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The authors examine how a not-for-profit organisation (NPO) coordinates NPO's actions during the coronavirus disease 2019 (COVID-19) global pandemic to remain focussed on strategic and operational goals.

The authors conducted a live case study of an NPO as the crises caused by the COVID-19 pandemic unfolded. Drawing on a sensemaking perspective that incorporates sensegiving, the authors develop a framework of five types of organisational sensemaking. The authors analyse weekly planning meetings during which managers discussed past performance, forecast performance and the forecast duration of current cash reserves.

The authors show how three of the five types of organisational sensemaking helped to coordinate actions. The authors highlight how accounting information triggers organisational sensemaking processes; but depending on the type of organisational sensemaking, accounting information has little further role. The authors also show that the stability of decisions depends on the types of organisational sensemaking.

The authors show how coordination as a management control practice is enabled by organisational sensemaking within an NPO during a crisis. Organisational sensemaking enabled the agreement of actions, which enabled coordination. Accounting practices provided trigger mechanisms to facilitate organisational sensemaking.

Since this study is the first to examine sensemaking processes and accounting practices in coordination in an NPO in a pandemic, the authors contribute to the limited research on NPOs during crises and on the management control practice of coordination. The authors extend the accounting literature on sensemaking by showing that, whilst accounting triggers organisational sensemaking, accounting is only implicated in one type of organisational sensemaking and by revealing the different outcomes of the different types of organisational sensemaking.

This chapter discusses the connection between authentic leadership and meta competence, examining whether authentic leadership can be developed or promoted in educational processes. The authors propose the concept of shaping orientation: problem-based learning without a fixed solution but with the generation of a solution-finding approach through the process of holistic action. They posit that training in authentic leadership can be embedded in curricula if learning is problem-based. This proposition poses important research and pedagogical questions for research. Is there evidence that problem-based learning generates the leadership qualities and attitudes that the authors claim? If so, how can this relationship be reliably tested over time?

Agile project teams are self-managing and self-organizing teams, and these two characteristics are pivotal attributes of emergent leadership. Emergent leadership is thus common in agile teams – however, how these (informal) emergent leaders can be identified in teams remains far from understood. The purpose of this research is to uncover techniques that enable top management to identify emergent agile leaders.

We approached six agile teams from four organizations. We employ social network analysis (SNA) and aggregation approaches to identify emergent agile leaders.

We approached six agile teams from four organizations. We employ SNA and aggregation approaches to identify emergent agile leaders.

Seven emergent leaders are identified using the SNA and aggregation approaches. The same leaders are also identified using the KeyPlayer algorithms. One emergent leader is identified from each of the five teams, for a total of five emergent leaders from the five teams. However, two emergent leaders are identified for the remaining sixth team.

Emergent leadership is a relatively new phenomenon where leaders emerge from within teams without having a formal leadership assigned role. A challenge remains as to how such leaders can be identified without any formal leadership status. We contribute by showing how network analysis and aggregation approaches are suitable for the identification of emergent leadership talent within teams. In addition, we help advance leadership research by describing the network behaviors of emergent leaders and offering a way forward to identify more than one emergent leader in a team. We also show some limitations of the approaches used and offer some useful insights.

Creative labor in the perfume industry can be identified as perfumers or perfume designers who have spent years in the industry either with formal education or firsthand practice and have developed their skills. They are skilled in matching various fragrances and work with the client's framework to produce perfumes. This chapter analyzes the literature about creative labor's living conditions and aspirations, focusing on the perfume industry and its role in producing perfumes. Perfumery is looked at from a creative and artistic perspective, and the prerequisites of becoming a successful perfumer are analyzed. In an industry where talent plays a crucial role in one's success, perfumers are identified as those who work with large brands to produce perfumes for the masses or cater to specific individuals. Bespoke perfumers such as Sylvaine Delacourte and Jean-Claude Ellena have a lot more flexibility and autonomy in their work because of their superior level of skill. They can charge soaring prices for their work. Whereas other creative workers in creative projects have to undergo a long collaborative process where they are required to work within the framework provided by their clientele to launch a new perfume product. Previous literature by Richard Florida and Brian Moeran about the creative class has been used to identify the characteristics of creative labor in the perfume industry. The creative process in perfumery in terms of high-end luxury products and mass production products is discussed. Manufacturing of perfumes today is primarily industrial, and the role of perfumers in the high-end prestige market and mass market in terms of their creativity is analyzed. Additionally, the top perfumers’ style of work and the creative process involved in making perfumes are discussed.

To combat climate change and safeguard a liveable future, humanity needs fundamental and rapid social change. The purpose of this paper is to show, why and how climate communication can play an important role to nurture the public engagement needed for this change, and to explore, what higher education for sustainability can learn from climate communication.

