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The aim of this study is to examine how and in what way authentic leadership and affective employee commitment foster the learning organisation in the context of transitional market conditions. Acting as role factors, their relationships with the learning organisation were examined simultaneously, at leadership and employee level.

The study was conducted on a sample of 500 employees from various industries of Serbian transitional economy. For the research purposes, structural equation modeling (SEM) methodology was used.

The findings reveal that authentic leadership and employee commitment both play an important role. Specifically, authentic leadership directly and indirectly affects the learning organisation. The indirect effect is partially mediated by the employee affective commitment.

The focus of this study is limited to the role of authentic leadership in fostering the learning organisation. Apart from leadership and employee commitment, it might be assumed that other variables have the potential to play a role in fostering the learning organisation as well.

To the best of the authors’ knowledge, no previous study has focused on authentic leadership and employee commitment as an “enabling-mechanism” in fostering learning organisations in the context of transitional economies. Consequently, this paper provides theoretical and practical implications on how and in what way they impact a learning organisation by empirically studying them in the context of transitional market conditions.

This research aimed to explore whether different project management approaches (traditional, agile or hybrid) differentiate concerning their impact on project success, taking project success as multidimensional phenomena. In addition to this, the authors wanted to explore if specific project characteristics moderate these effects.

The authors empirically addressed these on a sample of 227 project professionals worldwide. The exploratory factor analysis (EFA) of project success dimensions was done to validate these factors' constitution concerning their manifest variables. The K-means cluster method was used to distinguish respondents' profiles among agile, hybrid and traditional project management approaches. To test the significance among research groups, the research hypotheses were tested with ANOVA tests.

The authors evidenced that the agile approach has a more significant positive impact concerning the two out of five dimensions of project success, under analysis in this research (impact on the team and preparing for the future), over the traditional approach.

The research is relevant for project management practitioners to tailor the success-oriented project management approach and for academics to develop project management contingency theory.

The authors constructed a research framework to test the impact and effectiveness of different project management approaches (traditional, agile, hybrid) on the dimensions of project success in different contextual conditions (organization industry, project type, novelty, technology, complexity and pace). The paper's main contribution is to expand data on the impact of these approaches on project success and compare them with relevant results and findings of previous research.

I REMEMBER one elderly librarian who insisted on keeping the works of obscure authors like Lermontov on the shelves, even when faced with the plain fact that no dates were ever stamped on the labels of the books in question. Whatever happened, the books stayed, year‐in, year‐out. Here, then, was a librarian of the old school, a guardian of culture, keeping to his post while the inner‐city housewives ran for the Mills and Boons on the returned‐books trolley like piranhas hot on the scent of human flesh. He didn't care: sitting at his desk, making careful notations on the backs of book‐cards, he could ignore the crowd and think about Lermontov.

THERE is a danger in reviewing developments in the reprographic field that one will merely degenerate into giving a catalogue of the recent hardware. Yet the hardware is important. One is reminded of Verner W. Clapp's remark regarding the effectiveness of the American Council on Library Resources that at the end of 11 years, $10 million and 413 grants, contracts and projects, the work of the Council on Library Resources had brought about a great many improvements but that, on the whole, the state of the art was just about where it was when they started!.

Based on the human resource (HR) and supply chain integration (SCI) literature, this paper aims to argue that high-involvement human resource practices (HIHRP) work as a complementary capability for SCI, and thus, HIHRP moderates the relationship between SCI and firm productivity. This moderating role is analyzed through the following HIHRP dimensions, namely, ability-enhancing, motivation-enhancing and opportunity-enhancing practices framework.

Using empirical data collected from a survey of the agri-food sector (horticultural firms of southern Spain), the moderating effects of HIHRP on the relationship between supply chain external integrations (with customers and suppliers) and productivity are examined. Hierarchical regression analysis is used to test the proposed hypotheses.

The results support that HIHRP has a moderating effect on the SCI/productivity relationship. However, these results are only significant in the case of supplier integration.

This study analyzes HIHRP as a complementary asset in the context of SCI and makes both theoretical and managerial contributions to the SCI literature by empirically analyzing the role of HR practices in enhancing the relationship between SCI and performance.

The purpose of this paper is to re‐examine the subsidiarity rule in unjust enrichment and challenge some of its theoretical foundations and its unqualified application in unjust enrichment law as a whole.

The paper uses a comparative approach with South African and Brazilian laws as the main reference points, but it extends the analysis to common‐law jurisdictions elsewhere. It explores the extent and limits of the applicability of the rule in claims arising from the built environment. It analyses the interaction between the subsidiarity rule and the defence of change of position.

It concludes that, in three party cases, subcontractors may be able to use enrichment actions against owners to obtain an adequate redress. The exclusion of enrichment claims where there is a consensual distribution of risks and rewards normatively operates to validate any transferred benefit and eliminates any prospective normative gain or loss. However, policy‐based claims for unjust enrichment can be made even in the presence of such bargains.

The paper pioneers the analysis of subsidiarity rule in the specific context of the built environment. It presents an original examination of the interaction between the subsidiarity rule and change of position defence.