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The current obsession with globalization and technological change has given rise to a new school of management, the revolutionary school. This school uses language appropriated from the political concept of revolution and argues that the key role of management is the transformation of their organizations. The article considers the extent to which the European business environment has been transformed and the extent to which transformation is possible under difficult market conditions such as those faced by the European car industry. The article concludes that under the structural conditions of saturation and slow or cyclical growth, organizational transformation is unlikely to be successful.

The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.

The purpose of this study is to provide a political explanation of management, accounting and control (MAC) practices in a traditional and unstable African setting. This was done by exploring the influence of latest revolutionary politics in Egypt along with labour dynamics in the context.

Theoretically, the study uses the institutional logics perspective to understand the effects of higher order institutions on corporate management and workers at the micro level. Methodologically, the study adopts an interpretative case study approach. Data were collected using a triangulation of interviews, documents and observations.

The study finds that volatile political settings can have different contradictory implications for MAC practices. It also concludes that revolutionary events play a central role not only in the configuration of MAC practices but also in the mobilisation of labour resistance to these practices.

The study contributes to the literature by investigating the different appearances of MAC practices in a volatile, political or revolutionary context, in contrast to highly investigated stabilised Western contexts. This broadens the definition of the social in the area of accounting and control.

The emerging natures of big data – volume, velocity, variety, value and veracity – exert higher stress on employees and demand greater creativity from them, causing extreme difficulties in the talent management of organizations in the big data era. The purpose of this paper is to explore the effect of challenge stressors on creativity and the boundary conditions of the relationship.

Multisource data were collected including 593 followers and their 98 supervisors from organizations that are confronting a big data induced management revolution. Hierarchical regression analysis and bootstrapping analysis were used to test the mediation and moderation mechanism.

The results showed that job burnout mediated the negative relationship between challenge stressors and creativity and that this indirect effect was attenuated by an employee’s core self-evaluation (CSE) and servant leadership. In contrast, whether work engagement mediated the relationship between challenge stressors and creativity was contingent on the level of an employee’s CSE and servant leadership. Specifically, the mediating effect was significant only when an employee’s CSE or servant leadership was high.

The results contribute to our understanding of the relationship between challenge stressor and creativity in the big data era. Specifically, relying on the job demands–resources model, this study empirically opens the “black box” between challenge stressors and creativity by exploring two opposing intermediate mechanisms. In addition, this study reveals boundary conditions by investigating dispositional and contextual factors that can accentuate the positive effect while attenuating the negative effect of challenge stressors on employee creativity.

The author adds six books to a cannon of books that together delineate the emerging practice and theory of radical management.

The author identifies the mismatch between modern business' need to achieve continuous innovation in product development and service delivery and traditional, hierarchical management.

The paradigm shift to radical management involves not merely the application of new technology or a simple set of fixes or adjustments to hierarchical bureaucracy. It means basic change in the way people think, talk and act in the workplace–including changes in attitudes, values, habits and beliefs.

This masterclass shows how the paradigm shift in leadership and management can generate dramatic reductions in cost, size, and time, and improvements in convenience, reliability and personalization, of products and services.

This masterclass defines the principles authors need to follow to successfully prescribe useful approaches and best practices for surviving and thriving the management revolution in the creative economy.

In this chapter, the author explains the three components of Trilogy of Taoist Leadership – responsible business, responsible management and responsible leadership. The concepts of business, management and leadership are defined from multiple angles, including an etymological perspective. The historical origins and evolution of these three areas are explored to provide a comprehensive understanding. The chapter concludes with a discussion of the interconnections among the trilogy's components and illustrates how the trilogy can contribute to the development of sustainable organizations.

This article examines how certain historical forces – the scientific revolution and “scientific management” – have created a legacy of organizational “design DNA” that can create only organizational machines: good at execution, but poor at innovation and change. Next, it examines leadership and management practices that can overcome this legacy and create a climate of corporate creativity.

The article traces the effect of the scientific revolution and “scientific management” on deeply‐embedded cultural assumptions about the nature and purpose of organizations, leadership, and work. It argues that those assumptions drive an overwhelming organizational bias toward rationality, uniformity, stability, continuity, predictability and control, all of which militate against diversity, creativity, adaptation and change. Then the article describes a transformation in leadership and management practices that can overcome this historical legacy and create a culture of corporate creativity.

The article calls on executives to: adopt an adult‐to‐adult (mutual partnering) relationship with the workforce, treating employees as independent, highly capable, unique adults; build social systems that maximize both social differentiation and social integration; build a culture that rewards creativity and creative (right‐brained) people; build alignment on a mutually‐shared “deep purpose”; and unite in community with the workforce. Originality/value – This article argues that sustainable profound innovation is possible only if formal innovation processes are accompanied by a fundamentally new paradigm for leadership and management. Its goal is a workforce primed for sustainable performance and innovation excellence; its foundation is an ultra‐high‐engagement, ultra‐high‐inclusion culture based on an adult‐to‐adult, mutual partnering relationships.

Quality has undergone several transformations over the past decades. From the inspection to total quality management (TQM), some tools have been created to improve the performance of industrial processes and services, such as control charts and Pareto’s diagram. Now, the fourth industrial revolution (4th IR), Industry 4.0, has become part of the routine of organizations and people. The purpose of this paper is to verify how traditional quality concepts are being adapted within organizations.

As the term “Quality 4.0” is still recent, this research aimed to conduct a literature review on the topic by using the systematic literature review method called Bibliometrix. Through the combination of keywords, 116 papers were found. After eliminating the repeated papers, an analysis was made with the remaining 104 papers, presenting the sources of publication, period of publication, countries, among other characteristics. Finally, a more detailed analysis of the 10 most recent papers published in journals was performed.

The main results of this research are: publications on the topic have increased significantly from 2013, mainly in journals and conference papers; the most important elements connected with Quality 4.0 are Quality Management and Industry 4.0; there is not yet a universal definition for Quality 4.0; however, it seems that digital tools can be used to improve the performance of processes; one can expect a natural evolution from TQM to Quality 4.0, not replacing the traditional quality methods; activities inside organizations will be faster and smarter, due to the use of Big Data and Artificial Intelligence (AI), combined with traditional quality methods.

Identifying new approaches and gaps for quality research may improve the development of new concepts and tools.

This article is about THE INFLUENCE OF THE JAPANESE MANAGEMENT REVOLUTION ON MANAGEMENT IN THE WEST. Over the past five years there has arisen a growing interest in the dramatic advance of the Japanese economy and a vast literature has grown up in this topic. This article is an attempt to extract from this literature the ideas and concepts which are relevant to managers and management trainers in the West and then to discover what lessons there are to be learnt. What I have done is to take this huge random mass of information and used it as case material in the preparation of some coherent theory and then presented it in some teachable and communicable form. The sources I have used, extending as they do over a five year period of research, are far too numerous to mention every one by name and I take this opportunity to acknowledge my debt to them.

The history of Organizational Development (OD) reveals a much older tradition of organizational science than the conventional wisdom would suggest. By the 1960s and 1970s OD became self‐confident and dynamic. This period was not only highly experimental but established the principles of OD for much of the twentieth century. By the end of the twentieth century new images of OD had occurred and much of the earlier thinking had been transformed. This review illustrates some examples under a series of themes that have had a major impact on the discipline of OD and on the wider thinking of organizational theorists and researchers.