Zeitschriftenartikel zum Thema „Business investing management leadership management science“

Subject area Leadership; Political Economy; Strategy; Entrepreneurship. Study level/applicability Masters in Business Administration (MBA); MPhil in Strategic Leadership. Case overview On 5 February 2016, South African entrepreneur Jannie Van Eeden faced a dilemma about whether to expand his current businesses or not. He had to choose between focusing exclusively on hospitality and tourism or dividing his time and resources between the tourism business and expanding his existing logistics business. Expansions to his logistics business would entail investing in a warehouse and supplying fresh produce to the lodges in the wider area of Lake Malawi where he was based. Van Eeden realised that he needed to take into account the political economy of Malawi in unpacking the contextual variables related to his decision. Various stakeholders’ roles are illustrated in the case, for example the government’s role in enabling entrepreneurial businesses as well as the investments made by foreign organisations and international donors. Expected learning outcomes Development of leaders who can take contextually intelligent decisions. Insights into conducting Political Economy analysis to enable doing business in Africa. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 7: Management Science.

Purpose: The article aims to analyze the possible development of managerial and leadership skills of managers of business organizations through variable coaching models, the practice of which confirms their effectiveness and feasibility. Theoretical framework: The development of coaching to improve the quality of leadership and management skills of managers of Ukrainian business organizations is important for achieving economic stability in Ukraine and ensuring a sustainable macroeconomic environment. In particular, the use of coaching is becoming increasingly popular due to the potential for stabilizing the corporate sector through effective management. Design/methodology/approach: While writing the article, materials from periodicals on the organization of the coaching process and its dissemination as a practice of developing managerial skills of business organization managers were used. Findings: The article focuses on the functioning of the Ukrainian economy and key areas for focusing on the use of coaching as a tool for investing in improving the quality of business environment management and possible further development. The use of coaching is a priority area of research, as the application of this practice can be a factor in improving the quality of management of a business organization. Research, Practical & Social implications: Based on leadership skills and characteristics, managers of business organizations use innovative means of management, which is made possible through coaching programs. The key aspects of coaching and opportunities for its improvement in the context of the global environment are outlined. The development of leadership skills and managerial abilities of managers of business organizations will serve as a factor in the sustainable operation of the Ukrainian corporate sector, which is in difficult conditions due to the threat of hostilities. Originality/value: The results of the study can be used by modern managers of Ukrainian business organizations to improve management practices and ensure the stability of the functioning of structural units at the operational level.

To achieve success for companies starting in gamification, the first design point is to motivate players to achieve their goals – and those goals should overlap with the business goals. – Brian Burke (2013). Human capital is the key to organizational competitiveness. Human resource management is concerned with the management of people within organizations. The field is primarily concerned with the selection, training and development and leadership of human resources. Human Resource Management is a science because experimental and field studies are conducted to explore how best to utilize human resources as a competitive advantage. In his book, Competitive Advantage Through People, Jeffrey Pfeiffer (1994) explains that organizations can gain a competitive advantage through their employees by ensuring that they use the best talent management strategies to identify, promote and sustain top talent within the organization. Pfeiffer argues that organizations have become complacent about the impact of employees on organizational effectiveness and that organizations need to be aware that one of the biggest assets they have is through the people who work for them; this leverage of people provides organizations with a competitive advantage. Human Resources professionals act as consultants to organizations to help them create effective systems that leverage this talent. For example, an HR consultant can provide organizations with strategic performance appraisal systems that allow organizations to provide feedback to all employees and to also identify top employees in order to reward them through compensation and promotion.

In the contemporary era characterized by rapidity, it is anticipated that undergraduate students will assume leadership positions across several domains, including business and Nations. To excel in these positions, individuals must demonstrate robust financial decision-making abilities. These abilities are crucial for making prudent financial choices that may significantly influence their professional and personal life. Nevertheless, it is worth noting that the emphasis on money-management skills in developing nations is often confined to functional financial literature. This body of literature provides technical knowledge about budgeting and investing, although it may not include other variables that influence the process of making financial decisions. This study aims to determine the mediating role of financial literacy in factors affecting money management skills. The research used a quantitative methodology. A questionnaire was administered to three distinct groups of students, including computer science, English Language and Literature, and business students, at the Sindh University campus in Larkano, Pakistan. The results showed that economic and psychological factors rather than social factors significantly impact money management skills. The mediation results show that financial literacy has a mediating relationship between psychological factors and money management skills rather than economic and social factors.

In today's fast-changing business environment, digital transformation has become an essential strategic imperative for companies seeking to maintain a competitive edge. However, research on the effect of national culture on digital transformation is lacking. This study seeks to address this gap by investigating the effect of national culture on digital transformation, with a focus on the mediating role of digital competencies and information system management practices, as well as the moderating effect of leadership. 250 managers and employees with digital transformation experience across various industries in Saudi Arabia were surveyed. Structural equation modeling (SEM) was employed to analyze and test the research hypotheses. The findings demonstrate that national culture significantly affects digital transformation, with digital competencies and information system management practices acting as mediators. Furthermore, the study discovered that leadership plays a moderating role in the relationship between national culture and digital transformation. The positive impact of national culture on digital transformation is amplified when there is a transformational leadership style in place. These insights hold significant implications for organizations embarking on digital transformation initiatives, emphasizing the importance of fostering a culture encourages digital innovation and risk-taking, investing in digital capabilities and effective information system management, and nurturing transformational leadership to drive successful digital transformation efforts.

Although Industry 4.0 and other initiatives predict widespread adoption of digitalised technology on the factory floor, few companies use new digitalised production technology holistically in their ecosystems; in practical implementation, companies often decide against digitalisation for financial reasons. This is due to a paradox (akin to the so called “productivity paradox”) caused by the complexity of value creation and value delivery within digitalised production. This article analyses and synthesises cross-disciplinary research using a grounded theory model, thus offering valuable insights for businesses considering investing in digitalised production. A qualitative model and an associated toolbox (complete with tools for practical application by business leaders and decision-makers) are presented to address organisational uncertainty and leadership disconnect that often contribute to the paradoxical gap between digital strategy and operational implementation.