The scientific evidence base on climate communication for effective public engagement is summarised into 10 key principles, including “basing communication on people’s values”, “conscious use of framing” and “turning concern into action”. Based on the author’s perspective and experience in the university context, implications are explored for sustainability in higher education.

The study provides suggestions for teaching (e.g. complement information with consistent behaviour by the lecturer, integrate local stories and provide students with basic skills to communicate climate effectively), for research (e.g. make teaching for effective engagement the subject of applied research), for universities’ third mission to contribute to sustainable development in the society (e.g. provide climate communication trainings to empower local stakeholders) and greening the campus (develop a proper engagement infrastructure, e.g. by a university storytelling exchange on climate action).

The study provides an up-to-date overview of climate communication research, which is in itself original. This evidence base holds interesting learnings for institutions of higher education, and the link between climate communication and universities has so far not been explored comprehensively.

Organizations are full of contradictions and leadership dilemmas. Managers often face challenges such as selecting between two contradicting options such that which one is more important can hardly be judged. To manage contradicting dynamics, today’s managers can adopt the paradoxical leadership approach. We build a theoretical model to investigate the influence of paradoxical leadership on multi-dimensional project agility (proactivity, adaptability, and resilience), and multi-dimensional project success (management, investment, and ownership success).

Drawing on survey-based data from the China–Pakistan Economic Corridor (CPEC) megaproject (N = 209), we performed covariance-based structural equation modeling to test the conceptual model.

The findings show that (1) paradoxical leadership has a significant positive impact on megaproject success, (2) paradoxical leadership has a significant positive influence on project agility, (3) project agility has a significant positive effect on megaproject success, and (4) project agility has a significant effect that mediates the link between paradoxical leadership and megaproject success. This research provides a theoretical and practical comprehension of paradoxical leadership with a new perspective on megaprojects.

This study provides an extension of the existing studies on paradoxical leadership and identifies the role of contradicting dynamics and their impact on multiple facets of megaproject success. It not only clarifies the relationship between paradoxical leadership and megaproject success, but also identifies the mediating role of project agility that can play an effective role in mobilizing success in megaprojects.

The purpose of this study is to develop the scale of the metaverse experience and examine the effect of the metaverse experience on consumer happiness in luxury brands.

A survey was distributed to metaverse users from general participants in the Republic of Korea. To reach this goal, the domain of the metaverse experience is defined, items are created through qualitative interviews, the initial scale is refined and then the scale is tested. A total of 262 valid responses were used for exploratory factor analysis (EFA), and 238 data were used for confirmatory factor analysis (CFA). The hypothesis was tested using structural equation modeling (SEM) and SmartPLS 3.0.

The results showed that the metaverse experience comprises three sub-constructs, namely fantasies, feelings and fun. Also, the metaverse experience affects consumer happiness positively in luxury brands.

This study investigates consumer experience in the metaverse environment. The authors examined the metaverse experience based on the experiential aspects of the consumption of luxury brands and develop the scale development of the metaverse experience. Furthermore, the relationship between metaverse experiences and consumer happiness provides a new perspective in studying metaverse marketing strategy and customer service creation.

The purpose of this study is to examine how companies integrate cyber risk into their enterprise risk management practices. Data breaches have become commonplace, with thousands occurring each year, and some costing hundreds of millions of dollars. Consequently, cyber risk has become one of the gravest risks facing organizations, and has attracted boardroom-level attention. On the other hand, companies already manage many kinds of difficult and growing risks, and that firms lose less than 1% of annual revenues as a result of cyber incidents. Therefore, how should firms appropriately address cyber risk? Is it indeed a materially different kind of risk area, or is it simply just one more risk that can seamlessly be integrated into existing enterprise risk management (ERM) practices?

The authors performed thematic analysis based on semi-structured interviews, with non-probabilistic, purposive sampling, to answer two main questions. First, how do firms manage enterprise risks, generally? And second, how are they integrating cyber risk into these existing processes?

The authors find that there is considerable variation in the approach and sophistication in ERM practices, such as whether they are driven more like an auditing function, or as a risk champion. The authors also find that despite the novelty of cyber risk, it can be integrated like other enterprise risks, and that cyber risk is most often seen as an operational risk (similar to workplace accidents or fraud), rather than a strategic risk, emerging from, for example, technology innovation and R&D.

The generalization of the results is limited by the sample size and variation of firms interviewed. While the authors attempted to interview enterprise risk managers across a wide variation of firms, there were clear limitations in the scope. That being said, the authors were fortunate to be able to examine ERM and cyber risk practices across small and large, private and publicly traded companies, from a variety of business sectors.

The authors believe these finding are important because they present evidence that while cyber risk may be new, it does not require specialized handling or processes to track it at the enterprise level. While some firms may choose to provide special accommodations or attention because of their data collection or business practices, this approach is neither necessary nor required of all firms in all situations.

This research is one of the only papers that, to the best of the authors’ knowledge, examines how cyber risk is integrated at an enterprise level.