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This paper reports the results of an extensive study of the effectiveness of MD&As. Our primary research question can be stated as follows: To what extent do MD&As, as currently issued, meet the self‐perceived needs of individual investors? To answer this question, we examine the responses to a survey questionnaire. The content of the questionnaire was based on an earlier survey conducted in 1973 by Epstein (1975). Our results are based on a random sample of shareholders owning at least 100 shares of one stock on either the New York Stock Exchange or the American Stock Exchange. We conclude that the MD&A section of annual reports is a potentially useful investment tool. In its current state, however, investors read it less, and rank it as less useful than the financial statements. Our survey indicates that it is not difficult to understand. We attribute its poor performance, in part, to a lack of credibility, and, to a larger extent, to a lack of prospective information. Evidence on the relationship between demographic characteristics and usefulness shows that wealthy, inexperienced investors are the only group of investors who are currently using the MD&A in any substantial way.

The purpose of this study is to develop an Islamic corporate social responsibility (ICSR) model.

Based on Qur’anic verses and previous literature, the authors aim to develop an ICSR model with an extension of the corporate social responsibility (CSR) theory of Carroll (1979).

This study extends the theory of Carroll (1979) using an operational definition of CSR that encompasses the economic, legal, ethical and philanthropic dimensions of CSR from an Islamic perspective. This ICSR model is applicable to both Islamic and non-Islamic business systems because both Islamic and Western CSR have common humanitarian grounds.

The conceptual research is not tested in this article. Further, not all Islamic principles are integrated in this model.

Many Western theoreticians have attempted to offer theoretical, moral and ethical grounds for CSR initiatives. However, these attempts have been broadly criticized for problems relating to justification, conceptual clarity and possible inconsistency and for failing to provide adequate ethical guidance to business executives who must determine which course to pursue and their level of commitment. Therefore, there is a need to develop the concept of CSR, which has gained popularity and wide acceptance among the Western and Islamic business communities, especially from an Islamic perspective.

Research confirms that leaders continue to struggle in earning followers’ trust, commitment, and organizational citizenship. The purpose of this paper is to explain the importance of the relationship between leader and followers as a covenant and to identify five roles of the leader that are necessary to be effective in creating the required relationship with followers to earn their trust in an increasingly competitive and complex market.

The approach of this paper is to present a summary of the nature of psychological contracts and to identify seven testable propositions about covenantal leadership and its ability to build trust and honor duties implied in psychological contracts of employees.

The authors explain how the five roles of the covenantal leader increase trust and examine each of these roles in identifying the importance of covenantal leadership in serving the modern leader.

This research reaffirms the importance of leaders understanding the often unarticulated perceptions of their employees in imposing moral duties and obligations on leaders and organizations.

The practical value of this paper lies in its insights about the importance of leaders understanding and honoring implied as well as stated duties, and in recognizing employee perceptions about their needs and the often unaddressed obligations of leaders and organizations.

The underlying assumptions of this paper are that leaders who seek to create greater commitment and higher performance can do so by seeking out, understanding, and honoring the implicit and explicit assumptions and expectations of their employees.

Covenantal leadership is a relatively new leadership model introduced by Moses Pava (2003) and the five roles of covenantal leadership have rarely been addressed as a leadership perspective in the scholarly and practitioner literature.

For more than 70 years, leaders of all types have consistently struggled to earn the respect and followership of others to earn the employee trust which is the key to innovation and competitive advantage and to create organizational systems and cultures that fit their strategic objectives. The purpose of this paper is to address what would be “good enough” leadership qualities.

Research methodology included research into several individuals that exceeded in leadership, and an examination of how they used the “good enough” leadership styles to be successful as leaders.

This paper suggests several ways to be an effective “good enough” leader. These ways translate your values into concrete directives, jettison dead metaphors, explore enlivening ones, subject your values to the test of dialogue, and hold onto your values less tightly.

Leadership and leadership qualities have been widely discussed in the literature. This paper approaches the situation differently. Rather than striving for perfection and being frustrated for not reaching it, this paper explores “good enough” leadership qualities that actually work well in the professional arena.

As corporate life is influenced by various things, there is no justifiable reason to believe that the spiritual power (capacity) should not be one of them. Thus, the purpose of this paper is to argue that workers need to develop another core competency, knowledge and skill, that is, spiritual intelligence (SI).

This paper draws on a literature review to support its conclusions. In this sense, this paper carefully examines relevant popular and academic books, handbooks, articles, papers, thesis and doctoral dissertations related to SI. In addition, this paper depicts a conceptual model of SI that is made up of some research propositions, namely, professional moral courage, altruism, hope state, optimism, cooperative capacity, organizational justice mindset and listening skill.

Overall, the literature review suggests that without such a capacity, we would be enjoying merely impoverished lives (here referred to as the outcome of a set of harmful aspects such as an existence without spiritual compass, meaning, worthy purposes and desire to face the shadows of our own personality).

This paper proposes that SI is the path to reach and develop our own spirituality. When this ability is triggered, we are potentially able to make some important contributions to the people that live around and rely on us.

This paper argues that SI can be regarded as a human capacity that connects us with the ultimate frontier, that is, the spiritual realm. As such, it is proposed that it can be cultivated over time in a careful and disciplined way by anyone that is really interested in developing his or her spirituality.

The purpose of this paper is to explore how practical wisdom rooted in Buddhism can help modern managers make decisions in contemporary business organizations.

The paper suggests a model explaining how individual level Buddhist beliefs in Dependent Origination are reflected in behavior of individual through mindfulness, compassion and expansion of self. The model also explores the consequences of above mentioned behavior in terms of individual, group and organizational level decision making, respectively.

The paper develops propositions which demonstrate the possibility of applying the practical wisdom of Buddhism into the individual, group and organizational decision-making processes. The paper proposes an integrative model and suggests initiatives that can be taken in business organizations and business schools for applying the practical wisdom gleaned from the Buddhist traditions.

The paper brought the core concepts of Buddhism as the main point of application in the decision-making process in management. However, this approach is perhaps difficult to grasp for the readers who may not be as conversant with that tradition.

Rich eastern traditions have remained underexplored in contemporary business literature. This paper examines the potential contributions from the Buddhist heritage in the crucial decision-making domain in management.