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This paper explores the impact of affirmative action on the culture of small business enterprises in South Africa. The functions of organizational culture are explored and utilized to reach a deeper understanding of the desired impact of affirmative action. Managers are identified as holding key roles as change agents. Recommendations include managing change from a culture perspective directed at creating participative management processes and shifting the enterprise’s essential values.

South Africa’s entry into the 1990s has been dramatic. Changes are taking place on political, social and economic fronts at an increasingly rapid pace and past practices are being openly challenged. Changes invoke concerns, fears and hopes. Rather than resisting the reform process, one must concentrate on managing it. The changes taking place in South Africa at present have influenced all people in some or other way. The nature and consequences of this process of changes are, as yet, not fully understood.

The purpose of this paper is to identity the prevalence and kinds of financial crime in seventeenth and eighteenth century Roman‐Dutch law.

The object is achieved by a legal and historical analysis of the available legal sources especially of the main Roman‐Dutch and other institutional authorities.

It is found that the general crime of falsity in Roman‐Dutch law had a much greater ambit than the present‐day fraud and had it survived, would have been very valuable to combat present‐day financial crime more effectively.

Further research on other Roman‐Dutch sources on falsity.

The paper shows there is much to learn from legal history in that the recognition of a general crime of falsity will very valuable to combat present‐day financial crime much more effectively. Of value to everybody engaged in the battle against financial crime.

This study focuses on leadership in organizations where big data analytics (BDA) is an essential component of corporate strategy. While leadership researchers have conducted promising studies in the field of digital transformation, the impact of BDA on leadership is still unexplored.

This study is based on semi-structured interviews with 33 organizational leaders and subject-matter experts from various industries. Using a grounded theory approach, a framework is provided for the emergent field of BDA in leadership research.

The authors present a conceptual model comprising foundational competencies and higher order roles that are data analytical skills, data self-efficacy, problem spotter, influencer, knowledge facilitator, visionary and team leader.

This study focuses on BDA competency research emerging as an intersection between leadership research and information systems research. The authors encourage a longitudinal study to validate the findings.

The authors provide a competency framework for organizational leaders. It serves as a guideline for leaders to best support the BDA initiatives of the organization. The competency framework can support recruiting, selection and leader promotion.

This study provides a novel BDA leadership competency framework with a unique combination of competencies and higher order roles.