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The purpose of this paper is to present an innovative leadership development program, which forms part of a corporate social responsibility (CSR) outreach. The program aims to develop the leadership of school principals in under-resourced communities in South Africa, while simultaneously developing the business partners paired with these principals. Through creatively combining various leadership development interventions, the human and social capital of the school principals and collaborating leaders are expanded to prepare them for an uncertain, volatile environment. This paper focuses on the learning experiences of the business partners. The program exposes business leaders to scenarios that develop unique leadership skills.

An empirical study was conducted with a purposive sample of 73 business leaders who completed the 12-month leadership development program. A qualitative approach was followed, consisting of an online survey that predominantly required a narrative description of leaders’ perceptions and experiences. The qualitative feedback was thematically analyzed.

The findings indicated that the use of combined leadership development interventions is important in adequately preparing leaders for the challenges of a changing and unpredictable environment.

The findings of the research are limited by the small sample of 73 business leaders from a population of 294. Inferential statistics could not be conducted and responses to the survey cannot be regarded as representative of the total population. Possible bias may exist through utilizing a purposive sampling technique; however, this was counteracted through rigorous research, cross-checking and quality assurance initiatives.

The presented program innovatively combines the benefits of a CSR program with shared value in human and social capital. Business leaders are exposed to various leadership development interventions. This approach effectively prepares business leaders to deal with multifaceted contextual issues within a diverse, complex and volatile environment. The present paper shows that through successfully cultivating better leadership development initiatives and adopting appropriate and pertinent development programs, human and social capital available for economic progress are appropriately managed and channeled. Furthermore, resource exchange is enhanced through establishing strong interpersonal relations. This collaboration acts as a forerunner to business success. Hence, through adopting such intervention programs and teaching their processes and procedures, the development and implementation of positive public policy can be assisted.

The value of the current research on public attitude is that its results imply and create the belief and acceptance that uncertainty and disparity can be alleviated through developing strong interpersonal relations that improve the exchange of resources through the collaboration of public and business stakeholders.

This paper introduces an innovative leadership development program, which, as part of a CSR initiative, aims to improve the leadership of school principals in under-resourced schools, while simultaneously developing the business leaders involved in the initiative. This is done through partnering a school principal with a business leader in a formal participatory leadership development program. Research shows that the unique combinations of leadership development interventions cultivate school principals and business leaders who are emotionally and culturally intelligent, resilient and well prepared to push willingly beyond and across boundaries in unfamiliar environments.

The present paper aims at the identification of the critical variables of risk-based auditing (RBA). The variables under examination are the internal audit (IA), the audit committee (AC) and the cooperation between the RBA and the stakeholders (audit committee, external auditors, internal auditors, board of directors, fraud investigators, chief risk manager) (COOP).

A questionnaire survey was conducted among 176 Greek companies. The questionnaires were addressed to accountants, internal auditors, managers, chief risk managers and the board of directors. A total of 96 questionnaires have been collected and analyzed. PLS-SEM modeling was used as a tool to test hypotheses and analyze the findings.

The results show that three variables, i.e. the internal audit, the audit committee and the RBA cooperation with stakeholders have a statistically significant and positive effect on risk-based auditing (RBA). Additionally, the existence of partial-complementary mediation of the internal audit in the audit committee-RBA interaction is confirmed.

This study is an original research that identifies the essential variables of risk-based auditing in Greek companies. It attempts to analyze the perceptions of all stakeholders in risk-based auditing, including the internal audit, the audit committee, etc. and is not restricted only on internal auditors. Furthermore, the analysis is conducted with PLS-SEM Modeling, which is an innovative tool of testing hypotheses and analyzing results.

This paper seeks to provide guidance on specific ways by which organizations can overcome resistance by matching readiness strategies with forms of resistance.

The paper summarizes literature on resistance to change and readiness to change, leading to the development of specific recommendations for reducing resistance through specific readiness strategies.

Resistance, though common, may be more effectively managed if specific readiness strategies are matched with requisite sources of resistance.

The paper provides guidance on addressing primary sources of resistance by matching them with specific elements proposed by Armenakis et al. that lead to readiness for change.

The synthesis of literature related to creating readiness for change and resistance to change leads to a resistance to change typology, including three domains. While these domains have been addressed in change literature, the paper further expands on these domains by offering potential sources of resistances within each domain. This should lead to future research that explores these domains and sources within each domain in greater depth.

Pricing of natural gas in India suffers from asymmetry because of the presence of limited suppliers having byzantine contracts. The oligopolistic market combined with price regulation results in welfare losses, and market failure. We argue that for the sake of long-term development of natural gas sector in fast developing economies like India, the long-run marginal cost (LRMC) seems to be the most suitable pricing policy. In the case analysis, we present a theoretical framework of calculating LRMC while acknowledging that the conditions necessary for a ‘first-best world’ rarely exist. We conclude that it is very much possible to gradually move from the existing ad-hoc pricing mechanism to a more robust LRMC regime that takes into account not just the production cost but also a scarcity premium as well as any externalities resulting from the natural-gas fuel cycle. The outcome based on our model compares very well with the one from the Rangarajan Committee's formula that got the government's nod recently for fixing of price of indigenously produced natural gas, to be effective from 01st April 2014.