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The purpose of this paper is to evaluate the impact of leadership development programmes, underpinned by Transformational Learning Theory (TLT).

A corpus-informed analysis was conducted using survey data from 690 participants. Data were collected from participants’ responses to the question “please tell us about the impact of your overall experience”, which culminated in a combined corpus of 75,053 words.

Findings identified patterns of language clustered around the following frequently used word types, namely, confidence; influence; self-awareness; insight; and impact.

This in-depth qualitative evaluation of participants’ feedback has provided insight into how TLT can be applied to develop future health-care leaders. The extent to which learning has had a transformational impact at the individual level, in relation to their perceived ability to influence, holds promise for the wider impact of this group in relation to policy, practice and the promotion of clinical excellence in the future. However, the latter can only be ascertained by undertaking further realist evaluation and longitudinal study to understand the mechanisms by which transformational learning occurs and is successfully translated to influence in practice.

Previous research has expounded traditional leadership theories to guide the practice of health-care leadership development. The paper goes some way to demonstrate the impact of using the principles of TLT within health-care leadership development programmes. The approach taken by The Florence Nightingale Foundation has the potential to generate confident leaders who may be instrumental in creating positive changes across various clinical environments.

The COVID-19 pandemic was a shock to the food supply chain without modern precedent. Challenges in production, manufacturing, distribution and retailing led to the highest rates of food price inflation in the US since the 1970s. The major goal of this paper is to describe statistically the impact of the pandemic of food price inflation and volatility in the US and to discuss implications for industry and for policymakers.

We use Bureau of Labor Statistics data to investigate food prices in the US, 2020–2021. We apply 16 statistical approaches to measure price changes and volatility and three regression approaches to measure counterfactuals of food prices, had the pandemic not occurred.

Food price inflation and volatility increased substantially during the early months of the pandemic, with a great deal of heterogeneity across food products and geographic regions. Food price inflation was most pronounced for meats, and contrary to expectations, highest in the western US Forecasting approaches demonstrate that grocery prices were about 7% higher than they would have been without the pandemic as of the end of 2021.

The research on COVID-19 and the food system remains in its nascent stage. As findings on food loss and waste, employment and wages, food insecurity and more proliferate, it is vital to understand how food prices were connected to these phenomena and affected. We also motivate several ideas for future work.

This paper aims to point to the shift in the temporal orientation, going from reporting on the past to creating insights about the future, which might be suggestive of perennial managerial attempts to push the boundaries of bounded rationality.

In this essay, the authors want to critically engage with the concept of “data-driven management” in the context of digitalization. To do so, they sketch the edges of current discourses around the emerging idea of data-driven management and its relationship with the inner workings of organizations from an accounting perspective. They question the often-times supposed objectivity and increased rationality of the concept and instead introduce the idea of becoming “data-curious” (before being data-driven).

The authors observe that this push also seems to be accompanied by trends of individualized decision-making and prevailing hopes of technology to solve organizational problems. They therefore suggest that it is valuable for current debates to take a moment to give attention, in practice and in research, to the role of temporality, benefits of collective decision-making and changes in professions (of accountants).

The aim of this paper is to spark curiosity and engagement with the phenomenon of data-driven management by outlining a novel set of potential future pathways of research and point towards methods that might help studying the questions arising for a data-curious approach.

This chapter focuses on the US Civil War of 1861–1864, the application of the laws of war to a civil war, and gives great attention to US Army General Order 100 (aka The Lieber Code), the first set of laws to direct and constrain the behavior of troops in the field.

This paper aims to unravel the puzzle that the United Kingdom’s high-quality government accounting and fiscal architecture is associated with low-quality outcomes, including poor productivity growth, high public debt, public services which do not meet citizen expectations and historically high levels of taxation. It contributes to public sector accounting research in the fields of fiscal transparency and governance.

This paper uses Miller and Power’s (2013) economization framework and Dunsire’s (1990) concept of collibration to explain why being a global leader in public sector accounting reform and in fiscal and monetary architecture has not protected the UK from weak governance. The intersection of economization’s roles of accounting with modes of government accounting clarifies the puzzle.

Whereas accruals government accounting contributes to fiscal transparency, this is not a sufficient condition for well-judged policy and its effective application. Collibration is the dominant mechanism for mediation in the fiscally centralized UK, but it has failed to deliver stable outcomes, in part because Parliament is limited in its ability to hold back inappropriate behaviour by the Executive. Subjectivization has disrupted adjudication because governments at all levels resist constraints on their behaviour, with unpredictable and often damaging consequences.

This paper provides insights through the combined lens of economization and modes of government accounting, demonstrating the practical value of this conceptualization. Although some causes for unsatisfactory outcomes are specific to the UK, there are cautions for accounting and fiscal reformers in other countries, such as Member States of the European Union.

The study underlying this chapter investigates how diverse actors in the Cauvery Delta, India, and the Mekong Delta, Vietnam, understand and live with water salinity. In focusing empirically on river deltas, this chapter addresses some of the SDG14 targets, as SDG14.2 (‘Protect and restore ecosystems’) and 14.5 (‘Conserve coastal and marine areas’) refer to the sustainable management of coastal areas as crucial targets for SDG14. Based on interviews with land users in the two deltas, in tandem with analyses of salinity maps and other policy-level knowledge artefacts, this chapter shows how, in some cases, only particular forms of knowledge are represented at the policy level, while many of the diverse viewpoints of land users are rendered invisible. In this way, delta management only meets the concerns of a select few, often professional elites, and limits land users from taking ownership of their own realities. This chapter concludes with the recommendation for water professionals, scholars, and practitioners alike, to be more open-minded, modest, and attentive to difference, by engaging more seriously with interdisciplinarity and cultivating sensibilities for listening to ‘smaller’ water stories.

By adopting the “hard” and “soft” project management (PM) approaches from the PM-literature, this paper aims to problematize the expected role of client organizations in driving innovation in the transport infrastructure sector.

Addressing a large public client in Sweden, a case study design was initially applied to provide in-depth insights and perspectives of client project managers’ views and experiences of managing projects expected to drive innovation. In this paper, the concepts of “hard” and “soft” are used to discuss empirical findings on challenges associated with adopting a PM-approach for driving innovation in projects. The empirical material consists of interview data, complemented with observations and archival data.

Findings reveal challenges associated with combining hard and soft approaches, frequently demonstrating difficulties in balancing short-term project expectations with the promotion of innovation. In line with the literature, project managers note that there is a need for soft approaches to promote development and drive innovation. Yet, findings reflect a situation in which operational success criteria predominate, whereas soft approaches are not sufficiently used to create the grounds required for fostering innovation.

Insights are provided into how PM-approaches may impact construction innovation in the infrastructure sector, demonstrating a need for further research on the challenges and implications of applying and combining hard and soft PM-approaches.