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This study aims to explore barriers and pathways to a whole-institution governance of sustainability within the working structures of universities.

This paper draws on multi-year interviews and hierarchical structure analysis of ten universities in Canada, the USA, Australia, Hong Kong, South Africa, Brazil, the UK and The Netherlands. The paper addresses existing literature that championed further integration between the two organizational sides of universities (academic and operations) and suggests approaches for better embedding sustainability into four primary domains of activity (education, research, campus operations and community engagement).

This research found that effective sustainability governance needs to recognise and reconcile distinct cultures, diverging accountability structures and contrasting manifestations of central-coordination and distributed-agency approaches characteristic of the university’s operational and academic activities. The positionality of actors appointed to lead institution-wide embedding influenced which domain received most attention. The paper concludes that a whole-institution approach would require significant tailoring and adjustments on both the operational and academic sides to be successful.

Based on a review of sustainability activities at ten universities around the world, this paper provides a detailed analysis of the governance implications of integrating sustainability into the four domains of university activity. It discusses how best to work across the operational/academic divide and suggests principles for adopting a whole institution approach to sustainability.

This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations. Based on this transformation context, key concepts such as leadership, innovation, innovation leadership and leadership competences are introduced, along with a new definition and framework for innovation leadership. The chapter discusses the distinction between innovation leadership and innovation management, and the connecting lines between these two concepts. The innovation leadership framework is described and related to the individual contributions of the authors in the book. The chapter frames these contributions along the dimensions of self-leadership, team leadership, organisational leadership and ecosystem leadership.

This paper aims to discuss the interplay between strategic management accounting (SMA) and three organizational change configurations: strategy, structure and restructuring. This explication occurs within a context that is characterized by organization restructuring and corporate strategy changes within Jordan Customs Organization (JCO).

This paper uses a qualitative research approach and presents an interpretive case study of the JCO public sector organization. To collect data, it uses methodological triangulation, which includes interviews, historical and statistical analyses, documents and archival records. It is informed by the theoretical lens of configurational theory and strategic typologies to interpret the influences of organizational change configurations on SMA as it relates to the interplay of strategy, structure and restructuring.

The study findings agree with the related literature that SMA practices have developed management accounting from important operational transactions to gain a more strategic orientation through integrating customers, human resources, processes and financial departments. This paper concludes that specific SMA techniques have been used for strategizing by organizations in the public sector, providing a valuable counterpoint to the private sector adaptation that has dominated SMA research. This study finds that organizational restructuring has also contributed to decentralization and delegation, which has led to the distribution of tasks and specialization in accounting departments. It also concludes that SMA may facilitate or delay organizational change configurations in JCO. SMA can play a significant role in ensuring that the institution learns in response to organizational changes. On the contrary, this paper also concludes that organizational practices led to changes in SMA rules and routines.

A general criticism of case-study methods is that they lack rigor and provide little basis for generalization. First, case studies tend to be specific and individual, posing significant issues regarding generalization. Therefore, several comparative case studies involving various organizations should be conducted to ascertain if these practices have become more commonplace, especially in the public sector. Second, considering the nature of a government entity and the sensitivity of the information that required confidentiality, certain strategizing imperatives could not be directly examined, such as meetings between top management to make important decisions of strategic significance. This paper has important implications because it highlights the shortcomings of a supercilious singular relationship between strategic choices and the design of SMA practices.

This paper contributes to the growing literature by focusing on the relationship between SMA and three organizational change configurations: strategy, structure and restructuring. This paper is informed by the configuration theory perspective commonly used in accounting research. The empirical evidence in this study is provided in an SMA field, where empirical research is needed to be comparable with traditional accounting practices.

The purpose of this paper is to explore the prospect of using neurophenomenology to understand, design and test phygital consumer experiences. It aims to clarify interpretivist approaches to consumer neuroscience, wherein theoretical models of individual phenomenology can be combined with modern neuroimaging techniques to detect and interpret the first-person accounts of phygital experiences.

The argument is conceptual in nature, building its position through synthesizing insights from phenomenology, phygital marketing, theoretical neuroscience and other related fields.

Ultimately, the paper presents the argument that interpretivist neuroscience in general, and neurophenomenology specifically, provides a valuable new perspective on phygital marketing experiences. In particular, we argue that the approach to studying first-personal experiences within the phygital domain can be significantly refined by adopting this perspective.

One of the primary goals of this paper is to stimulate a novel approach to interpretivist phygital research, and in doing so, provide a foundation by which the impact of phygital interventions can be empirically tested through neuroscience, and through which future research into this topic can be developed. As such, the success of such an approach is yet untested.

Phygital marketing is distinguished by its focus on the quality of subjective first-personal consumer experiences, but few papers to date have explored how neuroscience can be used as a tool for exploring these inner landscapes. This paper addresses this lacuna by providing a novel perspective on “interpretivist neuroscience” and proposes ways that current neuroscientific models can be used as a practical methodology for addressing these questions.

On the one hand, there is a long tradition of approaching management control and innovation as opposites that prompt organisational tensions. On the other hand, recent studies have shown that management control may foster innovation and promote innovative behaviour. At the same time, both these perspectives focus on innovation management, and discussions regarding the role of management control in innovation leadership are conspicuously absent from the literature. In this chapter, we analyse how innovation leaders use management control in two service companies. We demonstrate that, in contrast to innovation managers who employ management control systems primarily for planning, monitoring, and evaluation purposes, innovation leaders use management control for advocacy, engagement, and visibility.

This chapter flips innovation on its head. Instead of validating our ideas in the market, why not facilitate a market already motivated to change to do so. Theoretical and empirical evidence is presented to support this theory, along with tools and techniques enabling Innovation Leaders to deliver radical change. Three case studies are shared showing how successful innovation leaders have researched and developed opportunities for radical innovation.

For decades, the construction industry has not significantly changed the way it operates, despite its economic and ecological importance worldwide. Hilti’s ambition is to change that and create a better future for its customers. This chapter highlights which trade-offs Hilti faces in their innovation journey towards solutions, while transforming the organisation: speed versus involvement, agility versus perfection and relationship versus competencies. Visible leadership and the preservation of the unique Hilti culture has been critical to deal with those dualities. To create tangible results, it has proven essential to evolve structures and processes for the ‘new solution’ businesses, while changing the way of hiring people and the types of people required for those new units. Innovating the ‘Hilti way’ summarises key learnings for other organisations.