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Many organizations within the construction industry are becoming increasingly aware of the growing need for improved environmental performance within the scope of their business activities. Their interests are twofold, first in anticipation of increasingly stringent governmental legislation, both national and international, and second in response to the rising concern demonstrated by the general public for environmental issues. To meet increasing future expectations, a number of organizations within construction have implemented or are considering the development of a formal and structured environmental management system. This paper examines some of the principal issues associated with the development of environmental management systems within construction. Drawing upon a series of interviews with major construction clients, consultants and contracting organizations within the UK, investigation identifies the present level of awareness, raises current concerns and issues and looks at the likely future orientation of environmental management systems within the construction industry.

There have been many approaches to answering the question, “What is management?” This article outlines a further, strategic‐operational approach. The discussion is intended to contribute to the development of a theory of management which managers can use to analyse and improve their individual performance and the performance of their organisations.

This study examines how carbon tools, including carbon accounting and management tools, can be created, used, modified and linked with other traditional management controls to materialise and effectuate organisations’ response strategies to multiple interacting logics in carbon management and the role of sustainability managers in these processes.

This study utilises the construct of accounting toolmaking, which refers to practices of adopting, adjusting and reconfiguring accounting tools to unfold how carbon tools are used as means to materialise responses to multiple interacting carbon management logics. It embraces a field study approach, whereby 38 sustainability managers and staff from 30 organisations in New Zealand were interviewed.

This study finds that carbon toolmaking is an important means to materialise and effectuate organisations’ response strategies to multiple interacting carbon management logics. Four response strategies are identified: separation, selective coupling, combination and hybridisation. Adopting activity involves considering the additionality, detailing, localising and cascading of carbon measures and targets and their linkage to the broader carbon management programme. In adjusting carbon tools, organisations adapt the frequency and orientation of carbon reporting, intensity of carbon monitoring and breadth of carbon information sharing. Through focusing on either procedural sequencing, assimilating, equating or integrating, toolmaking reconfigures the relationship between carbon tools and traditional management control systems. Together, these three toolmaking activities can be configured differently to construct carbon tools that are fit for purpose for each response strategy. These activities also enact certain roles on sustainability managers in the process of representing, communicating and/or transferring carbon information knowledge, which also facilitate different response strategies.

The study demonstrates the various carbon toolmaking practices that allow organisations to handle the multiple interacting logics in carbon management. The findings provide suggestions for organisations on how to adopt, adjust and reconfigure carbon tools to better embed the ecological logic in organisations’ strategies and operations.

The authors identify how carbon toolmaking materialises and effectuates organisations’ responses to multiple interacting logics in carbon management.

This paper aims to explore how management practitioners make sense of management fashions as sedimented elements within organizations.

To further understanding about sedimentation in management fashion, an institutional perspective was used.

This analysis reveals that sedimented fashions within organizations are framed as comprising different forms that are systematically associated with divergent evolution patterns.

This study extends the current literature on management fashion by showing how, unlike present conceptualizations, the long‐term impact of fashionable ideas in organizations cannot be considered a single entity with a uniform pattern of development. Building on this, the paper seeks to develop a deeper and more nuanced understanding of the evolution of popular management ideas in organizational practice, which opens fruitful new research directions.

This paper may help managers, as important consumers of fashionable ideas, to better understand how elements of fashions may remain in organizations and play an important conditional role in future change initiatives.

Despite the substantial attention to the field‐level dissemination and evolution of popular management ideas in the management fashion literature, the possible long‐term impact of these ideas within organizations has received scant attention beyond the assumed transience of a fashion's discourse and the possible persistence of the organizational practices associated with a fashion.

The purpose of this study is to develop a stakeholder management ecosystem, which is an improved concept of stakeholder management practices implemented in organizations. The approach is to strategically manage, monitor and assess stakeholders' involvement efficiently during the various stages of the project. The paper aims to structure and organize the stakeholder management ecosystem concept, which would enhance working standards by gaining support and healthy interest of stakeholders in the ever-changing and increasing complex business environment.

A theoretical framework study is incorporated on the secondary data of stakeholder management, engagement and assessment. The conceptual insights are drawn for the comprehensive framework of 4Ps (project, people, process and promoting participation) to establish a stakeholder management ecosystem.

The findings expand the understanding and importance of efficient stakeholder management practices through a stakeholder management ecosystem concept. The implementation of efficient practices can exert a significant effect on the project outcome and organizational goals. Thus, these practices should be assessed and altered according to changing situations and dynamics at the various stages of the project.

The paper contributes to the literature on stakeholder management. First, it holds organizational and managerial implications to efficiently channelize stakeholder resources to maximize the output of the project and the performance of an organization. Second, managing people associated with an organization formally or informally can not only draw their interest, trust and involvement but also can develop further scope and vision of growth and development.

The philosophy behind the concept is social cooperation and value creation. The more the people are engaged with the organization, the more will be the organizational support and well-being in the community as it broadens the pool of people involved, both inside and outside the organization.

The paper advances the practices of stakeholder management and organization management by introducing the ecosystem concept, 4Ps framework and assessment matrix. The ecosystem concept can be used to develop value and explore the potential of each person associated with an organization and further develop a functional relationship. The 4Ps framework is a structured and flexible approach to ease the process of understanding, analyzing, evaluating and involving stakeholders. The assessment matrix supports the evaluation of the incorporated strategy and further decision-making for the project by gauging project performance and stakeholder involvement.