Learning outcomes The learning outcomes of this paper is as follows: to structure the impact investing phenomenon and distinguish it from traditional investing or philanthropy, including the motivation of investors in impact investing projects; to analyse stakeholders in impact investing projects according to four main categories; to structure the implementation model of the theory of change in the context of impact investing; to build managerial decisions concerning the development of impact investing projects in crisis situations. Case overview/synopsis The case describes the development path of the Promprylad.Renovation project from its concept to the critical moment at the end of 2018. Yuriy Fyliuk – the case protagonist, acts as the main ideologist and leader of the project, the essence of which is the establishment of an innovation centre on the area of the old Promprylad plant in Ivano-Frankivsk. Impact investing was selected as the main project development tool, as it allows for attracting investors who share the aspiration for positive change of the city and potential financial benefit. The project is implemented in several stages as follows: partner involvement (Insha Osvita, MitOst, Pact Ukraine and LvBS), vision finalisation and research (together with Stanford Research Institute, Zotov & Co, FORMA Architects, Moris Group, etc.), the launch of the pilot floor (attracting more than $683,000 from allocated grants and more than $590,000 of private investments). Open equity crowdfunding and the purchase of the entire plant, with its subsequent renovation, should be the next stage. As of 2017, agreements have been reached to pay fully for the purchase of the plant by the end of 2019. After a successful pilot and lengthy negotiations, it was agreed that $1,000,000 should be paid by the end of 2018 and $2,000,000 by the end of 2019 to complete the buyout. However, as of the end of 2018, martial law was proclaimed in Ukraine. Hence, considering the risks, a major US investor refuses to contribute. The main dilemma is either to find a suitable solution to complete the buyout of the plant or to stop the project. Complexity academic level This case can be used in the master’s programmes of business schools (MBA, Executive MBA, Entrepreneurship, etc.), as well as in training programmes for public and state sector managers. The case study will be particularly useful for mixed groups with representatives from different sectors of the economy. This case study might be taught in the following disciplines: social entrepreneurship, social investing, leadership and crisis management. The subject of impact investing allows recognition of the benefits of combined cross-sectoral efforts over joint projects. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management science.

Purpose: This study aims to investigate the position of faculty leadership in promoting the four components of Boyer's Model of Scholarship are discovery, integration, application, and instruction, and its impact on educational establishments. Theoretical framework: The study emphasizes the significance of faculty leadership in promoting a culture of learning and advancement in educational institutions. Design/methodology/approach: Using a content analysis method, a descriptive research approach is used to identify common themes and patterns related to faculty leadership and the four components of Boyer's model. Findings: The results reveal that faculty leadership is critical in promoting the four components of Boyer's model and can positively affect educational institutions' overall effectiveness. The findings also emphasize the need for professional development programs and recognition of faculty leadership to enhance educational outcomes. Research, Practical and Social Implications: The study's findings have implications for educational leaders and policymakers, accentuating the essence of investing in faculty leadership development to boost a culture of learning and advancement in educational institutions. Originality/value: This study contributes to the existing literature on faculty leadership and Boyer's Model of Scholarship by highlighting the critical role faculty leadership plays in promoting a culture of learning and advancement in educational institutions. It also provides practical solutions for improving faculty leadership efficacy and overall educational outcomes.

Given the scale of the climate change crisis and the small window available in which to take action, Environmental Resources Management (ERM) has accelerated and supported the growth of the Energy and Climate Change practice by investing in training, service offering development, sales support, and knowledge management. This paper outlines the innovative approach that the Energy and Climate Change (E&CC) community of practice (CoP) has taken over the last two years to accelerate the growth of the practice using a holistic approach in the promotion of knowledge sharing at all levels across the company. The approach has shown that there are key factors that contribute to the success of the E&CC CoP. Central to this success is the close partnership and relationships between the knowledge sharing facilitator and the business leaders. The approach also demonstrates that the leader must take an active leadership role and spend sufficient time with members of the CoP.

Purpose: Examining the factors that contribute to company culture and how that culture affects employee productivity is the primary focus of this essay. Theoretical framework: This investigation used a mixed research strategy, combining qualitative and quantitative approaches. Design/methodology/approach: In total, 378 IT professionals working in Kerala were recruited to complete the questionnaire. The present study adapted seven dimensions namely Work life, communication, motivation, empowerment, Strategic Decision, Leadership and core values as the drivers of corporate culture. Findings: According to the results, all seven of the identified determinants of corporate culture had a significant role in forming the study's hypothesised culture. Findings also showed that the study's composite variable, "company culture," had an effect on workers' performance. The job performance of workers might be heavily based on the company's culture. Research Practical & Social implications :The findings may assist IT firm leaders strengthen their culture by focusing on the factors that were proven to have the most impact on creating their organization's unique spirit. The corporate culture should be such that it results in improved performance of employees. There should be leadership with a dedicated human resource department in each company, who can nurture the core value in organizational culture, motivate the employees and make the company more competent. Culture in the workplace is complex and takes many forms; it might develop in response to the challenges and difficulties inherent in every given business, or it can be consciously crafted by the company's leadership and employees. Originality/value: This essay provides the assistance for a dialogue. It shows that while corporates are investing in culture and performance improvement programmes, research on the core value of such programmes as drivers that impacts performance has not been explored in detail.

This study investigates the implications of KOLS, Digital Transformation, and Human Resource Development for Sustainable Competitive Advantage through Innovative Behavior and Organizational Innovation in East Java Micro, Small, and Medium Enterprises (MSMEs). 382 MSMEs in East Java were surveyed, and their data were analyzed using Structural Equation Modeling (SEM). The results showed that KOLS, Digital Transformation, and Human Resource Development significantly positively affected Innovative Behavior, Organizational Innovation, and Sustainable Competitive Advantage. Moreover, Innovative Behavior and Organizational Innovation are important mediating roles in this relationship. The results highlight the importance of cultivating a culture of sharing knowledge, embracing digital transformation, and investing in employee development to increase the competitive advantage of MSMEs. This study provides practical implications for MSME management, emphasizing the need to develop strategies that promote knowledge-oriented leadership, adopt digital technologies, and enhance employee skills and competencies. Thus, MSMEs can foster a culture of innovation, which leads to a sustainable competitive advantage in the long term. This research contributes to understanding the factors driving Sustainable Competitive Advantage in East Java MSMEs. It offers valuable insights for practitioners and policymakers in driving the growth and competitiveness of the MSME sector.

