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The exponential growth of artificial intelligence (AI) technologies, coupled with advanced algorithms and increased computational capacity, has facilitated their widespread adoption in various industries. Among these, the financial technology (FinTech) sector has been significantly impacted by AI-based decision-making systems. Nevertheless, a knowledge gap remains regarding the intricate mechanisms behind the micro-decision-making process employed by AI algorithms. This paper aims to discuss the aforementioned issue.

This research utilized a sequential mixed-methods research approach and obtained data through 18 interviews conducted with a single FinTech firm in France, as well as 148 e-surveys administered to participants employed at different FinTechs located throughout Europe.

Three main themes (ambidexterity, data sovereignty and model explainability) emerge as underpinnings for effective AI micro decision-making in FinTechs.

This research aims to minimize ambiguity by putting forth a proposition for a model that functions as an “infrastructural” layer, providing a more comprehensive illumination of the micro-decisions made by AI.

This research pioneers as the very first empirical exploration delving into the essential factors that underpin effective AI micro-decisions in FinTechs.

This study aims to contribute to the academic disciplines of entrepreneurship and management by developing a new theory that explains Founder-CEOs’ succession in family and non-family firms. Many scholars failed to generate a specific theory to describe the succession of Founder-CEOs. Family firms remain complex enterprises comprising interconnectedness of cultural interests in which corporate governance occurs by families, Founder-CEOs and sometimes a board of directors.

This study’s design/methodology/approach reflects post-modernist epistemological and ontological perspectives for conducting systematic literature reviews. To identify relevant studies in the review, the several databases (Australian Business Dean’s Council Journal Quality List; EBSCO Database, including PsycINFO and Psych studies; Web of Science) and a mix of ranked journals from entrepreneurship, management and psychology were used.

The findings and results in this paper reflect the purpose, methodology and literature analysis culminating in 1,582 peer-reviewed studies. A total of 182 peer-reviewed studies met the criterion for review. Throughout the research process, a systematic literature review uncovered management literature gaps overlooked for decades during the theory-building process. Hence, developing a theory of Founder-CEOs succession used a combination of systematic, inductive, comparative and interactive approaches.

A Theory of Founder-CEOs Succession explains the strategic process of replacing a founder systematically. The promotion of, and incentives for, internal executives have been topics of great interest and deliberation among scholars and practitioners for a long time. This study contributes research implications for theory building in the academic disciplines of entrepreneurship and management by offering scholars and practitioners a theory that does not exist to describe Founder-CEOs’ succession encompassing both strategic successes and failures. By incorporating successes and failures, this study provides realistic reflections of Founder-CEOs.

Social enterprises (SEs) face tensions when combining financial and social missions, and this is particularly evident in the scaling process. Although extant research mainly focuses on SEs that integrate their social and financial missions, this study aims to unpack social impact scaling strategies in differentiated hybrid organizations (DHOs) through the case of African SEs.

The study entails an inductive multiple case study approach based on four case SEs: work integration social enterprises (WISEs) and fair trade producer social enterprises (FTPSEs) in Uganda and Kenya. A total of 24 semi-structured interviews were collected together with multiple secondary data sources and then coded and analyzed through the rigorous Gioia et al. (2013) methodology to build a theoretical model.

The results indicate that SEs, as differentiated hybrids, implement four types of social impact scaling strategies toward beneficiaries and benefits (penetration, bundling, spreading and diversification) and unveil different dual mission tensions generated by each scaling strategy. The study also shows mutually reinforcing mechanisms named cross-bracing actions, which are paradoxical actions connected to one another for navigating tensions and ensuring dual mission during scaling.

This study provides evidence of four strategies for scaling social impact, with associated challenges and response mechanisms based on the cross-bracing effect between social and financial missions. Thus, the research provides a clear framework (social impact scaling matrix) for investigating differentiation in hybridity at scaling and provides new directions on how SEs scale their impact, with implications for social entrepreneurship and dual mission management literature.

The model offers a practical tool for decision-makers in SEs, such as managers and social entrepreneurs, providing insights into what scaling pathways to implement (one or multiples) and, more importantly, the implications and possible solutions. Response mechanisms are also useful for tackling specific tensions, thereby contributing to addressing the challenges of vulnerable, marginalized and low-income individuals. The study also offers implications for policymakers, governments and other ecosystem actors such as nongovernmental organizations (NGOs) and social investors.

