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The purpose of this paper is to complement the research that has been done in global projects so far and has two objectives: to study organizational challenges in global projects, compared with those of traditional projects; and to define and analyze the main organizational challenges the project team members and project managers meet when assigned to global projects.

The research is based on a survey sent to 550 project managers and people working in a global environment, data from 246 respondents, and 30 interviews with senior project team members.

The results show that the main organizational challenges are managing the external stakeholders in the global project; the local government in the country, local content demand, local authorities, local industry, and lack of support from the base organization and management. One of the conclusions is that companies need a relationship management approach to managing these challenges in global projects.

Organizational challenges are an underestimated area in projects and when it comes to an in-depth understanding of organizational challenges in global projects only a very few studies have been published compared with other project management issues. This article contributes to existing research by presenting the organizational challenges in global projects and how they differ from traditional projects.

The study aims to examine the human resource management challenges in Southern EU and their effect on organizational performance.

First, key challenges were identified in the existing literature. Then, these challenges were matched with those reported most often in the CRANET questionnaire. These challenges were operationalized into current organizational practices, also reported in the questionnaire. Last, t‐tests were used to explore the relationships between organizational effectiveness and the selected human resource management practices representing the challenges.

Key challenges involved training and development, efficiency and flexibility, and employee relations in all nations explored. Furthermore, practices of the training and development challenge, the employee relations challenge and the efficiency and flexibility challenge are significantly related to organizational productivity in most of Southern EU.

The study used single‐respondent, self‐administered questionnaires. Nevertheless, this study offers fertile ground for further, more in‐depth investigation of challenges and their relation to organizational effectiveness not only in Southern EU but also in other parts of Europe or the world.

Southern EU organizations should employ requisite training, development, flexibility and employee relations practices to achieve excellent organizational performance. Furthermore, governments may create policies to promote the above practices, since, in the long term, achieving organizational excellence will reflect positively on national economies. All these may be facilitated through proactive organizational, national and cross‐national HRD initiatives.

The significance of the present study stems from the fact that none of the existing literature explores the impact of human resource challenges on organizational performance.

Despite some academic recognition that leadership is particularly significant in reshaping the oil and gas industry’s contributions to global economic development and the sustainability of global energy supplies at affordable prices (Sharma et al., 2022), the attendant problem of how the industry’s leadership contributes towards the preservation of global environment and the maintenance of ecosystems’ balance, among other sustainability challenges, remains an academic lag. This calls for the urgent need for oil and gas companies to practice effective sustainable leadership approach at multiple organisational levels to address global environmental, economic and social challenges.

This paper adopts an interpretivist/constructivist philosophical stance, where findings have been extracted from in-depth thick descriptive qualitative research in Bahrain oil and gas industry. Companies operating within Bahrain oil and gas industry were identified as the unit of analysis. Empirical data are gathered through semi-structured interviews from senior management and analysed using thematic analysis. This paper is structured as follows: introduction, contextualisation of the UNSDGs in the oil and gas industry, literature on network leadership, research methods used to gather and analyse data from Bahrain oil and gas industry findings, contributions, limitations and trajectories for further studies.

The study’s participants argued that the emergence of transformational and Sustainable Network Leadership is essential to successfully and sustainably implementing the UN SDGs. In other words, the Sustainable Network Leadership is a contribution to the single, leadership competences approach of previous scholarship (Weber et al., 2022; Kumalo and Scheepers, 2021) partly because it evolves around the notion of positioning different network and change actors based on their capacity to lead, exchange their knowledge, effectively communicate the need to comply with SDGs and the skills to establish high density within a complex network of actors.

This study recognises its limitations in the sense that it is based on the single context of Bahrain oil and gas, and data were collected from senior management and executives only. Gathering data from a broader swathe of employees may have provided greater levels of leadership and organisational member nuances in both single and collective differences of leadership attributes.

Transformational and Sustainable Network Leadership provides a new construct in the perception (the “what”), instrumentalisation (the “how”) and theoretical re-conceptualisation of leadership within organisational change settings needing radical rethink for sustainable and successful change. The practical implications of transformational and Sustainable Network Leadership expose the way a variety of highly challenged organisational change contexts are interconnected to highlight not only their different sets of challenges but also their opportunities and the resolution mechanisms they present for organisational leaders and staff alike.

This paper identified the single, leadership competence approach as the dominant discourse in organisational change, leadership studies and presented an alternative collective set of leaders’ attributes. The less utilised network leadership concept was drawn upon to contribute network leadership attributes as a way of addressing the challenges faced by Bahraini oil and gas company leaders. Therefore, this study contributes to both network leadership, transformational leadership by expanding both domains to include organisational transformation and the leadership-of-risky change. This was done by identifying attributes and characteristics of Sustainable Network Leadership, then showing their significance as an approach to successfully and sustainably implementing the UNSDGs.