Learning outcomes This case study introduces students to the core characteristics of social entrepreneurship by teaching Santos (2012) positive theory. The case allows students to transition from comprehension and application of what social entrepreneurship is, to considering how they operate. Druckers (2005) argument that social organisations will never have sufficient resources to do their work because they operate in an environment of infinite need is the catalyst for a conversation on resource dependency theory and the risks of mission drift. Students are introduced to the funding spectrum that can be used to understand the type of income that comes to an organisation, and to apply this to the case. By the end of their studies, students should be able to apply the Santos (2012) definition to social enterprises and social entrepreneurs, have insight into the complexity of operating in an environment of infinite need and able to apply the funding spectrum as a tool to manage to understanding financial sustainability. Case overview/synopsis The case tells the story of Sharanjeet Shan, a globally recognised social entrepreneur, and recipient of the Schwab Foundation’s Social Entrepreneur of the Year award in 2015. Shan moved to South Africa as the country moved into democracy, and has spent the past 20-plus years building the skills of Black African school children in mathematics and science through the organisation she leads, Maths Centre. But the country remains at the bottom of world rankings for the quality of its maths and science education, despite spending more per capita on education than any other country in Africa. Maths Centre has seen a dip in donations despite steady growth in the amount of money that businesses are investing in social change in South Africa through corporate social investment. But does Shan really need more donor income? Or are there other ways that she can build the financial sustainability of Maths Centre? Complexity academic level This case study is aimed at students of non-profit management, entrepreneurship, social entrepreneurship, women in leadership, corporate social investment, development studies and sustainable livelihoods. It is written at an Honours / Masters level and is therefore also appropriate for use in customised or short programmes. The case study is a good introduction for students with a background in business (e.g. Diploma in Business Administration / MBA / custom programmes) who are wanting to understand social enterprise and apply their learning's. Supplementary materials A list of supplementary materials is provided in the Teaching Note as Table I, which includes video's, radio interview recordings and a book chapter. Subject code CSS 3: Entrepreneurship.

Early childhood development (PAUD) is a fundamental investment that is included in the Sustainable Development Goals (SDGs). Previous research has shown that ECD investment in Indonesia, and its financial governance remains a challenging issue. Through a qualitative approach to a case study method design, this study aims to examine the state of PAUD financial management in Panggungharjo Village, Yogyakarta. This study uses in-depth interviews and desk research as data collection techniques. The instrument was developed from the SABER-ECD World Bank Assessment and ECD Financial Profiling Tools. The results showed that PAUD financial management in established villages had innovative financing, budget management and institutional development resulted in a blueprint for managing PAUD financing in other villages in Indonesia. Important policy objectives in all aspects, including the legal framework, cross-sectoral coordination, program coverage, coverage, equity, data availability, quality standards, and compliance with standards, the vision of financing early childhood development will be more achievable for future research. Keywords: Early Childhood, Financial Governance, Village References: Alatas, H., Brinkman, S., Chang, M. C., Hadiyati, T., Hartono, D., Hasan, A., Hyson, M., Jung, H., Kinnell, A., Pradhan, M., & Roesli, R. (2013). Early childhood education and development services in Indonesia. In Education in Indonesia (pp. 82–108). Institute of Southeast Asian Studies. Ambang.Yudanto. (2019). Analisis Kepemimpinan Transformasional Kepala Desa dalam Pengelolaan Badan Usaha Milik Desa: Studi Kasus Bumdes Panggung Lestari, Bantul [Analysis of Village Head Transformational Leadership in Village Owned Enterprise Management: A Case Study of Bumdes Panggung Lestari, Bantul]. 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The impact of expanding access to early childhood education services in rural Indonesia. Journal of Labor Economics, 35(S1), S305–S335. https://doi.org/10.1086/691278 Britto, P. R., Engle, P. L., & Super, C. M. (2013). Handbook of Early Childhood Development Research and Its Impact on Global Policy. In Handbook of Early Childhood Development Research and Its Impact on Global Policy. https://doi.org/10.1093/acprof:oso/9780199922994.001.0001 Cardenas, M., & Cadena, A. M. (2020). How to prioritize Early Childhood? A note on the recent expeerience in Columbia. May 2020. Denboba, A., Hasan, A., & Wodon, Q. (2015). Early Childhood Education and Development in Indonesia. In World Bank Publications. Edi, A. C., & Wardhani, I. S. (2019). Transformational and Transactional Leadership, Understanding How Leadership Cultivates Democratic Citizenship in Panggungharjo, Bantul, Yogyakarta. PCD Journal, 6(2), 239. https://doi.org/10.22146/pcd.35229 Hasan, Amer., Hyson, Marilou., & Chu-Chang, M. (2013). Early childhood education and development in poor villages of Indonesia: Strong foundations, later success. World Bank. Istiqomah, L. (2016). Tiga Pilar Kebijakan Pemerintah dalam Pembinaan PAUD. Golden Age [Three Pillars of Government Policy in Early Childhood Education. Golden Age]: Jurnal Ilmiah Tumbuh Kembang Anak Usia Dini. Jeffrey, D. S., & Guido, S. T. (2014). Financing Sustainable Development: Implementing the SDGs through Effective Investment Strategies and Partnerships. Sustainable Development Solutions Network. Juniar, T. (n.d.). Efektivitas Program Kartu Jakarta Pintar (KIP) Dan Manfaatnya Dalam Meningkatkan Kesejahteraan Sosial Di SDN Bintaro 08 Pagi Jakarta Selatan [The Effectiveness of the Jakarta Smart Card (KIP) Program and Its Benefits in Improving Social Welfare at SDN Bintaro 08 Pagi South Jakarta]. Repository.Uinjkt.Ac.Id. Klees, S. J., Ginsburg, M., Anwar, H., Robbins, M. B., Bloom, H., Busacca, C., Corwith, A., Decoster, B., Fiore, A., Gasior, S., Le, H. M., Primo, L. H., & Reedy, T. D. (2020). The World Bank’s SABER: A Critical Analysis. Comparative Education Review. https://doi.org/10.1086/706757 Kurniawati, S., Suryadarma, D., Bima, L., & Yusrina, A. (2018). Education in Indonesia: A white elephant? Journal of Southeast Asian Economies, 35(2), 185–199. https://doi.org/10.1355/ae35-2e Magnuson, K., & Duncan, G. J. (2016). Can early childhood interventions decrease inequality of economic opportunity? Rsf, 2(2), 123–141. https://doi.org/10.7758/rsf.2016.2.2.05 Mizwar Hasyim, N. (2019). Peningkatan Kemandirian Desa Panggungharjo Melalui Komunikasi Pembangunan [Increasing the Independence of Panggungharjo Village through Development Communication]. Jurnal Pemberdayaan Masyarakat: Media Pemikiran Dan Dakwah Pembangunan, 3(2), 352–376. https://doi.org/10.14421/jpm.2019.032-06 Nakajima, N., Hasan, A., Jung, H., Kinnell, A., Maika, A., & Pradhan, M. (2021). Built to Last: Sustainability of Early Childhood Education Services in Rural Indonesia. Journal of Development Studies, 57(10), 1593–1612. https://doi.org/10.1080/00220388.2021.1873283 National Academies of Sciences Engineering and Medicine. (2018). Transforming the Financing of Early Care and Education. In Transforming the Financing of Early Care and Education. The National Academies Press. https://doi.org/10.17226/24984 Penner, E. K., Rochmes, J., Liu, J., Solanki, S. M., & Loeb, S. (2019). Differing views of equity: How prospective educators perceive their role in closing achievement gaps. Rsf, 5(3), 103–127. https://doi.org/10.7758/RSF.2019.5.3.06 Pratama, R. N., & Pambudi, A. (2017). Kinerja Badan Usaha Milik Desa Panggung Lestari dalam Meningkatkan Pendapatan Asli Desa di Desa Panggungharjon Kecamatan Sewon Kabupaten Bantul [Performance of Panggung Lestari Village-Owned Enterprises in Increasing Village Original Income in Panggungharjon Village, Sewon District, Bantul Regency]. 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Financial performance is an achievement achieved by a company that can be seen through financial statements. Financial statements can be used as a control, a source of financial information and a representation of the company's performance. The results of financial statement analysis with various sizes of financial ratios can be used as material for evaluating company performance This study aims to determine the effect of family ownership, institutional ownership, and funding decisions on financial performance as measured by the Piotroski F-Score method. The number of samples in this study were 360 companies from the manufacturing sector with sub-sector basic and chemical industry, various industrial sectors and consumer goods listed on the Indonesia Stock Exchange during the period 2017 - 2019. The results of this study indicate that the data can be pooled for 3 years, all classical assumption tests are met and the results of the regression test show that family ownership > 0.05, institutional ownership and funding decisions < 0.05. So it can be concluded that there is not enough evidence of family ownership to have a positive effect on financial performance. Meanwhile, there is sufficient evidence that institutional ownership and funding decisions have a negative effect on financial performance. Keywords: family ownership, institutional ownership, funding decisions, financial performance and Piotroski F-Score. References: Agatha, B. R., Nurlaela, S., & Samrotun, Y. C. (2020). Kepemilikan Manajerial, Institusional, Dewan Komisaris Independen, Komite Audit dan Kinerja Keuangan Perusahaan Food and Beverage. E-Jurnal Akuntansi, Vol. 30 No. 7, 1811. Aprianingsih, A., & Yushita, A. N. (2016). 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This article explores the implications of directive change management, characterized by top-down leadership and minimal employee involvement, on organizational dynamics, employee morale, and job security. This approach’s psychological and operational impacts are underscored, emphasizing the imperative of addressing employee perceptions and fostering trust. Strategies for rebuilding trust and enhancing morale post-directive change management are presented, including transparent communication, participative decision-making, and recognition of employee contributions. The significance of enhancing job security through clear policies, open dialogue, and robust mental health and well-being support systems is highlighted. Practices that encourage job dedication are introduced, emphasizing goal alignment, meaningful work design, and a culture of innovation and continuous improvement. Long-term strategies for cultivating a healthy workplace, such as establishing feedback mechanisms, investing in leadership development, and maintaining organizational adaptability, are also discussed. This brief article is an introductory resource for business leaders, managers, and change practitioners seeking to be better equipped with the necessary tools and strategies to navigate the post-implementation effects of directive change management. It is anticipated that this information can assist leaders and organizations in navigating the challenges of directive change management, promoting resilience, employee well-being, and sustainable organizational success.

