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Despite the rapid advancement of blockchain technology across various sectors, scholarly research on its application within family businesses remains significantly underdeveloped. This study aims to address this gap by examining the application of blockchain technology within family businesses to identify key application domains, benefits and implementation challenges.

The study employs a conceptual approach, drawing on existing literature on family businesses and blockchain technology. This review aimed to identify the unique characteristics of family businesses, their challenges and the distinctive features of blockchain technology that can potentially be mapped to each other. Based on the literature review, we develop a conceptual framework exploring blockchain technology applications in family businesses. Real-world case studies of family businesses that have implemented blockchain technology were identified to provide practical insights and implementation challenges.

Blockchain technology possesses transformative potential for family businesses across several critical domains. It includes enhancing trust and transparency in operations, improving governance and decision-making and facilitating succession planning and intergenerational wealth management. Case study evidence illustrates the tangible benefits of blockchain, including enhanced supply chain transparency, optimized business processes, increased customer trust and resultant business sustainability. Blockchain technology implementation challenges include data privacy concerns, integration with legacy systems, regulatory uncertainty and change management issues.

This study is limited by its reliance on existing literature and case studies. It may not capture the full spectrum of challenges and opportunities associated with blockchain applications in family businesses. Future research should focus on longitudinal and empirical research to provide a deeper understanding of the impact of blockchain technology application in family businesses.

This study contributes to the literature by exploring the intersection of family businesses and blockchain technology, an area that has received limited academic attention. It identifies potential application domains of blockchain technology in family businesses and develops a conceptual framework based on existing literature. Through case studies, the research provides practical insights and valuable lessons for family businesses considering blockchain implementation. It also addresses key considerations and challenges, providing a clear roadmap for blockchain technology integration in family businesses. The study lays the groundwork for further research and exploration in blockchain technology and family businesses.

This chapter offers a theoretical framework to explore the relationship between resilience, wellbeing, and authentic leadership through the students’ transition from high school to university. It highlights how student leaders can thrive despite the challenges they face throughout this transition. First, the author presents an overview of resilience research, specifically by defining key characteristics of resilient students, followed by the outline of the four waves of resilience research. Next, the author describes the construct of wellbeing and the common characteristics among the wellbeing models in relation to the general university student population, as well as student leaders. Next, the author reviews the authentic leadership theory, including its key components of authentic leadership, the psychological capabilities for authentic leadership, and how resilience manifests in authentic leaders. The author concludes with an overview of transitional periods, critical life events, and their manifestations in the transition from high school to university.

The COVID-19 pandemic, as well as its effects on education in general, has influenced the leadership landscape of school principals, which may have necessitated adaptations and transitions in their leadership orientation. To better comprehend any variations in the leadership orientation of school principals in response to the implications of the COVID-19 pandemic, this study examines leadership orientation in both the pre-pandemic and post-pandemic periods.

In this quantitative research, the authors collected data from 297 school principals in the Balochistan province of Pakistan using the leadership orientation survey (LOS) in a quantitative research approach.

The results indicated that principals’ leadership orientation underwent an observable transition before and after the pandemic. Principals’ preferred leadership orientation notably changed from solely political before the pandemic to a combination of highly political and symbolic after the pandemic.

Using a survey, the study investigated the transition in school principals’ leadership orientation before and after the pandemic. However, the results do not explain what caused the transition in principals’ leadership orientation, which is the key limitation of this study. Future research within a qualitative approach can study the factors associated with changes in principles’ leadership frames.

The overall findings of the study have implications for scholars, policymakers and educational leaders to reexamine and gain a deeper understanding of the leadership roles of principals in the post-pandemic age. This is because principals now operate in a distinct context characterized by new difficulties and opportunities compared to the pre-pandemic period.

This is an original study that examined the transition of school principals’ leadership orientation before and after the pandemic. The body of literature related to the transition between pre- and post-pandemic is limited both in Pakistan and the rest of the world. This study illuminates the literature in this regard.

Interim leaders often have little advance notice of their new assignments. Yet, they must skillfully lead their organizations, provide stability for staff and continue the direction of the mission and vision in a time of change. In addition, temporary leaders – often termed interim executive directors or interim chief executive officers (CEOs) – are frequently asked to guide the transition for a new and permanent leader.

This qualitative study presents the insights of 24 interim leaders, largely in the Chattanooga, Tennessee (TN) region, who participated in individual virtual interviews and a subsequent virtual focus group to address a protocol of questions concerned with all phases of carrying out the interim position.

The findings confirmed existing literature on how the interim was selected, the responsibilities of this leader and the costs and benefits for the organization of using an interim and extended findings with guidance for interim over their tenure.

The findings uncovered new insights into personal and career growth, along with unexpected personal and professional enrichment and satisfaction from the experience. The practical implications include providing detailed guidelines for interim leaders at each stage of their tenure, which can help them navigate the complexities of their roles more effectively. Additionally, the findings highlight the potential for significant personal and professional growth, offering interim leaders unexpected enrichment and satisfaction from their experiences.

The exploratory research validated the existing literature on interim leadership and added additional detail in practical guidance for beginning an interim position, carrying out the interim position and even ending the position. This study delineates practical guidelines at each stage of the interim lifecycle for both the temporary leader and the organization and provides areas for future research. Qualitative findings also identified key characteristics of an interim leader. This study also includes discussion of the political implications of interim CEOs.