The purpose of this paper is to develop a theoretical model describing how immigrant employees’ organizational citizenship behaviors (OCBs) are influenced by their immigrant status. Additionally, this study attempts to explore the mediating role of perceived job mobility as well as the moderating role of organizational tenure in the relationship between immigrant status and OCBs.

A conceptual analysis was performed.

Drawing upon social identity, self-categorization, and impression management theories, this study proposes the following. First, an immigrant employee’s perceived different categorization of employment and organizational status will have a negative impact on his or her challenge-oriented OCB. Second, an immigrant employee’s perceived categorization of employment and organizational status will have a positive impact on his or her affiliation-oriented OCB. Third, perceived job mobility mediates the relationship between the perceived different categorization of employment and organizational status and challenge- and affiliation-oriented OCBs of an immigrant employee. Finally, an immigrant employee’s organizational tenure weakens (or strengthens) the negative (or positive) impact of immigrant status on challenge-oriented (or affiliation-oriented) OCB.

From a theoretical standpoint, this study provides a novel theoretical base that guides future research on immigrant employees’ OCBs in organizations. More importantly, this study offers recommendations that help maximize the effectiveness of immigrant employee’s OCBs.

Process mining (PM) has emerged as a leading technology for gaining data-based insights into organizations’ business processes. As processes increasingly cross-organizational boundaries, firms need to conduct PM jointly with multiple organizations to optimize their operations. However, current knowledge on cross-organizational process mining (coPM) is widely dispersed. Therefore, we synthesize current knowledge on coPM, identify challenges and enablers of coPM, and build a socio-technical framework and agenda for future research.

We conducted a literature review of 66 articles and summarized the findings according to the framework for Information Technology (IT)-enabled inter-organizational coordination (IOC) and the refined PM framework. The former states that within inter-organizational relationships, uncertainty sources determine information processing needs and coordination mechanisms determine information processing capabilities, while the fit between needs and capabilities determines the relationships’ performance. The latter distinguishes three categories of PM activities: cartography, auditing and navigation.

Past literature focused on coPM techniques, for example, algorithms for ensuring privacy and PM for cartography. Future research should focus on socio-technical aspects and follow four steps: First, determine uncertainty sources within coPM. Second, design, develop and evaluate coordination mechanisms. Third, investigate how the mechanisms assist with handling uncertainty. Fourth, analyze the impact on coPM performance. In addition, we present 18 challenges (e.g. integrating distributed data) and 9 enablers (e.g. aligning different strategies) for coPM application.

This is the first article to systematically investigate the status quo of coPM research and lay out a socio-technical research agenda building upon the well-established framework for IT-enabled IOC.

Sustainable development research assumes that startups, under extreme financial constraints, cannot sacrifice resources now for benefits later without risking their survival. Furthermore, their non-compliance with environmental regulations adds fuel to the fire. This paper aims to explore the challenges faced by startups in resource-scarce economies and the innovative ways of coping with these challenges.

The data for the study was collected through 17 semi-structured interviews taken from startup owners and industry experts based in Pakistan and Bangladesh. The transcribed data were coded through NVivo 12 and themes were generated by merging 47 open and 14 axial codes.

The findings show that a lack of government support and lack of organisational readiness and motivation significantly affect startups’ frugal eco-innovation. Empirical evidence reveals problems related to the business ecosystem, and internal organisational issues also contribute to challenges faced by startups in attaining a competitive position in the industry.

The study’s findings suggested leveraging dynamic capabilities can help lean startups in frugal eco-innovation. Furthermore, organisational cohesion, business ecosystem, government regulations and assistantship, organisational mismanagement and market realisation are decisive in startups’ competitive position in emerging economies.

The findings of the study will result in a higher adoption rate of more competitive business models, and hence, startups’ sustainability. The results would be an effective and efficient deployment of sustainable technological solutions, creating more customer and shareholder value leading to economic growth.

This research offers a comprehensive analysis of frugal eco-innovative startups by exploring the interplay between different challenges and organisational capabilities. Furthermore, the study contributes to the existing body of knowledge by providing empirical evidence that eco-innovation can be conducted in a resource-constrained environment. This study challenged the scholarly and managerial assumption of the availability of finances as a significant player in eco-innovation. The study also links the Darwin theory of startups to a competitive edge over rivals for startups’ survival.

The purpose of this paper is to investigate how to analyse the possibilities for e-government transformations in public sector organisations and how these possibilities can be improved.

The research constructs a model based on a literature review that focusses on the pressure that drives transformations, on the challenges transformations face and on the abilities needed for overcoming these challenges. The resulting model is subsequently used to analyse a successful case and to identify the keys to success in terms of the strategies used to transform.