ABSTRACT This study aims to investigate and analyze e the effect of Operating Expenses Operating Income (BOPO), capital adequacy ratio (CAR), financial slack, sustainability officer, and sustainability committee on green banking disclosure in Islamic banks registered with the Financial Services Authority (OJK) during the period 2017-2021. In this study, panel data regression data analysis techniques were used with the help of Eviews 10 software. The results of this study show that partially the variables Operating costs in operating income (BOPO), capital adequacy ratio (CAR), financial slack, and sustainability officer have no effect on green banking disclosure. While the variable Sustainability Committee has a positive and significant effect on Green Banking disclosure. At the same time, the variables BOPO, CAR, Financial Slack, Sustainability Officer, and Sustainability Committee have a significant effect on Green Banking disclosure. The implication of this research for science is to contribute to the literature related to the factors that influence green banking disclosure. In addition, this research is also expected to help banks in improving their governance, and for the government is expected to help in making policies related to green banking disclosure. Keywords: Operating Expenses on Operating Income, Capital Adequacy Ratio, Financial Slack, Green Banking, Sustainability ABSTRAK Penelitian ini bertujuan untuk mengkaji dan menganalisis pengaruh dari Biaya Operasional Pendapatan Operasional (BOPO), Rasio Kecukupan Modal (CAR), Financial Slack, Sustainability Officer, dan Sustainability committee terhadap pengungkapan green banking pada bank syariah yang terdaftar di OJK selama periode 2017-2021. Teknik sampling yang digunakan adalah Purposive Sampling dengan kriteria tertentu, sehingga sampel didapat sebanyak 45 data dari 9 Bank syariah yang sesuai kriteria. 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Purpose: The article aims to analyze the possible development of managerial and leadership skills of managers of business organizations through variable coaching models, the practice of which confirms their effectiveness and feasibility. Theoretical framework: The development of coaching to improve the quality of leadership and management skills of managers of Ukrainian business organizations is important for achieving economic stability in Ukraine and ensuring a sustainable macroeconomic environment. In particular, the use of coaching is becoming increasingly popular due to the potential for stabilizing the corporate sector through effective management. Design/methodology/approach: While writing the article, materials from periodicals on the organization of the coaching process and its dissemination as a practice of developing managerial skills of business organization managers were used. Findings: The article focuses on the functioning of the Ukrainian economy and key areas for focusing on the use of coaching as a tool for investing in improving the quality of business environment management and possible further development. The use of coaching is a priority area of research, as the application of this practice can be a factor in improving the quality of management of a business organization. Research, Practical & Social implications: Based on leadership skills and characteristics, managers of business organizations use innovative means of management, which is made possible through coaching programs. The key aspects of coaching and opportunities for its improvement in the context of the global environment are outlined. The development of leadership skills and managerial abilities of managers of business organizations will serve as a factor in the sustainable operation of the Ukrainian corporate sector, which is in difficult conditions due to the threat of hostilities. Originality/value: The results of the study can be used by modern managers of Ukrainian business organizations to improve management practices and ensure the stability of the functioning of structural units at the operational level.