This paper aims to scrutinise the concept of “African Management” that increasingly fuels the debate on the management research of African organizations. Indeed, while management research in African context is all but invisible in management literature, the notion of “African management” emerges through a piecemeal corpus of literature that has arisen in response to the exclusion and marginalisation of Africa in the broad field of management literature. The idea underlying this reasoning is that the Western management model prevailing so far in Africa is inadequate because of cultural considerations. However, what is meant by “African management” still remains unfamiliar to both researchers and practitioners.

The authors conduct a selective review of the fragmented “African management” literature to identify directions it follows. This is carried out through an analytical framework aiming at investigating the usability of the “African management”.

The paper identifies the key elements underlying the “African management” narrative. It also articulates these elements within a frame which represents an unprecedented attempt to render advocacy of “African management” more insightful.

The vibrant economic trends of Africa and its forthcoming dynamics are on the spotlight. At the same time, this upturn raises again a central concern about African societies’ development in which organisations are expected to play a pivotal role. Yet the paucity and fragmented nature of the current state of “African management” research do not enable either practitioners or academics to get a deep understanding of African organisations. This article constitutes a major contribution by setting up a scheme of identifying convincingly the analytical parameters that really count in African organisations.

The purpose of this paper is to understand projectification processes of the global organization, based on the example of the Catholic Church’s activities. The Catholic Church is the oldest and the largest international organisation to be assessed also from the longue durée perspective. The Church as both a large and supranational organisation and a religious community has carried out a lot of social tasks. A part of its activity relating to the Church’s basic mission is carried out in these days in the form of various projects. In this paper, the authors demonstrate that seemingly unchanging structure, such as the Catholic Church, based on a determined hierarchy, strict principles and rules of conduct, is affected by the projectification processes.

The authors chose the method of a single case study. To analyse the projectification processes in the Church, the authors focussed on flagship mega-events of WYD programme, from which the following were selected: Rome (1985), Manila (1995), Sydney (2008), Rio de Janeiro (2013) and Krakow (2016).

The study demonstrates that organisational projectification processes can have a real impact on the strategic changes in the global organisation. Under the influence of significant projects, organisations can change internally and also redefine their way of interacting with the stakeholders. Projectification at the same time is a change and leads to it. The research also shows that projectification of a global organisation can intensify internal learning processes. On the one hand, “projectification agents” transfer project practices to various regions of the world, and, on the other, draw on local practices. Therefore, the projectification process is not simply transplanting the project “virus” into new places, but also a process of change and adaptation to the stimuli flowing from the environment.

The particularities, the distinctiveness of the projects of the Catholic Church can be an inspiration for others realizing projects. The experience of the Catholic Church in the implementation of WYD can be valuable for organisations implementing other projects that require involvement and activation of many, diverse stakeholders, for example, charitable projects or the so-called community engagement projects implemented by large international organisations, such as the World Bank, UNICEF, the UN, the Red Cross or humanitarian projects organised by NGOs in different parts of the world.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

This paper aims to address how management practices successfully implemented somewhere else, namely adoptive management innovation, have been introduced into Chinese firms and then effectively implemented, or to investigate key activities of the generative mechanism through which an adoptive management innovation occurs.

Since the purpose of management innovation is to utilize organizational resources more efficiently and further their goals, with little intention to pursue differentiation and without any protection from patent, adoptive management innovation has been prevailing around China and even the whole world. Based on the conception of what makes adoptive management innovation unique, this paper attempts to investigate the case of the Organizational Efficiency Management of Jiangxi Mobile in China to identify key activities of adoptive management innovation and develop a two-interlinked-subprocess framework of adoption decision and implementation, aiming to offer suggestions for firms in adopting new management practices.

The results indicate that adoption of existing management practices or methods from somewhere else is a more complex and logical process rather than a simple one of knowledge transferring. It needs to integrate existing practices into new organizational context and establish their innovative value during implementation. One core element of the process framework is the emphasis on activities of problem diagnoses and realization of the fitness between management practices adopted and the new organizational context, and another one is the sequence of activities in the whole process.

This research is constrained by at least three limitations. First, the authors' findings for the two-subprocess framework of adoptive management innovation need to be further confirmed for more organizations. Second, little attention has been paid to relative advantages of different sequence of activities. Third, when focusing on adoptive management innovation from a process perspective, this research does not address problems such as why some managers pursue innovative opportunities by introducing new practices, how contextual elements, internal elements, and top management teams affect management innovation, or how the performance of adoptive management innovation could be improved in China.

The findings offer some valuable insights for further research in how to explore the generative mechanism of organizational changes or innovations in China and hold important implications for management practices.

The purpose of this paper is to examine the basis factors involved in the information security management systems of Malaysian public service (MPS) organizations. Therefore, it proposes an empirical analysis which was conducted to identify the antecedents of the information security maturity (ISM) of an organization; and to clarify the relationship between ISM and the social and technical factors identified.

This study uses quantitative approach, convenience sampling and the required data collected from 970 key players' managers in information security, in a total of 722 government agencies, through a self‐administrated survey. Research adopted the Wallace et al. process to develop and validate the study's instrument.

The paper provides empirical insights and reveals a number of underlying dimensions of social factors and one technical factor. The risk management was found to be the formal coping mechanism adopted in the MPS organizations and is the leading factor towards ISM. The social factors have the most influence on MPS organizations' ISM. Findings demonstrate that two independent variables, risk management and individual perception, discriminate between those organizations that have high and low ISM.

The research results may lack generalization; therefore, researchers are encouraged to test the proposed propositions further in a different context.

The paper includes implications for the development of a powerful instrument in explaining the ISM. Moreover, it helps internal stakeholders of an organization to formulate a more appropriate policy or give a more effective focus on issues that are really relevant to MPS information security management.

This paper fulfils the identified need to explore determinants of information security maturity.