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In 2017, the Chinese Super League (CSL), the first professional football division in the People’s Republic of China (PRC), became the highest-spending league in the international players’ transfer market, with a total spending of €377m. Moreover, the government of the PRC is backing the CSL with an ambitious football plan. Therefore, the purpose of this paper is to examine the governance of the CSL by questioning the organisational viability of the league.

In addition to the relevant international literature, this study is based on 14 recent scholarly articles published in Mandarin from 2013 to 2018 to reflect the national academic debate. Moreover, website research on all CSL clubs has been conducted. The institutional analysis follows the integrative change model of Cunningham (2002) complemented by agency and bureaucracy theory.

The CSL still faces substantial governance problems caused by the divergence of goal setting, organisational inefficiencies and compliance issues. The organisational change is notably constrained by internal competitive value commitments and external power dependency.

The institutional findings on the CSL provide a starting point for empirical studies. The approach contributes to the theory of sport governance processes.

The material and insights are informative for decision makers to evaluate the competitiveness of the CSL.

This paper is the first international in-depth analysis of the governance of the CSL using the body of knowledge published in Mandarin.

This manuscript explores the contributions of organizational learning to organizational communication. The study of organizational communication is seen in multi‐dimensional terms as the study of how meanings are created, stored, distributed, and modified in the service of organizational performance and change. An overview of organizational communication is provided and organizational learning and its main assumptions are explained. The authors then demonstrate how the incorporation of organizational learning concepts into organizational communication theory permit the integration and extension of much of what is known about how organizational members communicate, learn, and change. An integrative model is presented which explains how individual and organizational understandings are interrelated.

The purpose of this paper is to examine the applicability of Prochaska and colleagues' “stages of change model,” which has generated substantial support in the therapeutic literature as a useful framework for understanding the dynamics of motivation to change problem behaviors, in a leadership development context.

A group of over 70 supervisors/managers was studied over a period of nine months as they participated in a company‐sponsored leadership development effort.

Results provide initial evidence that the stages of change model has the potential for being reliably and validly assessed in a leadership development context. Participants' stage scores related in meaningful ways to relevant criteria such as job attitudes, perceptions of personal leadership areas needing improvement, and evaluations of actual development module content and presentation over a nine‐month period.

Participants were drawn from only one organization and this was the first major leadership development effort undertaken by this organization.

Study results provide support for the appropriateness of applying the stages of change model and its measurement in a leadership development context. Results demonstrate that the stages of change model appears to offer useful and pragmatic insight into motivation to learn and on improving the effectiveness of leadership development activities.

The present study is unique in that makes use of a stages of change model to empirically examine differential patterns of relationships between participants' stages of change and their organizational attitudes, leadership developmental needs, and longitudinal reactions to the development effort.

Traditional “hierarchical” and “network-centric management” approaches often associated with the management of well-defined construction projects lack the adaptability to cope with uncertainty, standardised practices and the required conformance to industry standards. The purpose of this paper is to propose an integrative “holonic” methodology for the management of megaprojects in the construction industry, which incorporates both adaptability and conformance to standards, and to illustrate the associated benefits of such a methodology.

A multi-case study comprising three cases delivered in the USA and Australia, namely the Adelaide Desalination Plant (ADP), the Seattle–Tacoma International Airport, and the Olmsted Locks and Dam Replacement project were utilized to demonstrate the key features of the hierarchical, network-centric and holonic approaches to managing megaprojects.

The case studies demonstrate incorporating the holonic approach into the management of complex construction projects results in increased management effectiveness and project success. The proposed “holonic” methodology provides the potential to efficiently manage megaprojects navigating through high degrees of uncertainty.

The adoption of the holonic view by project management (PM) practitioners will help them manage megaprojects that are characterised by greater complexity. Second, the proposed methodology enables the discipline of PM to evolve in alignment with rapidly unfolding global transformation trends.

This paper demonstrates the application of the “holonic” methodology to the domain of the management of construction megaprojects. Such an approach is needed as construction projects become increasingly more complex across the world due to technological, political and social uncertainties, larger scale, changing environmental and safety regulations, and the growing involvement of human factors germane to this research.