The study presents original insights into the role of interim leaders by combining qualitative data from 24 participants in the Chattanooga, TN region with existing literature, thereby enhancing understanding of the challenges and successes these leaders face. It confirms previous findings regarding interim leadership and provides practical guidelines for navigating the interim lifecycle, highlighting aspects of personal growth and satisfaction that have not been extensively explored in prior research.

This paper aims to explore the integration challenges during the early stages of implementation of value streams as team aggregation structures as a novel organizational construct in a modern organization.

We use an immersive ethnographic approach to follow the transition to value streams as team aggregation structures in a large organization during the first three years of implementation. We integrate systematic observations with interviews to get insights into the dynamics of change and the most important challenges faced by the organization during this transition.

We integrate systematic observations collected during the organizational change with insights from interviews carried out with managers to provide tentative answers to some key questions related to the implementation of multiteam systems. We reflect on their performance, entitativity, autonomy as well as on the satisfaction of their members.

We discuss some of the most important managerial challenges during the transition to value streams as novel organizational constructs and we derive some actionable insights for team and value stream managers leading such change processes.

Our study provides a rich account of the first stages of implementing an organizational design that brings together different teams in organizational structures that are focused on the value provided to customers.

This study aims to explore how to structure an energy organization to be more agile in the context of digitalization and find the common success factors and challenges the organizations face to transform.

A qualitative multiple-case study of an energy company and an online market company, both from the Nordic countries, was conducted in 2023. Data were collected through in-depth individual interviews with 16 participants.

This research provides valuable insights into the challenges and critical success factors crucial for a successful digital transformation. The study illuminates the interplay between technological advancements and organizational shifts, the adoption of agile methodologies, the importance of inclusive leadership and the integration of autonomous teams in realizing digital transformation goals. The research emphasizes the profound impact of these factors on the transformational journey within organizations. In particular, the adoption of agile methodologies takes on heightened significance in the swiftly evolving business landscape of today, calling for a transition from project-centric approaches to more adaptive and sustainable product-centric models.

The study contributes to the practice and enhanced understanding of organizing business and technology teams in energy companies to achieve fast flow. The analysis and discussion of various empirical findings shed light on the success factors and challenges of digital transformation – issues that many organizations are currently or will likely soon be grappling with. The impact of different organizational structures on agility in an organization has yet to be thoroughly studied.

This study examines principal rotation in China to gain empirical insights from the policy analysis and succession strategies that principals employ to gain internal and external support in their new schools.

We employed document analysis and a case study approach. Interviews were conducted with officials in 5 local educational agencies and 40 principals from 5 different regions who were undergoing rotation. Thematic analysis was used to identify common patterns and themes in the interview responses.

We explored how the principal-rotation policy was implemented, including the goals, standards, targeted principals, tools and other aspects of the policy in China. The study revealed the challenges faced by the rotated principals and their succession strategies.

Our study contributes to the field of educational leadership by shedding light on the implementation and impact of principal rotation in mainland China.

This longitudinal study focuses on the specific behaviours of both top and other leaders in family firms that are implementing lean and green practices in order to contribute to the sustainability transition.

Over the course of two years and two months, longitudinal comparative case research was carried out within two Indonesian family firms in the logistics and transportation business. Data were collected via of 86 interviews, 37 observed meetings within the firms and 12 work floor visits. The thematic analysis approach was based on the “fuller full-range theory of leadership”.

Over time, the leaders at various hierarchical levels learned to diversify their behavioural repertoire; solely exhibiting the transactional or transformational leadership style was not effective for employees’ adoption of lean and green practices. Instead, the leaders had to integrate the behaviours from the transactional, transformational and instrumental leadership styles.

This study explores the extension of leaders’ behaviours over time. Our findings result in two propositions that theoretically explain the evolved behaviours that steered the organisational transformation towards a lean and green firm. Given its context (i.e. Indonesian family-owned logistics firms), this study offers insights that might generalise to similar family firms in other Asian countries.

The word “sustainability” is discussed in several ways since MDGs and SDGs have gained business attention. Sustainability is not just about something’s durability; it also looks at how to advance development projects without endangering the development of others nearby, both now and in the future (Fink, 2000). It is a drive that weaves together the different facets, including the social, economic, and environmental. World Economic Forum’s has emphasised the need for responsive and responsible leadership. It is in this context, the paper focuses on studying the transformational shift in the role and responsibility of leaders in demonstrating responsible leadership and discusses the ‘Locust and Honeybee Leadership styles’.

Literature portrays that responsible leaders are recognized by their qualities, competency and skills. One such model is “Locust and Honeybee Leadership,” where the two leadership styles are contrasted. The paper attempts to discuss the varied contexts of these leadership styles and attempts to draw a matrix on the commonalities of both set in an Indian context. A leader should always have openness of thought and integrity.

Value systems are important for a leader. The major challenge is developing globally responsible leaders and managers who can perform effectively under these conditions of enormous challenge, as they are chronically pushed beyond their capabilities into unexpected roles and unfamiliar domains. Situations compel leaders to make decisions, yet the styles determine the way the decisions are taken. The paper is unique as it discusses the commonalities and contrasting perspectives of the “Locust and Honeybee Leadership.”

The paper is limited to a small number of respondents and is set in Indian context.

To the best of the authors’ knowledge, the paper is an original piece of work and expresses thoughts of the authors on establishing a sustainable leadership model.