Despite the growing body of literature on scaling social impact, only a few studies have focused on differentiated hybrids, and no evidence has been provided on how they scale only the social impact (without considering commercial scaling). This study brings a new perspective to paradox theory and hybridity, showing paradoxes come into view at scaling, and documenting how from a differentiation approach to hybridity, DHOs also implemented cross-bracing actions, which are reinforcement mechanisms, thus suggesting connections and synergies among the actions in social and financial mission, where such knowledge is required to better comprehend how SEs can achieve a virtuous cycle of profits and reinvestments in social impact.

This chapter takes an alternative route to inquiry by drawing on intersubjectivity as a way to challenge taken-for-grantedness in entrepreneurship tools. The authors elaborate on how inter-ethnography can be used to discuss various aspects of teaching tools in entrepreneurship education (EE), where the Business Model Canvas (BMC) serves as example. The aim is to initiate a meta-discussion based on education theory on the purposes of tools that risk being taken-for-granted in teaching. The chapter also raises awareness of the difference between the functional and psychological sides of tools, wherein both visuals/graphics and words play a critical role. As a result, a reflective framework is developed as to challenge the existing use and understanding of teaching tools. The framework combines Biesta’s thought on purpose and desirability in education (i.e. qualification, socialisation and subjectification), and the classic relationships in the didactic triangle between the educator, the students and the subject.

In recent years, international bodies and public opinion have recommended that governments adopt social responsibility practices to inform and be accountable to citizens about their sustainability actions in environmental, social and economic fields (Galera et al., 2014) and restore citizens' confidence in public authorities (Crane et al., 2008; Shepherd et al., 2010). This chapter reviews the literature on measuring and reporting sustainable performance in the public sector. Analyzing 35 studies published in a period of 10 years (from 2012 to 2021), we address two specific research questions: How and to what extent have public organizations changed to integrate sustainability reporting (SR) systems? What are the enabling organizational factors in adopting SR in public organizations?

This study aims to build on the emerging understanding that small enterprise growth results from a confluence of different factors. This study seeks to provide additional insights into the nature of these factors and how they influence the growth process of small businesses in rural communities in Ghana.

This study undertook a qualitative investigation of 28 small enterprises in three Ghanaian rural districts. Interviews were conducted with owners of the businesses.

The results indicate that growth-enabling conditions such as entrepreneurial ambition, market demand and infrastructure combine with finance to define small enterprise growth trajectories in rural Ghana. However, finance may not always be the major factor driving the growth.

Most past studies about small enterprise growth in Africa have concentrated on firms in urban communities and see finance gap as the most serious constraint to growth. This study joins the few recent studies about rural enterprise growth in Ghana, showing that the growth of these businesses depends on an interplay of a variety of factors.

While, supply chain resilience (SCRES) continues to be a dominant topic in both academic and business literature and has gained more attention recently, there is limited knowledge on SCRES capabilities specific to business functions. The purpose of this paper is to identify and investigate capabilities shared between supply, operations and logistics that are most important for SCRES.

To address this gap, the authors followed a multi-method research approach. First, the authors used the grounded theory method to generate a theoretical framework based on interviews with 51 managers from five companies in automotive SCs. Next, the authors empirically validated the framework using a survey of 340 SC professionals from the manufacturing industry.

Five significant capabilities emerged from the qualitative study; all were significant in empirical validation. This research advances the knowledge of SCRES as it informs managerial decision-making by identifying capabilities common to supply, logistics and operations that impact SCRES.

This research advances the knowledge of SCRES as it informs managerial decision-making by identifying capabilities common to supply, logistics and operations that impact SCRES. In addition, the findings of this research help managers better allocate resources among significant capabilities.

While previous studies have proved the significance of family firm innovativeness (FFI), the question of how the emotion-regulation capabilities of family business managers affect FFI still remains open. This paper aims to examine the impact of the emotion-regulation capabilities of family business managers on FFI moderated by the family involvement in business management.

The present study is based on a quantitative research design. Data were collected with the help of a telephone survey. Overall, 192 family firms were surveyed, and the results were analysed using structural equation modelling (SEM).

The findings indicate that managers' emotion-regulation capabilities (independent variable) positively impact FFI (dependent variable). The research results also indicate that having more family members involved in the business (moderating variable) can lead to better innovation outcomes, assuming these family managers have sufficient emotion-regulating capabilities.

The research context could be broadened by differentiating between the industries in which family firms operate. This could aid a better understanding of the challenges, opportunities and market trends in different sectors. Future research might also include more diverse countries with deep family business traditions, strengthening the robustness of the findings across more varied contexts.

Using a multi-level perspective, this study contributes to the dynamic managerial capabilities and family business literature by showing that, in an environment where familial relationships can affect working relationships, the ability of managers to control their emotions and others' emotions can be a critical managerial resource that impacts FFI.