Managing knowledge has become a critical aspect of the contemporary business landscape. In addition, business no longer has profit as the sole purpose of their existence. Therefore, there has been growing impetus for socially and environmentally conscious business actions. The present article takes a dimensional view of the process of knowledge management. The authors disaggregate the process along three dimensions- knowledge acquisition, knowledge dissemination and responsiveness to knowledge and investigate their impact on sustainable business performance. In addition, this article assesses the moderating role of empowering leadership in the relationship between knowledge management components. Among various leadership behaviors, empowering leadership has assumed critical significance owing to growing chorus on providing autonomy and empowerment to employees. This article tests the hypotheses on data collected from manufacturing firms in India. The results demonstrate a positive relationship between dimensions of knowledge management, as well as positive moderation by empowering leadership. Further, the authors discuss implications.

Business schools have been using information for years to improve the efficiency of academic services and effectiveness of academic programs. As more trustees, administrators, faculty, parents, students have begun to seek better outcomes, not surprisingly these schools are investing in technology. But these schools are finding that technology implementation does not necessarily improve decision-making nor does it necessarily improve outcomes and decision-making. This paves the way to recognise the urgent need for Knowledge Management (KM) which is a key asset. A big and major crucial feature of business schools is that they are made up of a number of nested systems. In analytical terms, this can also be described as levels or units. These levels range from faculty, student, research, administration, academics and placement. The reports in business schools are numerous as the requirement of reports from level to level is difficult. Analytical needs differ, but are present at every level of the system. A robust KM system must reflect the information needs of all levels. In particular, data must be gathered at all levels to the user in a fine-grained manner. This paper explores the application KM to business schools and in particular in support of the sharing of knowledge resources. This paper considers the critical role played by the "sharing of knowledge resources" in one of top business schools, Test Business School — TBS (pseudonym is used to mask the institution name) in India.

A panel of turnaround leaders, consultant, and academia responded to the theme on Organizational Decline and Turnaround Management. The panel members addressed the following issues: What are the causes of organizational decline? How do stakeholders respond to organizational decline? What are the turnaround challenges? The salient features of the responses are as follows: There is a divide among the turnaround leaders regarding the causes of decline. Some view the decline purely as the result of the failure of management to anticipate and act appropriately in time. For others, the decline is caused primarily due to external changes. People in academia and consulting view the problem as a mix of the two. According to them, a complex mix of variables-organizational processes, structure, leadership, vision, and technologies-lead to organizational decline. To safeguard against decline, organizations must carefully monitors difficulties in adapting changes and rigidity of systems declining profitability shift in customer preferences working capital problems like inventory build-up; dumping products on dealers; and increasing receivables from customers inability to plough back into the business lack of vision and explicit direction for the future frequent labour unrest regular plant breakdowns. The response of stakeholders to organizational decline becomes hostile. Often, financial institutions include compound interest and increase penal charges to secure their dues. The employees and union members tend to become aggressive owing to loss of credibility of management. Suppliers tend to evaluate the risk of their dues. Their hostility reduces if the management assures them of payment. Managers experience erosion of pride in their company. It leads to low individual initiatives. The turnaround challenges include the following: Leadership that provides a vision, induces creativity, challenges the existing business assumptions, and shows willingness to take tough decisions. The support of financial institutions by way of loan restructuring. Industry is experiencing a definite shift in the approach of financial institutions and banks; they are now tending to support the turnaround effort. Gaining the trust of the suppliers to seek their support. Internally, management needs to be concerned about: maximizing productivity of all resources and capacity utilization manpower rationalization stringent working capital management stretching the targets and making assets ‘sweat’ streamlining systems investing in technology upgradation through internal generation financial restructuring in low interest cost regime.

Purpose Impact investment is an emergent field worldwide and it can play an especially important role in Africa. The aim of this study was to examine how impact investors in South Africa manage the tensions between financial returns and social impact. Design/methodology/approach The research was based on 15 semi-structured interviews with key stakeholders in the impact investment community in South Africa to understand the related challenges, trade-offs and tensions. Findings There are two opposing views expressed as to whether the tensions between financial return and social impact result in trade-offs. It is proposed that impact investors embrace this duality and seek to approach it through a contingency and a paradox view. The tensions can be approached by focussing on values alignment, contracting processes, engaged leadership and sector identification. The authors integrate the findings into a proposed framework for effective tension management in an impact investment portfolio. Research limitations/implications This study was limited to selected South African interviewees. It would be valuable to extend the study to other African countries. Practical implications The issue of values alignment between investors, fund managers and investee firms is an important finding for practice. As is the four-part iterative framework for sensing the operating environment, defining impact, organising internally and defining the investment approach. Originality/value This study contributes empirical evidence to scholarship around organisational tensions, especially work in hybrid organisations. It affirms the value of a nuanced application of paradox theory. It examines these tensions through the lived experience of impact investing professionals in an emerging market context.

PurposeBuilding on previous research that focused on Walgreens inclusive managers in South Carolina and Georgia, we studied leadership practices in Connecticut where effective and inclusive teams are developed.Design/methodology/approachUsing the case study approach, interviews with over 90% of the managers in a Walgreens distribution center where over a third of its workforce of 500 employees has a disability were conducted.FindingsCreating an inclusive workplace dramatically altered the culture of the distribution center. Our findings highlighted how managers transitioned from a telling and demanding autocratic style with a focus on production numbers to an inclusive management leadership style with a focus on investing in people and balancing teams. Additional discoveries include the role of complexity leadership concepts as essential to inclusive management attributes. Our findings point to a new driver in inclusive organizations: resolving employee performance and attitude issues.Originality/valueWith 200 disabled employees in the distribution center, managers and employees applied complexity leadership, enabling adaptive behaviors that helped form relationships focused on shared decision-making and problem solving. Managers showed mindfulness and empathy in building authentic relationships. Employee openness and the creation of safe attachments allowed leaders to gain greater engagement with employees, higher adaptability, innovation and resiliency. Inclusion was perceived as a benefit to managers as well as to employees, changing the organizational culture toward authentic relationships while exceeding performance metrics.

The paper presents a strategic management paradox approach to achieve excellent business performance. The paradox approach believes in investing in people as the first and key strategy to sustainability which also involves the leveraging of global talent as a key tohuman capital development. A conceptual model of the investing in people as a sustainablity strategy is introduced and discussed.

