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This chapter develops a model and provides an exemplary case study of social intrapreneurship within a for-profit organization. The model has two components. The first looks at the antecedent conditions enabling social intrapreneurship, identifying three deinstitutionalizing mechanisms that ready a traditional for-profit organization to embrace a social enterprise: (1) changes in extra-organizational environment that disconnect sanctions and rewards; (2) disassociating existing institutional norms and practices from their mooring in a moral foundation; and (3) undermining core assumptions and beliefs. The second component of the model suggests that the social intrapreneurship process unfolds in four phases associated: (1) socialization (conception of social enterprise idea), (2) externalization (development), (3) integration (implementation), and (4) the internalization (institutionalization). We use the model as a lens to examine the history and development of the First Community Bank in Boston and end with a discussion of the implications of our research for theory and practice.

This study aims to aid theory building, the use of decision theory (DT) concepts in sustainable supply chain management (SSCM) research is examined.

An abductive approach considers two DT concepts, Snowden’s Cynefin framework for sense-making and Keeney’s value-focussed decision analysis, in a systematic literature review of 160 peer-reviewed papers in English.

Around 60 per cent of the papers on decision-making in SSCM come from operational research (OR), which makes explicit use of DT. These are almost all normative and rationalist and focussed on structured decision contexts. Some exceptions seek to address unstructured decision contexts via Complex Adaptive Systems or Soft Systems Methodology. Meanwhile, a second set, around 16 per cent, comes from business ethics and are empirical, behavioural decision research. Although this set does not explicitly refer to DT, the empirical evidence here supports Keeney’s value-focussed analysis.

There is potential for theory building in SSCM using DT, but the research only addresses SSCM research (including corporate responsibility and ethics) and not DT in SCM or wider sustainable development research.

Use of particular decision analysis methods for SSCM may be improved by better understanding different decision contexts.

The research shows potential synthesis with ethical DT absent from DT and SCM research.

Empirical behavioural decision analysis for SSCM is considered alongside normative, rational analysis for the first time. Value-focussed DT appears useful for unstructured decision contexts found in SSCM.

Empirical, behavioural decision analysis for SSCM is considered alongside normative rational analysis for the first time. Value-focussed DT appears useful for unstructured decision contexts found in SSCM.

Social enterprise and social entrepreneurship are concepts that have a real effect on social change. The strategies associated with social enterprise and social entrepreneurship have become popular in public policy circles, as they have a real aptitude for solving many societal problems. This popularity has led to the rapid development of social innovation and a rethinking of the interconnecting relationships of social entrepreneurship. The authors of this chapter present a model for social enterprise and innovation approaches, and critically explore these aspects and the ways in which they can be conceptualized within corporate social responsibility.

The purpose of this paper is to consider the type of learning that takes place if members of an under‐resourced community are exposed to a free‐to‐use computer that is connected to the internet.

Qualitative application of an instrument that was developed to evaluate the information resource for the extent to which it facilitates both objectivist and constructivist learning. Video recordings of the interactions of people at the information kiosk were viewed and transcribed, and subjected to classical analysis to answer the questions posed by the instrument.

It was found that this particular information resource contained both objectivist and constructivist elements. Furthermore, it was found that objectivism and constructivism are complementary to one another and the degree of integration varies according to certain pedagogical dimensions. An open‐access information portal affords opportunities both for direct instruction and constructivist learning.

Based in a peri‐urban environment in South Africa with a small sample.

The main contribution of this study is to investigate the interaction between information, knowledge, learning and pedagogy, which will help the information designer to better understand these interactions when designing an information resource. Furthermore, the instrument developed for this study can be used to evaluate other information resources, thus ultimately improving the standard of such resources.

The paper proposes a solution to the age‐old objectivist/constructivist debate that prevails when considering the cognitive functioning of information users.

The purpose of this paper is to provide an approach to viewing the “wicked” problem of electronic records management (ERM), using the Cynefin framework, a sense‐making tool. It re‐conceptualises the ERM challenge by understanding the nature of the people issues. This supports decision making about the most appropriate tactics to adopt to effect positive change.

Cynefin was used to synthesise qualitative data from an empirical research project that investigated strategies and tactics for improving ERM.

