their activities in the area of the Bata-atha branch canal in the Walawe irrigation scheme, Sri Lanka, where PIM has been implemented. This chapter finds that the establishment of the Bata-atha farm by the Ministry of Agricultural Development and the irrigation management of Bata-atha tail-end branch canal under the organizational efforts of the Agunukolapelessa block office of Mahaweli Authority of Sri Lanka presents a good example of an innovative and supportive farm management system that contributes to significant improvements in the socioeconomic situation of the vulnerable farming community. Moreover, this chapter shows that the collective action of active farmer organizations and successful sole proprietors in the area constitute social entrepreneurial behavior that contributes to the social transformation. This chapter concludes with a discussion of the implications this has for the irrigated agricultural sector and the need for further research to identify the potential for continued development by fostering the practices of socioentrepreneurship in the country.

Introduction: The COVID-19 pandemic was unprecedented, and none of the world’s think tanks could have predicted how far it would spread. People visualise the pandemic as a classic example of a VUCA environment (an environment characterised by volatility, uncertainty, complexity, and ambiguity). Managing COVID-19 requires unique and different leadership qualities.

Purpose: This study’s rationale emphasises that VUCA demands strategic and agile leadership. Leaders across the globe must acknowledge the fact that the elements of VUCA, i.e. volatility, uncertainty, complexity, and ambiguity, are not synonymous and hence need differential treatment. Also, recommend adopting agile leadership to tackle the VUCA world.

Methodology: This is a conceptual study focusing on agile leadership. The study addresses the challenge of leading in the VUCA environment. The constituting components of VUCA are differentiated, followed by an extensive literature review of agile leadership.

Findings: VUCA is the new normal and is there to stay. Business leaders still need to counter VUCA due to their incapacity to distinguish and treat the components equally. Furthermore, there is an emergent need to develop an agile workforce, agile organisations, and agile leadership to combat VUCA. The study indicates that business leaders must be agile enough to handle the COVID-19 pandemic and future crises. There is a constant need to ensure agility. This study will provide a deep insight into VUCA and help business leaders emerge victorious in turbulent times.

Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without consideration of the other, and current theory reflects this issue. In response to a call for integration of micro- and macro-level processes by Huselid and Becker (2011), we review the extant literature on strategic human resources and high-performance work systems to provide recommendations for both research and practice. We aimed to contribute to the literature by proposing the incorporation of the situation awareness literature into the high-performance work systems framework to encourage the alignment of human resources efforts. In addition, we provide practical recommendations for integrating situation awareness and strategic decision-making. We discuss a process for the employment of situation awareness in organizations that might not only streamline human resources management but also result in more effective decisions. Additional considerations include implications for teams, boundary conditions (e.g., individual differences), and measurement.

Purpose – This chapter offers an integrative review of psychological and neurobiological differences between younger and older adults that might impact economic behavior. Focusing on key health economic challenges facing the elderly, it offers perspectives on how these psychological and neurobiological factors may influence decision-making over the life course and considers future interdisciplinary research directions.

Methodology/approach – We review relevant literature from three domains that are essential for developing a comprehensive science of decision-making and economic behavior in aging (psychology, neuroscience, and economics), consider implications for prescription drug coverage and long-term care (LTC) insurance, and highlight future research directions.

Findings – Older adults face many complex economic decisions that directly affect their health and well-being, including LTC insurance, prescription drug plans, and end of life care. Economic research suggests that many older Americans are not making cost-effective and economically rational decisions. While economic models provide insight into some of the financial incentives associated with these decisions, they typically do not consider the roles of cognition and affect in decision-making. Research has established that older age is associated with predictable declines in many cognitive functions and evidence is accumulating that distinct social motives and affect-processing profiles emerge in older age. It is unknown how these age differences impact the economic behaviors of older people and implies opportunities for path-breaking interdisciplinary research.