In today's rapidly evolving business landscape, organizations face unprecedented challenges in sustaining competitiveness due to technological disruptions, globalization, and unpredictable market dynamics. To thrive amidst this turbulence, the cultivation of relevant competences has become a strategic imperative. This study explores competence development strategies tailored for navigating dynamic business landscapes. Through a mixed-methods approach, including qualitative interviews, focus groups, and quantitative surveys, key practices, challenges, and opportunities in competence development are examined. Findings reveal a variety of strategies, including continuous learning initiatives, agile talent management, and innovation ecosystems, employed by organizations to enhance competences. Additionally, the study highlights the importance of organizational resilience, change management, and ethical leadership in fostering adaptability and innovation. Recommendations for organizational leaders, practitioners, and scholars include embracing digital transformation, fostering learning cultures, addressing ethical challenges, investing in talent management, and promoting lifelong learning. While providing valuable insights, the study acknowledges limitations such as sample representativeness and reliance on self-reported data, suggesting avenues for future research. Overall, this study contributes to advancing understanding of competence development in dynamic business landscapes, offering actionable insights for organizational success amidst uncertainty and change.

The need for loyal strategic leadership has never been more important than it is today. The twenty-first century requires - as no other century has ever imposed - on the leaders of organizations to create strategic awareness and dynamic renewed processes, in order to ensure strategic consistency. From that point, current study aimed at examining the influence of strategic leadership on developing organizational commitment within Islamic banks in Kuwait. Quantitative approach was adopted depending on a questionnaire that was distributed on (273) employees within Islamic banks in Kuwait. With an R value of (.817) results of study indicated an influence of strategic leadership on organizational commitment through its impact from a managerial perspective which scored an R value of (.769) and ethical perspective with an R value of (.495). Study recommended promoting strategic leadership practices by investing in human capital and focusing on continuous learning and improvement

Of the problems that nurses face today, such as lack of human resources, lack of material resources, poor working conditions, overload of schedules, lack of professional appreciation, what causes them the most dissatisfaction is the lack of humanization by their hierarchical superiors and bosses. Nurses need to be considered, respected and valued in their workplace. The training of managers aims to develop leadership that inspires its employees by investing in proximity and individual and professional development. Knowledge/training in the area of human relations may be the key to assertiveness for future nurse managers, which will be reflected in the feeling of protection of those who provide care. It is important to make a serious investment in Leaders and Managers who are aware of the humanized care of their teams.

Leading cadres in China are subject to rotation. An interesting form of rotation takes place between big business and the political world. That means one fifth of China’s governors and vice governors have a business background as heads of one of China’s large State-Owned Enterprises (SOEs). How this takes place and which qualifications the involved business leaders possess are shrouded in mystery. Based on prosopographical studies of Chinese business leaders who have participated in the Chinese Executive Leadership Program (CELP), this article attempts to open the black box. The study examines the career pathways of CELP participants in Party, government and business positions. The study shows that 84 of the 261 CELP SOE participants (2005-2018) were subsequently promoted, and 20 of these promotions were from SOEs to leading Party and government positions. In some cases, former business leaders became Party secretaries in important provinces or ministers in key ministries. The article also argues that Chinese business leaders have managed to keep their administrative ranking in the Chinese nomenklatura system. In fact, Chinese business leaders are quasi officials (zhun guan) and form an important recruitment base for leadership renewal. As such, the article suggests that the rotation of cadres within the ‘Iron Triangle’ of Party–government–business constitutes the main unifying and stabilising factor in the Chinese political system.

Artificial intelligence (AI) in general and artificial neural networks (ANN) in particular provide a tremendous amount of knowledge to improve managerial decision making. Additionally, these same ANN and AI techniques also serve as knowledge repositories and distribution schema for organizations that facilitate managerial leadership responsibilities. This article examines how various ANN and other AI applications may be adapted to facilitate managerial leadership, improve manager performance and in some cases perform management activities. Further research that classifies leadership styles and the desired qualities of leaders is reviewed.

PurposeThis study examined the relationships among transformational leadership, organizational climate, employees' knowledge-sharing behavior and organizational learning.Design/methodology/approachData were collected from 282 responses from multiple companies in South Korea. Descriptive statistics and correlations were provided. The structural equation modeling was primarily used to test the proposed hypotheses and model comparisons.FindingsThe results indicated direct effects of transformational leadership on organizational climate, knowledge-sharing and organizational learning. In addition, organizational climate was positively related to knowledge-sharing behavior. Finally, knowledge-sharing behavior was found to affect organizational learning and to be a mediator in linking transformational leadership and organizational learning.Research limitations/implicationsThis study contributes to the literature on the role of leader’s support to enhance employees' outcomes related to knowledge and learning. By investing different antecedents of organizational learning, this study will help scholars and professionals pay more attention to organizational learning, its process and outcomes, which can promote organizational effectiveness and next outcomes from organizational learning.Practical implicationsOrganizations need to pay continuous attention to maintaining and strengthening employees’ knowledge-sharing behavior and learning, which is positively influenced by organizational efforts (i.e. leader’s support and supportive organizational climate).Originality/valueThe significance of this study is that the findings add to the academic work on organizational learning by empirically examining how leadership and organizational climate factors influence knowledge and learning outcomes and through which mechanisms.

Purpose – The purpose of this paper is to provide practical how-to information for those looking to develop high-potential employees within their organizations or for their clients. Design/methodology/approach – The paper is based on a combination of recent surveys and studies of what is happening with the development (or lack thereof) of high-potential employees as well as recommendations of key components for high-potential programs based on the author’s direct experience. Findings – Though not a research paper, this work finds that while some organizations have programs in place to develop high potentials, many still do not, despite it being viewed as helpful in recruiting and retaining top talent. Practical implications – The information provided can be used by both internal practitioners and external consultants to implement high-potential employee development programs for any size of organization. Social implications – High-potential employees represent future leaders. Without developing them, organizations run the risk of high attrition costs along with a lack of qualified talent to fill leadership pipelines. Originality/value – The value of this paper is twofold: it offers detailed information to set the tone with stakeholders when it comes to talking about and developing high-potential talent, and it provides a starting point with first steps for successful program implementation.

