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Controversy does little to promote management's understanding of its role in supervising people. Those who are or would be managers need to be flexible and adaptable, and understand that though much is known about management and leadership, laws have not been developed; principles have exceptions, theories have gaps, and the hypotheses are probabilistic.

The purpose of this paper is to explore the management of employment equity (EE) communication at corporate level, against the background of South African societal complexities. It speculates about how the normative ideals of transformational change communication could be applied in order to bridge the apparent divide between government's current development agenda and negative societal sentiments about EE per se on the one side, and corporate transformation efforts on the other.

A multiple qualitative case study design was followed for the collection of empirical evidence. Semi‐structured interviews were used for data collection in each of the three case studies.

This paper indicates current trends pertaining to the complexity of communicating EE in South Africa, including the strategic value of communication. It appears that internal communication does not receive as much strategic attention as external communication does. Furthermore, some key organizational leaders (involved in EE strategy implementation) view communication as a tactical tool and not a strategic means, thereby failing to appreciate either their own leadership responsibilities, or the complex nature of transformation change communication per se. These findings confirm the need for a new breed of transformational leaders who can conceptually and practically navigate the societal and corporate complexities surrounding EE communication in the management of change in South Africa.

The paper stresses the complexity of transformational change communication against the background of societal and corporate reactions to EE in South Africa.

The contemporary human resource management (HRM) sector is faced with continual leadership development challenges. Unethical behavior in leaders is not the norm, but it is also not the exception. Human resource training and development focus significantly on better leadership but have largely failed to create more effective leaders. The result? Employee and follower wellbeing have not seen their best days. In this chapter, authentic relationships comprising authentic leaders and authentic followers are posited as a solution. The call is for more rigor in the theory underpinning leadership development programs, assurance of such programs, and embedding ethics into the core of what leadership developers do.

Drawing upon the extant literature from information systems (IS), information science, psychology, marketing, management, and IT training, the purpose of this paper is to propose information management capability (IMC) construct and its sub-dimensions.

New instruments were developed and validated to measure the proposed IMC constructs. The proposed model was empirically tested using the data collected from 120 knowledge workers using SPSS and partial least square.

This research proposes and confirms that IMC has formative sub-dimensions such as sensing, collecting, organizing, processing, and maintaining.

The study findings provide important insights on enhancing knowledge workers’ information management practices and subsequent knowledge management practices. The new instruments can be used as diagnostic tools for knowledge workers’ recruiting, ongoing assessment, and training.

We present a framework for understanding the relationship between individual differences in leaders’ motivations and their engagement in leader development, and we empirically test that framework across three different operationalizations of engagement, demonstrating that the motivation to develop as a leader (MTDL) is distinct from other motivational constructs (specifically, motivation to lead and motivation to learn) and that MTDL differentially predicts engagement in leader development. Finally, we provide evidence that motivation and engagement mutually reinforce each other in a virtuous spiral during leader development.

Exploring the considerations that guide and influence members of Facebook medical support groups to disclose private information.

The sample included 293 participants, aged 18–85 years, who answered an online survey, 155 members of Facebook medical support groups and 138 members of other Facebook groups.

Members of medical support groups attach greater importance to privacy policy, give greater value to privacy and reveal more private information, compared to members of other groups. Members of medical support groups tend to feel that they receive more support and feel that the privacy policy preserves their privacy much more. These feelings are associated with greater self-disclosure of groups' members.

The research insights will help medical support groups' members and admins to put into action the fundamental right to privacy and build a set of rules tailored to their individual and group needs.

Lab studies on culture and corruption have led to some puzzling, contradictory results. This chapter begins with a discussion of nonexperimental work in this area and evaluates the experimental findings in the context of earlier research. We sketch out the channels through which culture interacts with corruption (i.e., through institutions and social norms) and argue that discrepancies in experimental results may be due to differences in design (including repetition or unobserved variation in beliefs) or due to differences in the response to punishment across societies. In addition to exploring design-based reasons for previous contradictory findings, avenues for future research include: behavioral responses to different types of externalities; replicating results in different countries; and utilizing the lab to formulate effective anticorruption measures.

The management literature has extensively discussed innovation diffusion as an essential part of corporate and economic competitiveness. However, most work centers on diffusion external to the organization. The purpose of this paper is to provide a framework for understanding post adoption innovation implementation.

Research concerning diffusion inside the firm has focused almost exclusively on innovation creation as opposed to implementation. Although current definitions of innovation often make clear the internal/external distinction, the authors propose that it could be made more meaningful by further delineating the components of internal innovation diffusion. To that end, prominent innovation research is synthesized to explore innovation implementation.

A systematic review of the literature suggests three main types of influences on implementation: organizational, innovation, and human. Each represents unique challenges for innovation implementation.

The model presented here can serve as a useful organizing rubric for leaders attempting to facilitate change.

This paper fulfils a need for greater understanding of internal innovation implementation.