Search results

This chapter provides a new theory for organizational leadership in which an organization's leadership, authority, management, power, and environments (LAMPE) are made coherent and integrated. Organizations work best if their LAMPE is coherent, integrated, and operational. The chapter begins by introducing basic concepts, such as structures, processes, process frameworks, task–role matrices, interdependence uncertainty, and virtual-like organizational arrangements. The LAMPE theory is then built upon this base. Leadership is defined as the processes of initiating, enabling, implementing, and sustaining change in an organization. Authority is defined as the legal right to preempt the outcome of a decision or a process. Management is defined in term of its major processes. Power is the control of interdependence uncertainty. When 29 leadership practices are introduced, it is possible to link them to all five of LAMPE's constructs. A number of conclusions are derived, in the form of 36 propositions: 5 dealing with leadership, 5 focusing on leadership requirements matching, 4 relating to leadership effectiveness, 5 dealing with leadership capacity, 4 concerning the benefits of distributed leadership, and 13 linking LAMPE to the theory of the organizational hologram.

Accountants’ involvement in environmental and sustainability management has merely been investigated to date. With the continuous take-up of sustainability issues by companies and with the growing experience companies gain in dealing with this topic, this chapter raises the question whether accountants are involved in a way different than previously reported and if yes, what their role is in social accounting practice.

Based on 58 interviews with corporate practitioners, this chapter firstly explores the roles involved in the social accounting practice in companies which are considered to be leading in sustainability reporting in the United Kingdom and Germany. Secondly, the role of professional accountants is analysed from a power theory perspective.

The main findings suggest that professional accountants are partially involved in social accounting practice but mainly exert a gatekeeping role between sustainability managers and higher management.

Investigating the observed behaviour empirically can help improve social accounting. Should it turn out that the accountants have no other option but to act like gatekeepers, accounting education will play a major role in overcoming this deficiency in the pursuit of improved sustainability knowledge and performance. If, on the other hand, it is the defensive stance of accounting professionals and the fear of losing power in corporate structures which motivates them to act as gatekeepers, mechanisms to motivate them to cooperate should be researched.

The chapter empirically investigates and discusses the accountant’s contribution to sustainability information management. This can help overcome organisational challenges impeding companies to successfully implement sustainability measures.

This paper focuses on the strategic role of elites in managing institutional and organizational change within English public services, framed by the wider ideological and political context of neo-liberalism and its pervasive impact on the social and economic order over recent decades. It also highlights the unintended consequences of this elite-driven programme of institutional reform as realized in the emergence of hybridized regimes of ‘polyarchic governance’ and the innovative discursive and organizational technologies on which they depend. Within the latter, ‘leaderism’ is identified as a hegemonic ‘discursive imaginary’ that has the potential to connect selected marketization and market control elements of new public management (NPM), network governance, and visionary and shared leadership practices that ‘make the hybrid happen’ in public services reform.

The chapter develops a conceptual framework for linking the phenomena included in the field labeled “organizational change” (OC). The objective is to design an OC model that makes selective use of existing theories and creates a premise for further development but avoids proposing a unifying synthesis with a normative value. At the center is the critical circuit of the relationship between the processes of organizational learning, resource development and power management which originates the triple helix of change. The framework explains a variety of change management experiences along a continuum between two poles – “turnaround” and “continuous and fluid transformation.”

The current study is a review-based analysis combined with some case studies that focuses on establishing a link between artificial intelligence (AI) and the emerging trends of regenerative tourism and green destinations. Regenerative tourism and green destinations are the new hallmark, promoting sustainability in the travel industry by restoring ecosystems and encouraging friendly practices. The incorporation of AI into sustainable tourism has a potential to revolutionize how one can approach tourism by providing customer experiences and to contribute towards a sustainable future. AI has naturally found its place in industries due to the advancements in data analysis and computing power. In the context of tourism, AI’s data-driven capabilities are discussed in the current review, to showcase how they enable recommendations for intelligent automation and efficient resource management. With the implementation of AI-powered technologies, tourism operations become more efficient, providing opportunities for sustainable development and conservation in green destinations. The integration of AI in destinations encompasses applications such as energy management, waste reduction, transportation optimization and sustainable resource management. These AI-driven solutions play an important role in minimizing the impact caused by tourism activities while conserving natural resources. Additionally, AI facilitates delivering experiences that align with eco-values through recommendation systems and virtual assistants. The chapter tackles issues related to AI such as protecting data privacy, addressing biases dealing with job displacement and ensuring cultural relevance. It emphasizes the significance of inclusive implementation of AI and explores the challenges faced when implementing AI solutions in developing regions that have limited resources.

The past few years have seen a swelling of interest in explicitly Christian approaches to business ethics. The time is ripe, it would seem, to map the diversity of approaches within what I term “Christian business ethics.”¹ Here I will frame the diversity of approaches as answers to the distinctive kind of question which religiously minded ethicists have brought to the terrain of business. I will not use theological or religious terms or categories, since such language is not likely to be of interest to philosophers and social scientists. Drawing up this map has been rendered easier by the fact that Christian business ethicists themselves have used a language which is readily accessible to listeners outside their traditions.