Background: The Sustainable Development (ESG) issue, declared by the UN in 2015 and approved by the Russian Government in 2020, is going through challenging times: the drivers and incentives that have been driving national economies to growth are undergoing significant change. In a situation where many infrastructure organisations have left or temporarily withdrawn from cooperation with Russian companies, the question arises as to how to fill this gap so that companies choosing to continue their movement in the ESG agenda can have the appropriate infrastructure and support. Aim: The scientific hypothesis of the influence of transformational leadership on the activity of sustainable development processes (ESG) and the development of tools to assess this influence on the effectiveness of transport organisations' operational and business models. Methods: The methodology of the work is based on the development of the theory of transformational leadership as a new type of effective management activity, the concept of evolution of digital platforms and ecosystems. Results: The positions of the scientific hypothesis on the impact of transformational leadership tools on the efficiency of operational and business models of transport organisations implementing sustainable development projects and the establishment of a new type of management activity have been confirmed. It has been proved that the existing transactional leadership metrics (KPIs and deviation management) cease to work in the current environment. A model has been developed to quantify the appropriateness of the impact of transformational leadership on sustainable development goals of transport companies. Conclusion: It has been substantiated that transformational leadership that ensures the principle of unity, intersectorality and resource conservation becomes a new type of management activity that ensures growth of long-term returns from social and 'green investments'. Sustainable development projects of Russian transport companies have been systematised and the conclusion about the superiority of investing in long-term development projects over projects that ensure short-term profit generation has been substantiated.

Outstanding leaders combine good strategic substance and effective interpersonal processes to formulate and implement strategies that produce results and sustainable competitive advantage. In todays competitive business environment, the defining success factor is essentially leadership with the potential of transforming its employees into a willing and winning team with the appropriate synergy to actualize collectively determined corporate missions and aspirations. The contemporary dynamics in the operating environment of business calls for leadership orientations which recognize that employees have emotional dividends to satisfy at workplace and should, thus, be managed in such a way that they are always able and willing to achieve enhanced performances. It is against this backdrop that this paper underscores the indispensability of leadership in the dayto-day dynamics of the organization and suggests a ramifying range of leadership styles that potentially conduce to optimal human resources management and performance. This paper utilized the methods of qualitative and syntheses of scientific literature as it relies on secondary data collected from books and journal articles, and were content analyzed in relation to the scope of the paper. Finally, the paper concludes that leadership synergizes the human resource and ensures that they continuously create value for the various stakeholders in the organization.

Purpose – The aim of this research is to examine the Chinese outward direct investment (ODI) from the perspectives of the Chinese state-owned enterprises (SOEs), focusing on their perceptions and important factors in the decision-making process. More specifically, it aims to understand where and why Chinese SOEs are investing. Increasingly integrated into the global economy, China has already become one of the largest investment economies in the world. Design/methodology/approach – Conducted by the China Center at Rollins College in collaboration with the Kedge Business School and the China Executive Leadership Academy at Pudong, survey data are collected from 63 Chinese SOEs that reflect the structure of Chinese industry and the membership of the China Council for the Promotion of International trade. Findings – Chinese SOEs have aligned their business expansion plans with the national priority, and played a dominant role in the current internationalization drive. They will likely increase their overseas investment substantially in both short and medium terms; their key business efforts include resource extraction, trading, services and manufacturing. Whereas Chinese ODIs tend to focus on the emerging economies in Asia, Africa and Latin America, more investments begin to take place in various developed countries, and many Chinese SOEs plan to increase their ODI in the USA, regarded as the most important market for overseas investment. Originality/value – This research contributes to a better understanding on the growing ODIs by the Chinese SOEs since the launch of the “going global” policy.

Purpose – This paper aims to enrich our understanding about the factors which encourage health science researchers’ intrinsic motivation. It integrates leadership theories regarding powers from Western and Eastern cultures to build and test a theoretical model linking two types of leadership (empowering leadership and authoritarian leadership) with intrinsic motivation through psychological empowerment. Design/methodology/approach – This paper tested the hypotheses with a sample of 235 postgraduates working in research groups at a medical university in China, using a two-step analytical strategy of structure equation modeling. Findings – The results showed that the proposed mediation model has a satisfactory fit (χ2/df = 2.24, GFI = 0.92, CFI = 0.94, RMSEA = 0.073). This paper found support for the hypotheses that empowering leadership was positively correlated and authoritarian leadership was negatively correlated with intrinsic motivation through psychological empowerment. Originality/value – This paper provides a comprehensive understanding of the mechanism between leadership-employing powers and intrinsic motivation by an initiative examining a conceptual model including empowering leadership, authoritarian leadership, psychological empowerment and intrinsic motivation. It also provides generalized findings by testing the theories from the industrial world in the area of academia and the theories about the West and the East within Chinese culture.

The preservation of knowledge is a universal requirement for every organisation that strives to gain a competitive advantage. Knowledge management systems are a modern business enabler and driver of success. Furthermore, the implementation of knowledge management systems is a comprehensive process which integrates people, business processes, the business universe, technology, and customers. However, some evidence suggests that organisations are investing a multiplicity of resources in implementing knowledge management systems with little success. Therefore, the aim of this study is to identify and understand the types of frameworks available for implementing knowledge management systems and present a comprehensive implementation framework including the relevant critical success factors and measurement tools that organisations may use for implementing knowledge management system projects. The successful implementation of knowledge management systems lie in the adoption of a suitable strategy and well-defined framework.

The article considers one of the aspects of an integrated approach to assessing the effectiveness of organizational (formal) leadership – the constructiveness of business interaction in management. The author considers the main types of influence in leadership based on the classification of K.Levin and common constructive and destructive models of business behavior (in the typology of S. Covey). The author suggests that following constructive types of influence and models of interaction will help to increase the effectiveness of the leader's influence on followers. The article describes the author's interpretation of the methods of evaluating the constructiveness of the models of behavior of the head, their generalization into a single comprehensive methodology, the use of which will contribute to the improvement of communications at all levels of interaction in the organization. The author cites data from studies of constructiveness indicators of almost 500 managers of different levels of management and potential managers from among the personnel reserve. The data obtained allow us to draw conclusions about the main trends of leadership behavior of managers in modern Russian organizations and the importance of constructive business interaction in the formation of an individual leadership style. The novelty of the research lies in the application of an integrated approach to assessing the effectiveness of organizational leadership; in a broader interpretation of the concept of «leadership style», the dilution of the concepts of «leadership style» and «type of influence in leadership», the allocation of a special factor (characteristic) of leadership that affects the quality of managerial influence – «constructiveness of business interaction».

