With the international business landscape becoming more crisis-ridden as risks proliferate, how do the professionals who implement corporate social initiatives in high-risk environments perceive their work, and what can this reveal about the forces shaping business engagement with society in crisis contexts? We present findings from a synthetic survey of 400 corporate professionals working on social impact in fragile and conflict-affected settings to understand conventional wisdoms and best practices on corporate strategy and activity in high-risk settings. Drawing on political corporate social responsibility (CSR), synthetic survey, and international business literatures, we test seven hypotheses about how regulatory environments, political polarization, sector characteristics, and organizational structures shape corporate social engagement in high-risk contexts. The synthetic results suggest that European professionals report significantly higher strategic integration of social impact across all measured dimensions, while US professionals overwhelmingly report that political polarization hinders social initiatives, yet this perception does not predict unreported social activities, complicating the emerging "quiet CSR" narrative. Extractive industry professionals deliver both the highest operational preparedness and the highest complicity awareness, a pattern we conceptualize as presence-dependent reflexivity. These patterns deliver a baseline to detect the theorized dynamics and offer preliminary theoretical propositions for future real-world empirical testing.
Svetlana Yurievna Patutina, Vladislav V. Kamskii, Irina V. Sadkova
Subject. Aspects of organizational values and corporate culture, coordination of positions of management and employees, management and efficiency. Objectives. Identify and describe modern approaches to the formation and harmonization of organizational values, as well as demonstrate the impact of consistency of corporate values on the effectiveness of employees and organizations. Methods. The tools of empirical (observation, measurement, comparison) and theoretical (analysis, synthesis, modeling, induction, deduction) research methods are used. Results. The issues of systematic management of organizational values, including their integration into all aspects of the company's activities, regular audit and verification of compliance with the real behavior of employees, personal behavior of management, constant involvement of employees, as well as the adaptation of values to changes in the external and internal environment of the company, are investigated. The main directions and their characteristics have been developed for the formation of a system of organizational values that affect the company's performance. Conclusions. A systematic approach is needed to identify, implement, and continuously monitor organizational values that have a significant impact on organizational effectiveness.
Ethical leadership has emerged as a pivotal driver of sustainable performance, stakeholder trust, and responsible business conduct among Indian Small and Medium Enterprises (SME). Drawing insights from recent empirical and qualitative studies across diverse sectors, this paper examines how ethical leadership shapes organizational behavior, Corporate Social Responsibility (CSR) effectiveness, and employee engagement within India’s SME ecosystem. Findings indicate that leaders who demonstrate integrity, fairness, and transparency not only enhance CSR credibility but also foster ethical organizational cultures that reduce employee turnover and work-related stress. Moreover, ethical leadership acts as a bridge between strategic CSR initiatives and tangible social and environmental outcomes, promoting accountability and long-term sustainability. However, many Indian SMEs continue to exhibit fragmented and reactive ethical practices due to limited structural frameworks and awareness. The analysis emphasizes the need for leadership development programs focused on ethical competence, value-based decision-making, and stakeholder-oriented management systems. Strengthening these ethical foundations can enable Indian SMEs to align business growth with social responsibility and contribute meaningfully to national sustainable development goals (SDGs)
Elham Afsharzada, Hadi Teimouri, Ali Shaemi Barzoki
Organizational kindness is a positive phenomenon that help organizations achieve competitive advantage. This study aimed to identify the requirements and obstacles of organizational kindness at hospitals of Herat province. Utilizing systematic review and qualitative meta-synthesis approach, analysed existing literature following the seven steps outlined by Sandelowski and Barroso. The originality of the subject is notable, as it has been largely overlooked in domestic studies. A total of 223 authentic scientific texts in English were initially identified, and ultimately, 33 research titles were thoroughly examined. The PRISMA framework guided the screening process, while the CASP scale was employed to assess the qualifications and validate the resources. Using MAXQDA2024 software, 278 primary concepts were extracted, revealing 182 concepts related to organizational kindness' requirements and 96 concepts associated to organizational kindness' obstacles. To further validate the model developed for the hospitals in Herat province, administrative managers and medical staff were interviewed, with the data analysed through thematic analysis. The Kappa index was applied to measure the reliability of the research model. Additionally, experts confirmed the validity of the research using the content validity ratio and the content validity index, ensuring the rigour and applicability of the findings.