ERM may be thought of as a dynamic, complex challenge but, viewed through the Cynefin framework, many issues are not complex; they are simple or complicated and can be addressed using best or good practice. The truly complex issues need a different approach, described as emergent practice. Cynefin provides a different lens through which to view, make sense of and re‐perceive the ERM challenge and offers a strategic approach to accelerating change.

Since Cynefin has been applied to one data set, the findings are transferrable not generalisable. They, and/or the approach, can be used to further test the propositions.

The resultant ERM framework provides a practical example for information and records managers to exploit or use as a starting point to explore the situation in particular organisational contexts. It could also be used in other practical, teaching and/or research‐related records contexts.

This paper provides a new strategic approach to addressing the wicked problem of ERM, which is applicable for any organisational context.

The purpose of this paper is to investigate intellectual capital (IC) measurement critically so that the dynamics of intangible value creation can be better understood and to provide insights into how IC is constructed rather than what IC is.

This paper presents a case study on how a division of a large Australian financial institution utilised an approach based on complexity theory to investigate IC in practice. The method utilises narrative, numbers and visualisations to make sense of IC at a particular point in time.

It is argued that trying to “fit” existing popular frameworks to gather IC measurements inside organisations has little relevance to understanding the value‐creation process. As a result of the investigation of IC in this paper, it is found that, to date, IC measurement has relied heavily on “accountingisation” and that alternate methods to understand IC need to be developed. The paper highlights that academics and practitioners need to develop new skills.

The case study is limited to the use of an alternate method to investigate IC in a particular organisational and cultural setting. The research opens the possibility of the benefits of changing thinking about both research into, and the practice of, measuring IC.

Rather than being constrained by the traditional models of measuring intangibles, by way of contemporary IC reporting frameworks, a more open process is outlined that could improve the timeliness and use value of the information.

This paper has relevance to both IC academics and practitioners as it critically examines the contemporary IC frameworks and offers an alternate method for examining IC which has the potential to add to a discourse which focuses on additional understanding of IC.

The complex and occasionally chaotic nature of health care has been previously described in the literature, as has the broadening recognition that different management approaches are required for different types of problems rather than a “one size fits all” approach. The CYNEFIN framework from Snowden outlines a consistent cognitive approach that offers the leader and leadership team an ability to urgently apply the correct actions to a given situation. This paper proposes a variant CYNEFIN approach for healthcare.

Consistent and accurate decision-making within health care is the hallmark of an effective and pragmatic leader and leadership team. An awareness of how one’s cognitive biases and heuristics may adversely impact on this cognitive process is paramount, as is an understanding of the calibration between fast and slow thinking.

The authors propose a variant CYNEFIN approach for health care of “act-probe-sense-respond” to resolve complex and time-critical emergency scenarios, using the differing contexts of a cardiac arrest and an evolving crisis management problem as examples. The variant serves as a pragmatic sense-making framework for the health-care leader and leadership team that can be adopted for many time-critical crisis situations.

The variant serves as a pragmatic sense-making framework for the health-care leader that can be adopted for many crisis situations.

The purpose of this paper is to apply the aspects of decision theory (DT) to performance measurement and management (PMM), thereby enabling the theoretical elaboration of volatility, uncertainty, complexity and ambiguity in the business environment, which are identified as barriers to effective PMM.

A review of decision theory and PMM literature establishes the Cynefin framework as the basis for extending the performance alignment matrix. Case research with seven companies explores the relationship between two concepts under-examined in the performance alignment matrix – internal dominant logic (DL) as the attribute of organisational culture affecting decision making, and the external environment – in line with the concept of alignment or fit in PMM. A focus area is PMM related to sustainable operations and sustainable supply chain management.

Alignment between DL, external environment and PMM is found, as are instances of misalignment. The Cynefin framework offers a deeper theoretical explanation about the nature of this alignment. Other findings consider the nature of organisational ownership on DL.

The cases are exploratory not exhaustive, and limited in number. Organisations showing contested logic were excluded.

Some organisations have cultures of predictability and control; others have cultures that recognise their external environment as fundamentally unpredictable, and hence there is a need for responsive, decentralised PMM. Some have sought to change their culture and PMM. Being attentive to how cultural logic affects decision making can help reduce the misalignment in PMM.

A novel contribution is made by applying decision theory to PMM, extending the theoretical depth of the subject.