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This paper aims to explore the effects of holistic cognition frame on novelty-centered business model design and efficiency-centered business model design. Moreover, the authors consider how these effects differ in new ventures vs established firms.

The authors use survey data to testify the hypotheses based on a database of 204 firms in China. Then, regression analysis is used to examine the relationship between holistic cognition frame and business model design. They also explore the contingency effects of new ventures and established firms on the relationships.

The authors find that the holistic cognition frame has a positive effect on efficiency-centered business model design, whereas it has an inverse U-shaped effect on novelty-centered business model design. Furthermore, they find that the effects of holistic cognition frame on efficiency-centered business model design and novelty-centered business model design are different in established firms and new ventures.

This work offers new insights into the effects of holistic cognition frame on business model design and provides useful suggestions for firms to promote business model design.

The aim of this paper is to bridge the gap between the organizational effectiveness (OE) models developed in the field of organizational theory and the performance measurement models presented within the management accounting literature. The specific evolution of these two complementary streams of research stemming from two different fields of research are reconciled and integrated by analyzing their convergences and divergences. As a response to theoretical and practical pressures, the evolution of OE models reflects a construct perspective, while the evolution of performance measurement models mirrors a process perspective. Performance measurement models have moved from a cybernetic view whereby performance measurement was based mainly on financial measures and considered as a component of the planning and control cycle to a holistic view based on multiple nonfinancial measures where performance measurement acts as an independent process included in a broader set of activities. This paper contributes to the performance measurement literature by establishing the origins of the performance measurement models and by shedding light on unexplored fertile areas of future research.

In this article our objective is to do a very deep analysis into biobusinesses and bioethics in order to identify holistic views concerning business enterprises in biopharmaceutical and biotechnological industries. We are arguing that biobusinesses and biotechnologies are not error free because in reality bio‐technoscientific discoveries and breakthroughs are not viewed as holistic real “natural logic”. They are “techno‐scientific logic”. Through a biosophical deliberation, if we believe that there is a difference between “natural logic” and “scientific logic”, then we may conclude that there are erroneous thoughts which exist and if existence is based on thinking, then false thoughts are as “real” as any misunderstanding among bio‐techno‐scientists and practitioners may thus end up with global catastrophes. Through a biosophical logic, we may choose both paths of “natural logic” and “scientific logic” in order to arrive in a real consensus conclusion. In addition, in this article we have examined the Promethean biosophical and biophilia perceptions and practices of global biopharmaceutical industries and biotechological businesses concerning bioethics.

The Covid-19 crisis has coerced organisations and business schools to rethink and reflect their practices about well-being and purpose individually and collectively. While this discourse was existent within academic and professional sphere, it was rather muted or isolated in the quest of pursuing traditional indicators of progress in terms of economic productivity. It is within this context we revisit our past interaction with the leader who has been advocating for responsible leadership which encompasses well-being and purpose amidst Covid-19. Arianna Huffington is the Founder and CEO of Thrive Global, which is a platform to help corporations in promoting individual and collective well-being. Formerly she was also the Co-founder and the President and Editor-in-Chief of the Huffington Post Media Group. In 2014, she received the Tesla Sustainable Leadership Award, after which one of the authors had an opportunity to interview her for the Sustainable Leadership Blog.¹ A staunch advocate of issues like climate change, gender equality, work-life balance and youth empowerment, Arianna exemplifies the commitment to articulate and implement purpose-led corporations, proposing the People–Planet–Profit approach to leadership . By shedding light on Arianna’s perspective this chapter suggests reflective pointers for decision-makers in management education, these are follows: (a) business schools can lead integrating sustainability in their purpose and practice; (b) relevance of the spiritual dimension and its significance in business schools and organisations; and (c) proposing a holistic view in comparison with a traditional view of business education. Finally, we also posit that her practice as role model for responsible leadership during Covid-19 reflects consistent adherence in her past and present discourse about responsible management issues. Thus, her insights can help leaders of public, private and social organisations to grapple with complex organisational issues arising due to of Covid-19.

In order to operate effectively in an environment of borderless markets, standard products and globalization marketing global multinational corporations have to function under a corporate philosophy which can sustain such concepts. In support of globalization theory, suggests that a holistic corporate philosophy approach is capable of maintaining congruence within the global multinational organization. Derives the basis of this approach from two major theoretical assertions: American and Japanese corporations are based on historically different conceptual foundations of business – American companies tend to be analytical, while Japanese companies are holistic. Views a holistic philosophy as a more effective corporate philosophy for the global multinational corporation.

Over the past two decades, the study of team resilience has evolved from focusing primarily on team performance to recognizing its importance in various aspects of team functioning, including psychological health, teamwork, and overall Well-Being. This evolution underscores the need for a broader, more inclusive understanding of team resilience, advocating for a shift from a narrow performance-centric view to a holistic perspective that encompasses the multifaceted impact of resilience on teams.