The possibilities for transformation depend on the organisational and contextual configuration (a public sector organisation and the context it operates in) which is more or less supportive of transformations. The configuration can be characterized by the pressure to transform, the challenges that must be overcome and the abilities to do so. There are some basic conditions that impact the possibilities for making the configuration more supportive of transformations: the interest of powerful stakeholders, the degree of publicness, the possibilities for changing the configuration are path dependent and the factors that matter for the possibilities for transformation are interrelated and might be governed by different authorities which make it difficult to manage and change them. When improving the possibilities for transformation in a configuration, the pressure can be increased, transformations can be made easier to accomplish by reducing challenges and by providing more support and abilities might be developed to better overcome the challenges. Transformation is accomplished through an interplay between actions that improve and exploit the configuration.

The findings are based on a single case.

The public sector should find the balance between making transformations easier and increasing capabilities. The lessons from this research suggest that a more balanced strategy focussing more on eliminating the contextual and organisational challenges that make these projects so complex and providing more support might be a better investment than just aiming to increase project level capabilities.

Just as practice might benefit from changing the balance between increasing project level capabilities and making transformation easier, e-government research might improve its relevance by changing the balance between suggesting new approaches and researching the basic conditions for the exploitation of IT in public sector organisations. While the essence of public sector organisations in some cases makes transformations very challenging, there are still factors that might be improved upon through research.

Previous research has established knowledge about transformational challenges and solutions. Based on this knowledge this research constructs a model that can be used to systematically analyse the possibilities for success, and strategies for dealing with these challenges are suggested.

The purpose of this paper is to achieve an understanding of the challenges and preconditions for inter-organizational collaborative project practices in industrial engineering projects. A framework for identifying the challenges and preconditions for inter-organizational collaboration is presented.

The adopted research method is qualitative, and empirical data were collected from the industrial engineering project sector in Finland. The literature related to industrial engineering projects and inter-organizational collaborative project management practices is summarized, informing the qualitative design of the study.

By analyzing empirical data from industrial engineering projects, the challenges for inter-organizational collaboration are identified in each industrial engineering project stage. A framework of preconditions for inter-organizational collaboration is identified, in which investors are advised to pay attention when deciding on the use of collaborative project management methods.

The findings of this study help practitioners deal effectively with mechanisms aimed at fostering and hindering inter-organizational collaborative practices. The identified preconditions for inter-organizational collaboration provide support for decision-making in every phase of an engineering project and can be used as guidelines throughout the process.

Inter-organizational collaborative project management practices have recently been attracting attention in the industrial engineering project setting. This research is an attempt to identify the underlying forces supporting and preventing inter-organizational collaboration in industrial engineering projects. This study offers a framework that can help academics and project management practitioners deal with the challenges affecting inter-organizational collaboration at each project stage and consider preconditions for inter-organizational collaboration in industrial engineering project settings.

This paper makes a qualitative inquiry about how organisational resilience can be nurtured through knowledge management practices in parastatals to cope with environmental challenges. The paper identifies parastatal challenges and organisational resilience mechanisms.

A phenomenological paradigm through conversational discourse is used to investigate the building of organisational resilience. Twelve cases are covered to provide data that is interpretively analysed using direct quotes, causal-effect matrix and vignette.

There are various phenomenological knowledge management practices like knowledge acquisition, knowledge sharing, knowledge creation, knowledge storage and retrieval that are undertaken to cope with certain organisational challenges which this study identified. Organisational resilience mechanisms are reported.

This study is limited by a convenient sample and interview subjectivity as well as a small part of the public sector that was studied.

Organisations should design an appropriate knowledge management system to acquire, create, share, store and retrieve knowledge as a critical resource for building organisational resilience mechanisms.

This study makes a contribution to the body of knowledge about how phenomenologically public organisations develop resilience mechanisms through knowledge management practices.

This paper aims to explore the reporting challenges and related organisational mechanisms of change associated with disclosing corporate risks within integrated reports.

This paper adopts a Latourian performative approach to explore the organisational mechanisms of change in terms of networks of actors, both “human” and “non-human”, involved in the preparation of risk-related disclosure. Empirical evidence is collected by means of in-depth interviews with the preparers of an integrated reporting pioneer company.

Preparing disclosure on corporate risks in the context of integrated reporting demands close interaction among several actors. When disclosure shifts from listing key risks to providing information on how these risks are managed or connect with corporate strategy and value creation, departments not usually involved in corporate reporting play an active role and external stakeholders offer pertinent insights, benchmarks and feedback. Integrated reporting and risk management frameworks are the “non-human” actors that facilitate the engagement of diverse “human” actors.

Preparers should be aware that risk disclosure within integrated reports requires collaboration among (“human”) actors belonging to different departments and the engagement of external stakeholders. Preparers should consider the frameworks of integrated reporting and risk management as facilitators of cross-departmental discussions and dialogue, rather than mere contributors of guidelines and recommendations.

This study enriches the scant literature on organisational mechanisms of change made in response to integrated reporting challenges, showing subsequent advancements in the organisational process underlying the preparation of risk disclosure.