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As companies start to engage with the knowledge economy, they have to shift their mindsets to understanding knowledge management more holistically and, more importantly, understand the role of knowledge management as it pertains to sustainable competitive advantage. It requires companies to think of age‐old concepts in new ways, and necessarily requires deep insight into the enablers of business success within the company, and then creative insight is required to reveal the new possibilities. This paper, drawing on resource‐based theory, provides some guidelines for companies to develop business strategies, critically dependent on knowledge management initiatives. A chain of sustainability is introduced and three insightful concepts are highlighted (complementary resource combinations, strategic architecture and pool of resources); however, they do not tell companies specifically what to do, but robustly explain what the requirements of a knowledge strategy are, if they want to attain, and sustain, competitive advantage.

South Africa has gone through a period of unprecedented change in moving from Apartheid to democracy. These sociological changes have also infiltrated organisational life and behaviour – and new approaches to leadership have become vital. In modern organisational life, dialogue and conversation are core processes for building the organisational intelligence and community which enable other business processes to adapt to change and create results. This paper discusses increasingly important leadership issues – such as diversity, teams, collaboration, trust formation, community, individual change, and relationships – in relation to dialogue and transformation. Where trust is high, change is managed more effectively and, where it is low, communication and co‐operation suffer and there is an increasing tendency to resort to power. It is the author’s concluding opinion that change is a phenomenon that occurs within conversation and dialogue! and is therefore a necessary social construct within twenty‐first century organisations.

This paper presents findings from an investigation of intellectual capital measurement, reporting and management in the South African mining industry. The research methodology employs a combination of content analysis of annual reports for the 20 largest listed companies in South Africa, combined with interviews with senior individuals in mining companies. Data is analysed in accordance with a selected intellectual capital framework consisting of 24 indicators across the three categories of internal, external and human capital. Results show that mining companies tend to report on fewer intellectual capital attributes than other companies and tend to focus more on external attributes such as business collaborations and favourable contracts. Results show that mining companies rate intellectual capital highly, but appear to be lacking in the measurement and reporting of intellectual capital. From these findings it is concluded that mining companies value intellectual capital but lack the appropriate systems and structures to manage intellectual capital meaningfully.

Companies over the world faced several risks related to the COVID-19 crisis. However, when quoting those risks, it is common to mix up pandemic effects with general consequences of work at home or the use of electronic communication channels. At the same time, a lot of indirect effects of the crisis are not straightforward, and some consequences may only turn evident in the long term. This chapter collects different appearances and implications of the risk caused by the epidemic based on literature review, questionnaires, in-depth interviews, and expert panels with a particular emphasis on the findings from Hungary. The authors conclude that risk effects differ little across countries but rather widely across industries and individuals. The risk map presented clarifies critical connections and offers a structured overview for the first time in the literature. A better understanding of the risk effects may assist managers and regulators when another similar crisis would emerge in the future.

The values-based leadership (VBL) themes lend the case to use in courses focussed on individual leadership approaches, personal-professional development, personal mastery, or individual agency in social change and social justice movements. The emerging market context adds a layer of complexity to the protagonist's journey, which may make the case especially relevant for use among students who work in this context or in courses that deal with volatility, uncertainty, complexity, and ambiguity (VUCA).

The primary target audience for this case is postgraduate students in a management or professional development program.

This case offers a leadership profile of lawyer Fadzayi Mahere as she pursues social change at the national level by running for political office in Zimbabwe in 2018. The case recounts Mahere's professional journey through human rights law and local activism, which eventually drives her to run as an independent for a position in the national election. She does this as a response to the dire state of the country: economic crisis, social instability, and political corruption that are making life increasingly untenable for most people. In spite of running a strong grassroots campaign, Mahere loses the election and is faced with the dilemma of whether or not to forego independence and join the dominant opposition party. The case therefore centres around the role of values in leadership, the role of narrative in shaping the decision to lead, and how these things impact a leader's strategy for affecting social change and achieving social justice.

Appreciate the systemic nature of social problems in an emerging market context and how this creates different opportunities for a leader to act on a problem

Understand how a leader's identity, in terms of values and experiences, shapes their motivations and informs their strategy for leading a change effort

Understand the dimensions of values-based leadership (VBL) – transformational, authentic, accountability, and ethical leadership – and how the actions of a values-driven leader reflect these

Identify the mechanisms that aspiring leaders practicing VBL can use to build an authentic narrative for key stakeholders to accept and embrace them

Recognise the different strategies a leader can adopt to achieve values-driven outcomes, while maintaining alignment with the different dimensions of VBL

The learning outcomes are as follows: identify the key challenges of leading a large organisation that is self-serving as compared to one that has people of integrity in its employ; understand how resilient leaders need to be to remain focussed on the task at hand while faced with resistance and controversy at every turn; demonstrate how to cultivate a culture of trust and integrity in an organisation bereft of both, and rebuild an organisation’s reputation; navigate the dynamics of having an unruly subordinate [chief operating officer (COO)] who in reality is more powerful; and develop key skills in practicing self-care in an environment where one is constantly undermined and devalued.

This case looks at the leadership of former GCEO Lulama Mokhobo at the South African Broadcasting Corporation SABC from 2012 to 2014 and her lived experience within the theme of empowered powerlessness. With an unsupportive board, destructive COO, and minister of communications at government level, Lulama is disempowered in her position and battles to make changes. Colleagues attest to the unusually complex dynamics that she had to navigate on a daily basis. The case details how this eroded Lulama’s self-confidence as well as her ability to lead the organisation and pushed her to resign. The SABC managed to undo the strides she made during her tenure and now finds itself in financial quagmire due to poor and questionable decisions made after her resignation as the GCEO of the organisation.

The target audience for this case comprises students enrolled in tertiary business education programmes who have already had some sort of work experience and hands-on exposure to real-world business. MBA and EMBA students, as well as executive education programmes. Including disciplines such as leadership, organisational behaviour and people management and strategy.

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CSS 11: Strategy.