In advocating for this holistic perspective, this chapter reviews the extant literature, highlighting that resilience is not merely about sustaining performance but also about fostering a supportive, adaptive, and psychologically safe environment for team members. Significant areas for further exploration, including the nuanced nature of adversities teams face, the processes underpinning resilient behaviors, and the broad spectrum of outcomes resilience can influence beyond task performance are also discussed.

The chapter serves as a call to action for a more inclusive examination of how resilience manifests and benefits teams in organizational settings. The proposed shift in perspective aims to deepen understanding of team resilience, promoting strategies for building resilient teams that thrive not only in performance but in all aspects of their functioning.

The paper sets out to examine effective, practical and holistic people strategies that address key skills retention, employee engagement, employee motivation and attendance gaps, with a view to positively impacting on organization costs, productivity and business performance. The paper also seeks to examine the value of assessment and feedback in talent engagement and retention, and to look at developing employees via experience‐based development initiatives.

The paper commences with an assessment of a matrix of the “hot buttons” or “predictors”, which need to be consciously managed – with significant potential returns, where managed well. The paper examines a holistic matrix of nine employee engagement predictors: process; role challenge; values; work‐life balance; information; stake/leverage/reward/recognition; management; work environment; and product. Reference is made to a case study in which this matrix formed the basis of the organization's people management strategy.

Workplace context is key. Take a holistic view of the key elements of the business most likely to impact team engagement, motivation, attendance and retention, link individual assessment directly to the key drivers of the business, and recognize that key talent is likely to thrive on experience‐based career leverage opportunities.

Provides practical guidance to senior HR professionals and business leaders for developing a successful strategy for key skills retention and employee engagement.

The purpose of this paper is to present a broad historical review of critical wisdom literature of ancient Indian tradition and examine how these precepts can complement and enrich the contemporary managerial frames.

The paper attempts to critically review remarkably deep religious and secular traditions of India and integrate them in a conceptual model.

The paper findings point towards the need for a holistic frame in overcoming fragmented viewpoints of contemporary management by strengthening the reflective domains of the managerial world.

The limitation of the paper lies in its didactic nature and the specificity of the contextual boundary limiting its ready transferability.

The paper provides a pointer in extending horizons of business or non‐business organizations in opening up their possibilities for achieving holistic managerial perspectives by combining economic, social and other higher order sustainable goals.

The paper's contribution is in its integrative value of some of the key themes of Indian wisdom literature and demonstrating their relevance to the modern management.

Business, consumers and governmental organisations are harbouring a growing need to gain an appreciation of behaviours connected to food criminality. In order to acquire a cross-functional understanding of these thematic areas (crime and fraud) the mapping of existing research is needed. The paper aims to discuss these issues.

This paper contributes to the process of knowledge understanding, by systematically reviewing literature to provide an analysis of the current body of business knowledge against the thematic criterion of “supply chain food crime” and “supply chain food fraud”. The analysis derives themes from the literature and maps this across the eight pillars underpinning the UK Government paper on food supply chain resilience.

A distinct gap lies with the eight pillars of food supply chain resilience, business interest into supply chain criminality and academic research into the field. There are noteworthy gaps when the literature is analysed to that of the UK Government report.

The limitation of the study was its focus on business-only journals; a plethora of literature resides in the science field (e.g. testing) that has not made its way to business text.

Drawing inference between business research and the government report, clear identification and tangible research areas can be immediately exploited to align cross-functional thinking.

The gap of consumer is not as yet addressed in this field, this research contributes originally to this gap and the need to address the same for societal benefit.

The paper concentrates on the metrics know to contribute to “food crime” and “food fraud” and deviating views of academic vs non-academic literature. In conclusion the paper identifies thematic areas for further research and presents a conceptual framework of food supply chain resilience.

The spread of conspiracy theories and associated vaccine rejection within the wellness industry and spiritual communities during the COVID-19 pandemic attracted significant media and scholarly attention. Informed by the ‘(Con)spirituality, Science and COVID-19 in Australia’ project (2020–2021) (Halafoff, Marriott, et al., 2022; Halafoff, Weng, et al., 2022; Roginski & Rocha, 2022), funded by the Templeton Religion Trust and awarded via the International Research Network for the Study of Science and Belief in Society (INSBS), this chapter reports on findings pertaining to holistic spirituality, purity doctrines and wellness, arising from a parallel pilot study on ‘Spirituality and Wellness (SWell) in Australia’ (2021). Both studies have revealed a ‘spiritual complexity’ in Australia and internationally, and the authors report on this here, focussed particularly on spirituality’s quest for pristine bodies, and on spiritual ‘moral communities’ (Ganga Kieffer, 2023) exceptionalism and relationality.