PurposeThe purpose of the present research is to explore the relationships between corporate social responsibility (CSR), authentic leadership and business model flexibility during times of unprecedented crises.Design/methodology/approachThe research approach in this study is conceptual. After a brief review of the literature associated with CSR, authentic leadership and business models, the authors introduce a model describing the interaction of authentic leadership and business model flexibility on CSR heterogeneity.FindingsThis research explains how firms that are led by authentic leaders and that have flexible business models will be more engaged with their stakeholders than firms with less authentic leaders or more rigid business models during unprecedented crises.Practical implicationsPrescriptions for practitioners are suggested for improving authentic leadership as well as making adaptations to the firm's business model. Regarding authentic leadership, firms can screen potential new hires and existing employees for authentic leadership qualities. Firms can also rely upon existing interventions shown to assist in authentic leadership development for current leaders. At the business model level, firms can focus on core resources and their application in related product and service markets.Originality/valueFirms engaged in CSR activities benefit more from those activities when leaders are authentic. However, in times of unprecedented crises, business model flexibility may also dictate the extent to which firms can satisfy their stakeholders. The authors introduce a conceptual model that takes the elements of authentic leadership and business model flexibility into account to explain CSR heterogeneity.

In this article, 25 years of organization science research on work—family is summarized, and its implications for building the human, social, and economic elements of family capital in family business are developed. The impact of work—family conflict; sex and gender roles; role enrichment; work—family benefits, programs, and policies; and work, job, and organization redesign are emphasized. A social systems model of environment—environment fit—work—family fit—is developed. Implications for future research and for investing in family capital are discussed.

Introduction. The economic sector is constantly evolving, and in order to remain competitive, companies must regularly update their workforce to keep pace with new technologies and market demands. This paper examines the challenges and opportunities associated with managing human resources in the economic sector, particularly under conditions of urgent need for updating personnel potential. The purpose of the paper is to analyze the current state of human resource management in the economic sector and to propose strategies for updating personnel potential in response to changing market demands and technological advancements. The paper examines the role of leadership, training and development, and other key factors in promoting innovation and growth in the economic sector. Results. The paper finds that effective human resource management is critical for companies operating in the economic sector. The study identifies a number of key challenges, including difficulties in attracting and retaining top talent, gaps in employee skills and knowledge, and the need for ongoing training and development programs. The paper also highlights the potential benefits of investing in workforce development, including increased productivity, improved employee morale and job satisfaction, and a more competitive position in the marketplace. Conclusion. In conclusion, effective human resource management is essential for companies operating in the economic sector, particularly in the face of rapidly changing market demands and technological advancements. By investing in training and development programs, updating recruitment strategies, and promoting a culture of innovation and growth, companies can position themselves for long-term success in a dynamic and competitive business environment.

Despite evidence that emotion-based leadership enhances firm performance, little is known about the variables mediating those effects. Adopting a multistakeholder, multimeasure approach, we examined the effects of three mediators (communicating/sharing a vision, organizational climate, and leader–follower trust) on the leadership–performance relationship and their interactive effects on performance in small professional service firms. Using four employee-perceived leadership paradigms (classical, transactional, visionary, and organic), we measured staff and customer satisfaction and financial performance. Findings confirm that the effects of the mediating variables on all performance measures vary with the prevailing leadership paradigm, and interactions between all variables strengthen their effects on performance.

The object of the research is the critical role of leadership styles in the context of organizational change, with a particular focus on the significance of inclusive leadership. This research aimed to examine the critical role of leadership styles in the context of organizational change, with a particular focus on the significance of inclusive leadership. Organizational change is a multifaceted process involving various stakeholders, from employees to leadership, and it carries substantial implications for an organization’s overall success. The leadership style adopted during these times of change can significantly impact employee behaviors, either positively or negatively. Through qualitative research, this study examines the perspectives and experiences of ten managers within a financial firm in Johannesburg (South Africa), shedding light on the pivotal importance of leadership in change management. The findings resonate with a unanimous sentiment among the participants, emphasizing the need for unwavering inclusivity and garnering commitment from all stakeholders. Inclusive leadership is portrayed as essential, whether the change directly affects employees or not, highlighting the necessity of considering the broader organizational perspective. The participants' insights underscore the significance of servant leadership, collaborative leadership, and open leadership approaches, emphasizing empathy, humility, and adaptability in the face of change. Additionally, the study explores the intersection of leadership styles, including digital leadership and authentic leadership, as they adapt to the modern, dynamic business landscape. The findings affirm that leadership styles play a fundamental role in motivating employees to embrace change, commit to organizational goals, and navigate the complexities of change management effectively. In the era of rapid digital transformation, leadership styles evolve to encompass technological competence and a deep understanding of digital strategies. This research offers valuable insights into the leadership styles that are most effective during organizational change, providing a foundation for organizations to develop leadership competencies and strategies that drive successful change initiatives. It was recommended that continuous learning and development in the digital domain should be encouraged for leaders at all levels. Organizations should continually stay abreast of evolving leadership trends and adapt their leadership strategies accordingly.

University business schools are facing intense criticism that their traditional MBA and other graduate management curriculum fail to teach change management skills, employee development skills, employee recruiting skills, team-building skills, and the importance of ethical behaviour. Due to increasing technology, competition, and workforce diversity, today's leadership decisions are more complex than they were five years ago. The need for today's middle managers, senior managers, vice presidents, COOs, and CEOs to have more advanced leadership education has become critical, but the traditional Ph.D. and even the Doctor of Business Administration (DBA) have not become a recognized and acceptable viable solution. In contrast to the traditional Ph.D. and DBA which is geared towards the engagement of theory and research, the advanced leadership knowledge involved in the Doctor of Management (DM) encompasses advanced leadership training that is practical and focused on leadership's complex impact on improving organizational culture and human resources development. While MBA programmes or the traditional business Ph.D. programmes are focused on finance, accounting, marketing, operations strategy, and quantitative research, DM goes a step further by also considering the importance of developing employees, organizational culture, and teams as a major aspect of strategy execution success. DM looks at management almost in an interdisciplinary way by blending leadership courses that touch on psychology, human resources management, communications, human relations, employee development, organizational behaviour, and traditional management science. While traditional business Ph.D. and DBA programmes focus on skill development in order to effectively manage organizational operations and organizational process, DM focuses on people because without a properly developed and appropriately constituted staff, success will only be limited. For many years, it was assumed that a doctorate degree was not applicable in the international business world. DM is a major departure of tradition by enabling executives to use a combination of pure leadership theory and applied research methods to define, implement, and evaluate the strategies necessary for organizational growth and survival in a 3-4 year programme without having to leave their full-time jobs. DM addresses the question: If the definition of management is getting work done through people, then why are traditional Ph.D. programmes so heavily focused on business and so little on employees and organizational development?