Originality/value of the chapter – Our chapter looks to develop interdisciplinary research to better understand the causes and consequences of age-related changes in economic decision-making and guide interventions to improve public programs and overall social welfare.

Purpose – The aim of this study is to determine the impact of feeling bored on managers' decision-making in the digital age under conditions of increased uncertainty by examining the role of personality trait openness and empirically testing such relationships within the context of retail middle managers.

Design/methodology/approach – Feeling bored was defined within a broader Decision-Making Process Model, which included the personality trait openness. An empirical study with retail middle managers was conducted to examine the relationships between feeling bored and decision-making competence (DMC). Regression models were fit to test whether feeling bored affects DMC and whether the associations were moderated by personality trait openness.

Findings – In the relationship between feeling bored and DMC, the moderating role of the personality trait openness was established. Results showed that feeling bored has a significant negative association with middle managers' confidence levels and risk perceptions when making decisions. Results also provided evidence that the learning component of personality trait openness plays a moderating role in the relationship between feeling bored and DMC. Most notably, the learning component of personality trait openness neutralizes the negative effects of feeling bored on managers' ability to remain appropriately confident when making decisions. In addition, the learning and inquisitive components temper the positive association between mood excited and risk perceptions. Limitations to the study are outlined.

Practical implications – Since trait openness (specifically its learning component) benefits decision-making contexts, it makes trait openness a worthy criterion to include when screening aspirant retail middle managers. The benefits of trait openness (specifically its learning component) for middle managers and their teams (especially when they are feeling bored) are indicated, since learning neutralizes the negative effect feeling bored has on appropriate confidence levels in retail management decision-making contexts.

Distributed performance arrangements are increasingly used by organizations to structure dyadic and team interactions. Unfortunately, distributed teams are no panacea. This chapter reviews some of the advantages and disadvantages associated with the geographical and temporal distribution of team members. An extended discussion of the implications of distributed team performance for individual, team, and organizational decision making is provided, with particular attention paid to selected cultural factors. Best practices and key points are advanced for those stakeholders charged with offsetting the performance decrements in decision making that can result from distribution and culture.

This study considers the structure of PISA penetration into education policy through a comparative analysis of Japan and Norway. Many studies on PISA’s impact tend to emphasize the character of PISA result as a norm, such as the concept of “governance by comparison.” This study regards PISA as a norm of educational contents and analyzes the structure of PISA penetration into educational contents policy, with respect to the national curriculum. In describing the situations around PISA in the two countries, the background of the acceptance of PISA, the nature of national curriculum in education policy and its character, and the structure of PISA penetration with the focus being on how PISA is integrated into the national curriculum are analyzed through related documents and literatures. As a result of comparative analysis, three common features are found. First of all, PISA penetration occurred in the context of “PISA Shock” since the importance of PISA itself was recognized. Second, the system of management by objectives was included in the educational system and PISA penetrated into that system as objectives. Third, in relation with this second point, PISA as a norm of educational contents was integrated into existing educational goals or subjects. These features are evident only in the comparison of two countries, so a deeper analysis of PISA penetration will be needed in a future study.

Teams in extreme and disruptive contexts face unique challenges that can undermine coordination and decision-making. In this study, we evaluated how affective differences between team members and team process norms affected the team's decision-making effectiveness.

Teams were placed in a survival simulation where they evaluated how best to maximize the team's survival prospects given scarce resources. We incorporated multisource and multirater (i.e., team, observer, and archival) data to ascertain the impacts of affect asymmetry and team process norms on decision-making effectiveness.

Results suggest that teams with low positive affect asymmetry and low process norms generate the most effective decisions. The least effective team decision performance occurred in teams characterized by high variance in team positive affectivity (high positive affect asymmetry) and low process norms. We found no similar effect for teams with high process norms and no effect for negative affect asymmetry, however, irrespective of team process norms.

These findings support the affect infusion model and extend cognitive resource theory, by highlighting how affect infusion processes and situational constraints influence team decision-making in extreme and disruptive contexts.