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Significant advances in digital technologies impact both organisations and knowledge workers alike. Organisations are now able to effectively analyse significant amounts of data, while accomplishing actionable insight and data-driven decision-making through knowledge workers that understand and manage greater complexity. For decision-makers to be in a position where sufficient information and data-driven insights enable them to make informed decisions, they need to better understand fundamental constructs that lead to the understanding of deep knowledge and wisdom. In an attempt to guide organisations in such a process of understanding, this research study focuses on the design of an organisational transformation framework for data-driven decision-making (OTxDD) based on the collaboration of human and machine for knowledge work. The OTxDD framework was designed through a design science research approach and consists of 4 major enablers (data analytics, data management, data platform, data-driven organisation ethos) and 12 sub-enablers. The OTxDD framework was evaluated in a real-world scenario, where after, based on the evaluation feedback, the OTxDD framework was improved and an organisational measurement tool developed. By considering such an OTxDD framework and measurement tool, organisations will be able to create a clear transformation path to data-driven decision-making, while applying the insight from both knowledge workers and intelligent machines.

This chapter examines organisational change processes that occur when accountability demands from powerful external stakeholders change. It investigates, firstly, whether these external accountability demands impact on the performance management systems of two different types of organisations. Secondly, it considers whether the goals for improved performance contained within the external accountability demands are realised. The chapter derives its primary insights from analysing in-depth interviews with managers working in a private sector company and in public sector organisations. The analyses reveal complex organisational responses. In the public sector case study, the organisations tended to reorient their performance management systems towards the external accountability demands; whilst in the private sector organisation, pressures from falling share prices forced managers to focus their decision making on the preferred performance measures contained in shareholders’ accountability demands. However, whilst there is some evidence of performance management system changes, the desires for improved performance subsumed by the external accountability demands are not necessarily realised through the performance management system changes.

This chapter explains organizational accountability in context of a revolutionary change by the emotional capability of an organization and the ethical orientation of its top executives. Four situations lead to four propositions accounting for the level and durability of an organization's accountability. This chapter fills a gap in the literature by articulating two antecedents of organizational accountability, underlines the relevance of organizational ethics, and extends the realm of emotion management to strategic organizational outcomes.

In this chapter, we explore gender equity issues in relation to the governance of sport in Wales. Our focus is primarily on Sport Wales (SW), the national agency responsible for developing and promoting sport and physical activity in Wales and for distributing National Lottery and Welsh Government funding. As a public authority, SW has a statutory responsibility to promote equality and eliminate direct and indirect discrimination. Their recent policy commitments express a desire to advance equality and promote inclusion and diversity within sports organisations in Wales. They also set the agenda for National Governing Bodies (NGBs) in Wales, in terms of providing a policy framework for understanding and pursuing gender equity in sport and sport governance. In this chapter, we present a snapshot of the governance and leadership policy landscape for Welsh sport, with a specific focus on gender equity. We present data collected from publicly available online policy documents relating to SW, and their NGB partners, relevant to gender equity provision. Based on the data, we suggest that there is evidence of progress in terms of the numbers of women on boards in Wales as well as the creation of gender equity policies within NGBs in Wales. We argue, however, that progress is inconsistent across the different NGBs in Wales, and it is less clear whether sport governing bodies can implement policies to effectively challenge organisational culture and ethos. We concluded by suggesting future Wales specific research priorities on this topic.

This chapter focused on challenges and tensions that characterize leadership in the military context. It aims to identify and analyze key paradoxes that are reflected in this unique setting, while exploring the challenges, opportunities, and advantages posed by these core paradoxes for leadership. It addresses different types of paradoxes, among them: (a) shared leadership versus hierarchical leadership, (b) flexibility and creativity versus conformity and discipline, (c) complexity and chaos versus simplicity and linearity, (d) hegemonic and prototypical leadership versus leadership of multiple identities, and last (e) distant leadership and exchange relationship versus intimate leadership and communal relationship. For each focal paradox, we uncover the dynamics, processes, management tensions, and possible subsequent outcomes. We suggest that leadership that is able to effectively attend to competing expectations and paradoxical tensions is essential in the current hybrid and complex organizational structure and unique context of the military. The chapter draws on interviews and prior research of leadership in the Israeli military, as well as other global military contexts, to gain a more nuanced understanding of the challenges of modern military leadership.

The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to as “culture clash.” To provide managers with actionably insight, PRF dissects PMI risk into specific relationship-oriented phenomena, critical to outcomes and which should be addressed during PMI. This framework is a conceptual and theory-grounded integration of numerous perspectives, such as organizational psychology, group dynamics, social networks, transformational change, and nonlinear dynamics. These concepts are unified and can be acted upon by integration managers. Literary resources for further exploration into the underlying aspects of the framework are provided. The PRF places emphasis on critical facets of PMI, particularly those which are relational in nature, pose an exceptionally high degree of risk, and are recurrent sources of PMI failure. The chapter delves into relationship-oriented points of failure that managers face when overseeing PMI by introducing a relationship-based, PMI risk framework. Managers are often not fully cognizant of these risks, thus fail to manage them judiciously. These risks do not naturally abide by common scholarly classifications and cross disciplinary boundaries; they do not go unrecognized by scholars, but until the introduction of PRF the risks have not been assimilated into a unifying framework. This chapter presents a model of PMI risk by differentiating and specifying numerous types of underlying human-relationship-oriented risks, rather than considering PMI cultural conflict as a monolithic construct.