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Administrative counselling (AC) is a unique feature of Japan’s public sector. Comparable to a decentralised “shop front” ombudsman function, AC may serve to lift public confidence in administrative actions. This paper analyses AC as a contributor to program evaluation at a time when Japan’s public sector is in crisis and probably at a turning point in its history. A central question is whether AC can help the Japanese public sector to respond to increasing criticism of its performance and structures. AC deals with a large number of cases annually and so holds the potential to restore public confidence in the public sector. Aggregation of the patterns of complaint behind the AC cases can also be an effective diagnostic tool for the direction of program evaluation resources. The voluntary nature of AC and its reliance on the efforts of citizens of social standing may mean that it is not capable of implementation outside of Japan. While implementation of AC in non‐Japanese public sectors would require significant cultural shift it is nevertheless worthy of further analysis.

Self‐efficacy has been defined as individuals’ beliefs, thoughts, and feelings about their personal capabilities that affect how they function and, which in turn influence their performance (Bandura 1977). Self beliefs can influence behaviour choices, determine the amount of effort needed and for how long, and encourage thought patterns and emotional behaviours necessary to succeed. It is theorised that students with unrealistic expectations (especially overly optimistic expectations) may have difficulty aligning efforts with desired performance levels and, as a result, perform more poorly. In this study, selfefficacy is operationalised as the difference between actual and predicted examination performance. Prediction errors in the final examination marks (MERR) and prediction error in the overall course grade (GERR) of a second year management accounting course are used as measures of Self‐efficacy. Using regression analysis, the results indicate that the efficacy measures are significant and positively related to course performance. This suggests that students who are more conservative in their expectations of the course results perform better than those who are more optimistic. The findings also showed that student characteristics of previous academic achievements (CGPA) and hours of study per week (HRWK) explained more that 40 per cent of the variations in the self‐efficacy measures. The higher a student’s CGPA, the more conservative or cautious he is in the prediction of his final course performance. The more pessimistic a student is of his final course performance, the lower the number of hours he estimates for studying the course.

This paper is a theoretical review of the logic of appropriateness. First, it defines what is meant by a logic of appropriateness in the work of March and Olsen and then discusses the dynamics of the logics of appropriateness and consequence. Second, it examines how the rules of appropriateness have developed and changed and discusses the advantages of using the logic of appropriateness. Third, it illustrates some applications of the logic of appropriateness by focusing on studies of public sector reforms and suggests how the logic of appropriateness might be used to understand the handling of COVID-19. Fourth, some of the critiques and elaborations of the logic of appropriateness are discussed. Finally, some conclusions are drawn and needs for future research indicated.

Purpose: This chapter considers talent management in ‘situ’, at a time of unprecedented disruption, and identifies implications for practice and study.

Methodology/approach: We compare normative advice from the talent management literature with publicly available accounts of talent management strategies employed during the Covid-19 pandemic. We also include perceptions of employees from publicly available reviews (Glassdoor, 2020a), and a brief personal account.

Findings: Hospitality and tourism organisations are encountering unprecedented pressures for change, primarily due to Covid-19 as well as the sustainability and social justice movements. We identify three organisational responses to the pandemic – closing/contracting operations, consolidating around areas of strength, and creatively pivoting in new directions. Innovations in talent management were found to vary accordingly, including: humane downsizing and pay cuts; training and development (for managers and front-line employees, including in emotional intelligence, resilience, and delivering service excellence online); new talent acquisition, through new programmes, structures, roles, and partnerships; an enhanced employee value proposition, including safe and fun work environments, as well as improved pay and benefits; commitments to social equity and sustainability; courageous, creative, and resilient leadership; and effective communication. Despite these innovations, employee reviews suggest that top performing organisations continue to fall short on work–life balance, un-social working hours, inadequate compensation, and poor-quality managers.

Practical implications: Ever increasing business complexity requires skilled senior managers in multiple domains, and empowered, decentralised unit-level managerial and owner competence (with skills in emotional intelligence, collaboration, and negotiation). Front-line employees, capable of delivering excellence in customer service (despite disrupted circumstances), are more essential than ever. Successful enterprises, both now and in the future, will undoubtedly be those that prioritise talent, throughout all levels of organisation.

Research limitations/implications: Future research should undertake a more comprehensive investigation of talent management strategies employed (including from small business owners), as well as employee perceptions of their effectiveness (considering socio-economic differences as well as gender and race). Research is also needed with respect to the perceived value of organisational commitments to sustainability and social justice initiatives.

Originality/value: This chapter uniquely considers talent management at a time of crisis. Methodologically, it uses publicly available data of employee perceptions of their employers.

Hal Gregersen is one of the pioneers of the field of global leadership. Along with J. Stewart Black and Allen Morrison he created one of the early foundational competency models in the field that was published in their book, Global Explorers: The Next Generation of Leaders (1999). Since that time, Hal has studied the skills associated with innovative leadership with Clayton Christensen and Jeff Dyer. A good introduction to this research is their award-winning book, The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators (2011). His most recent book, Questions are the Answer: A Breakthrough Approach to Your Most Vexing Problems at Work and in Life (2018), explores the art of questioning – a skill he argues is critical to leadership productivity. We were curious about Hal's research journey from the study of global leaders to his current research focus – the power of questions – and he graciously agreed to be interviewed for this volume of Advances in Global Leadership. Hal is a Senior Lecturer in Leadership and Innovation at the MIT Sloan School of Management. Before joining MIT, he taught at INSEAD, London Business School, Tuck School of Business at Dartmouth College, Brigham Young University, and in Finland as a Fulbright Fellow.