Knowledge creation (KC) is an important issue in a knowledge society. Organizational change is required to facilitate KC which embraces knowledge access and selection, knowledge diffusion, knowledge application, and knowledge storage. In this paper, three momenta of organizational change are reviewed and integrated. Knowledge access and selection driven by institutional regulation takes place in the beginning phase, knowledge diffusion and knowledge application driven by rationality in the subsequent phase, and knowledge storage driven by structural inertia in the last phase. Once the right momentum influences organizational change in the wrong phase, KC can rarely be accomplished.

Leaders derive their capacity for driving institutional change from their power over organizations, but prior research says little about how leaders with limited power over a dominant intraorganizational group can acquire such a capacity for institutional action. This chapter develops a multilevel model that helps to understand how leaders of public service organizations were able to introduce “contract organization” form of organizational governance that enabled them to outsource the provision of public services to private firms. By doing so, this chapter adds to existing accounts of how power and political processes can give rise to organizational and institutional change.

Drawing on the transtheoretical model (TTM) into the theory of planned behaviour (TPB) framework, this study aims to understand the factors affecting the intention of Malaysian consumers to boycott products and services from companies perceived to be supporting or funding Israel and identify specific TPB variables that are important at each stage of change.

Data collected were based on an online survey among 177 respondents working in Malaysian conglomerates based in Kuala Lumpur.

The results show moderate intention to participate in the boycott among the respondents with attitude towards boycott, subjective norm and perceived behavioural control of boycott have significant relationship with intention to participate in the boycott towards Israel. The study also found significant linear increases of TPB constructs across the stages of change, which indicated significant influence of all TPB constructs at each stage of change.

Consumer boycott is not unheard of in Malaysia, but empirical research in the area is still lacking. As markets expand, the consumers also evolve to become more knowledgeable and ethical in their consumption, sometimes choosing to boycott to coerce the companies or brands to be environmentally, ethically and socially responsible. Findings from this study are expected to benefit NGOs or associations that intend to develop more effective campaigns to encourage consumers to use boycott to drive social or ethical causes.

This paper aims to explore recent approaches to reducing reoffending and to describe a new intervention, The Belief in Change Programme, which proposes an holistic approach to working with offenders.

Some background on the recent UK government policies and research on reducing offending is given. The Belief in Change Programme is explored in this context.

The Belief in Change Programme highlights the importance of changing the offender's view of life, cognitive skills, access to resources and the perspective of communities to which they return. It encourages offenders to take responsibility to create a vision for the future and be leaders in their own journey of change; but, it also calls on communities to inspire, support and participate in this process.

Leadership is an important dimension of The Belief in Change Programme as some of the methods mirror those used in organisational development. Offenders can also be important leaders of each other by inspiring through role modeling, directing, coaching and mentoring those in earlier stages of the change journey. To ensure the reintegration and successful change of offenders, the wider community would benefit from inspirational leadership to create a revised vision for the rehabilitation and the vital part in which we all play.

In this chapter, I analyse the implementation of the reform to the regimen of alternatives to prison in Chile which occurred in 2013 and how the reform affected how punishment is conceived and translated into practice by professionals supervising probation and community services. The findings suggest the reform that led to the new ‘substitutive sanctions’ also introduced a new risk-oriented-managerial culture that has permeated how punishment is currently enforced and envisaged by supervision professionals; a situation that has been deepening over the years, not only through practice, but also via on-going training that has helped to generate the emergence of ‘cultural’ capital that distinguishes supervision professionals from the larger organisation. This has been combined with a rapid expansion in the use of substitutive sanctions, especially probation and ‘partial reclusion’ that can aptly be analysed under the ‘mass supervision’ premise.

In recent years, research on children's tourism experiences has gained prominence, as children are becoming an increasingly vital market for the tourism industry. While events are a main sector of the industry and host millions of children every year, there is a lack of research specifically focussed on children's experiences in events. This chapter focusses on children's entertainment events which can provide children with a satisfying, memorable and educational experience. This study has developed a framework to facilitate deeper mixed studies on children's experiences in event tourism. The framework is composed of four pillars based on various social, tourism and event theories and models, including the Cognition–Affect–Behaviour (CAB) theoretical framework, the Orchestra Model of Experience, the Event Experience Scales (EES), the Theory of Child Well-being and the Transtheoretical Model of Behaviour Change (TTM). The framework can be used by future researchers as an analytical evaluation tool to study children's experiences in different types of events and understand the mechanisms of behaviour change in this context.