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The extant organizational leadership literature acknowledges the utility of pursuing meaningful leadership, yet the scarcity of meaningful leaders persists. This paper compares two cases to elicit the factors distinguishing successful and unsuccessful meaningful leadership.

This paper delves into the strategies and practices of leaders in two organizations, and data are collected in the form of field notes of participant observations, and informal conversations with the members of both organizations. It seeks to unveil the defining characteristics of a leader who fosters member meaningfulness (Organization X) compared to one who does not (Organization Y).

The paper highlights distinct strategies that contribute to meaningful leadership. Effective leaders emphasize broader objectives, align values, adopt participatory leadership, mitigate meaninglessness, and promote continuous learning and growth. Conversely, ineffective leaders prioritize short-term goals, overlook value alignment, and lack participative engagement; together, these factors enable leaders to inspire, engage, and guide their teams with a sense of meaning.

By acknowledging that meaningful leaders may not be easily developed, organizations can shift focus towards identifying and nurturing such leaders, enhancing their capacity to foster genuine meaning among members and thereby improving overall organizational effectiveness.

This paper’s unique contribution lies in its comparative analysis of real-world cases, illuminating the specific practices that underlie meaningful leadership. By delineating the critical factors contributing to meaningfulness, this research lays a foundation for organizations to locate and cultivate leaders capable of engendering authentic meaning within their teams.

Novel and emerging technologies such as cognitive analytics attract a lot of hype among academic researchers and practitioners. However, returns on investments in these technologies are often poor. So, identifying mechanisms through which cognitive analytics can add value to firms is a critical research gap. The purpose of this paper is to theorize how cognitive analytics technologies can enable the dynamic capabilities of sensing, seizing and reconfiguring for an organization.

This conceptual paper draws on the extant academic literature on cognitive analytics and related technologies, the business value of analytics and artificial intelligence and the dynamic capabilities perspective, to establish the role of cognitive analytics technologies in enabling the sensing, seizing and reconfiguring capabilities of an organization.

Through arguments grounded in existing conceptual and empirical academic literature, this paper develops propositions and a theoretical framework linking cognitive analytics technologies with organizations’ dynamic capabilities (sensing, seizing and reconfiguring).

This paper has critical implications for both academic research and managerial practice. First, the authors develop a framework using the dynamic capabilities theoretical perspective to establish a novel pathway for the business value of cognitive analytics technology. Second, cognitive analytics is proposed as a novel antecedent of the dynamic organizational capabilities of sensing, seizing and reconfiguring.

To the best of the authors’ knowledge, this is the first paper to theorize how cognitive analytics technologies can enable dynamic organizational capabilities, and thus add business value to an organization.

Boundary-spanning managers need to recognize, learn and implement external knowledge while balancing the conflicts emerging from new and existing knowledge. The authors' study explores how a paradox mindset (PM) and a learning focus [learning goal orientation (LGO)] promote two managerial capabilities: absorptive capacity (ACAP) and ambidexterity. The authors' study explores the inter-relationship between the mindsets and the capabilities required for innovative work behavior.

The authors use survey data from 113 technology/product managers employed in boundary-spanning roles in a large Indian automotive equipment manufacturing firm. Partial least squares structural equation modeling (PLS-SEM) analysis and bootstrapping (using PROCESS MACRO) are used to test for direct and mediation effects respectively.

Both PM and LGO are found to affect individual ambidexterity (IA) via the mediation of individual absorptive capacity (IACAP). While IACAP partially mediates the relationship between PM and IA, there is full mediation in the case of LGO.

The authors focus on a sample of managers from a single, large Indian automotive firm. Although single case studies can help provide novel conceptual insights and to test theoretical relationships, future research needs to confirm the authors' findings in different types of firms.

This study shows how a learning orientation and the ability to be energized from conflicts help boundary-spanning managers produce innovative outcomes.

The authors reveal fresh insights on how both ACAP and ambidexterity share the focus on learning and paradox management. The authors explicate how LGO and PM uniquely impact the critical capabilities of IACAP and IA for boundary-spanning managers.

This study aims to examine the current state of academic research pertaining to the role played by artificial intelligence (AI) in the achievement of a critical sustainable development goal (SDG) – poverty alleviation and describe the field’s development by identifying themes, trends, roadblocks and promising areas for the future.

The authors analysed a corpus of 253 studies collected from the Scopus database to examine the current state of the academic literature using bibliometric methods.

This paper identifies and analyses key trends in the evolution of this domain. Further, the paper distils the extant literature to unpack the intermediary mechanisms through which AI and related technologies help tackle the critical global issue of poverty.

The corpus of literature used for the analysis is limited to English language studies from the Scopus database. The paper contributes to the extant research on AI for social good, and more broadly to the research on the value of emerging technologies such as AI.

Policymakers and government agencies will get an understanding of how technological interventions such as AI can help achieve critical SDGs such as poverty alleviation (SDG-1).

The primary focus of this paper is on the role of AI-related technological interventions to achieve a significant social objective – poverty alleviation.

To the best of the authors’ knowledge, this is the first study to conduct a comprehensive bibliometric analysis of a critical research domain such as AI and poverty alleviation.

The purpose of this conceptual paper is to explicate the role played by information technology (IT) in enabling managerial dynamic capabilities. By doing so, this paper seeks to address a critical theoretical gap regarding IT’s role in enabling dynamic capabilities (DCs). DCs are knowledge-intensive and information-intensive processes and play a crucial role in facilitating strategic renewal of firms operating in volatile, uncertain, complex and ambiguous business environments. Although managers play a central role in the DCs framework, extant research has only focused on the role of IT in enabling firm-level and process-level DCs.

This conceptual paper uses the literatures on dynamic managerial capabilities, individual-level information system use, social capital, human capital, managerial cognition and technology-enabled learning to build propositions that link managerial IT use with the enablement of dynamic managerial capabilities.

This paper introduces a new construct called individual IT leveraging capability (IILC) and provides theoretically grounded arguments that link IILC with managerial social capital, managerial cognition and managerial human capital. It also explicates the relationships between managerial social capital, managerial cognition and managerial human capital and the dynamic managerial capabilities of sensing, seizing and reconfiguring.

The establishment of the linkage between IT and dynamic managerial capabilities extends the literature on the business value of IT. This work also adds to the literature on dynamic managerial capabilities by providing a theoretically grounded argument that IT can act as an antecedent of such capabilities.

To the best of the authors’ knowledge, this paper is arguably the first to theorize the role of IT in enabling managerial DC and thus addresses a critical gap in academic research literature.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Many organizations fail to enhance business value through the use of cognitive analytics (CA). The impact of the technology on performance can be optimized via the significant influence of CA on the firm’s dynamic capabilities of sensing, seizing and reconfiguring.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.