Kenneth Michael Sweet, Kathryn Appenzeller Knowles, Ethan P. Waples
Purpose – The purpose of this paper is to advocate for the integration of quantitative reasoning into management education and leadership development literature. The authors argue that the increasing complexity of managerial decision contexts, particularly in the age of information overload, demands that leaders possess the ability to critically analyze and interpret quantitative information. Design/methodology/approach – This viewpoint paper uses narrative argument to explore the concept of quantitative reasoning and its relevance to management education. The authors draw on research from mathematics education, psychology and management to support their argument. They also use real-world examples, such as the COVID-19 pandemic, to illustrate the importance of quantitative reasoning in contemporary leadership. Findings – This paper argues that quantitative reasoning is a critical skill for organizational leaders. It highlights the limitations of traditional management education in preparing leaders to effectively navigate data-rich environments. The authors contend that incorporating quantitative reasoning into leadership development programs can improve decision-making effectiveness. Originality/value – This paper offers a novel perspective on leadership development by emphasizing the significance of quantitative reasoning, a concept borrowed from the field of mathematics education, to close a gap in current management education practices.
Meliza Figueroa-Torres, Josh Jordan, Michael J. Kirchner
Purpose – Human resource management professionals strive to establish a high person–organization (PO) fit when hiring, as doing so ultimately reduces turnover and increases employee performance outcomes. However, tailored strategies toward improving the PO fit of military veterans have yet to be explored – a particularly concerning oversight considering the prevalence of veteran hiring initiatives and correspondingly high turnover rates of former servicemembers in their first nonmilitary jobs. This paper aims to explore the PO fit model’s application toward military veterans in nonmilitary organizations. Design/methodology/approach – A review of veteran transition literature was conducted to identify aspects of military veteran career transition issues, which suggested a perceived gap in fit between their job or organization. Findings – The review revealed prevailing transition challenges which likely arose, at least in part, due to veterans’ lack of fit in nonmilitary organizations. The findings informed development of a veteran–organization fit model based on a needs-supplies conceptualization of PO fit. Research limitations/implications – The authors apply the needs-supplies perspective of PO fit to address identified veteran career transition challenges. Importantly, the authors offer organization management scholars concrete steps for assessing the impact of integrating the proposed framework within civilian organizations. Practical implications – This study sheds light on how PO fit practices can be tailored and integrated by HR professionals for their military veteran newcomers. The authors offer HR practitioners POF strategies for military veteran newcomers in nonmilitary organizations. Originality/value – This paper offers organization management and HR scholars and practitioners a needs-supply informed approach toward improving PO fit of military veteran newcomers.
Paul Benjamin Lowry, Gregory D. Moody, Robert Willison
et al.
The Signalgate incident of March 2025, wherein senior US national security officials inadvertently disclosed sensitive military operational details via the encrypted messaging platform Signal, highlights critical vulnerabilities in organizational security arising from human error, governance gaps, and the misuse of technology. Although smaller in scale when compared to historical breaches involving billions of records, Signalgate illustrates critical systemic issues often overshadowed by a focus on external cyber threats. Employing a case-study approach and systematic review grounded in the NIST Cybersecurity Framework, we analyze the incident to identify patterns of human-centric vulnerabilities and governance challenges common to organizational security failures. Findings emphasize three critical points. (1) Organizational security depends heavily on human behavior, with internal actors often serving as the weakest link despite advanced technical defenses; (2) Leadership tone strongly influences organizational security culture and efficacy, and (3) widespread reliance on technical solutions without sufficient investments in human and organizational factors leads to ineffective practices and wasted resources. From these observations, we propose actionable recommendations for enhancing organizational and national security, including strong leadership engagement, comprehensive adoption of zero-trust architectures, clearer accountability structures, incentivized security behaviors, and rigorous oversight. Particularly during periods of organizational transition, such as mergers or large-scale personnel changes, additional measures become particularly important. Signalgate underscores the need for leaders and policymakers to reorient cybersecurity strategies toward addressing governance, cultural, and behavioral risks.
The field of cultural NLP has recently experienced rapid growth, driven by a pressing need to ensure that language technologies are effective and safe across a pluralistic user base. This work has largely progressed without a shared conception of culture, instead choosing to rely on a wide array of cultural proxies. However, this leads to a number of recurring limitations: coarse national boundaries fail to capture nuanced differences that lay within them, limited coverage restricts datasets to only a subset of usually highly-represented cultures, and a lack of dynamicity results in static cultural benchmarks that do not change as culture evolves. In this position paper, we argue that these methodological limitations are symptomatic of a theoretical gap. We draw on a well-developed theory of culture from sociocultural linguistics to fill this gap by 1) demonstrating in a case study how it can clarify methodological constraints and affordances, 2) offering theoretically-motivated paths forward to achieving cultural competence, and 3) arguing that localization is a more useful framing for the goals of much current work in cultural NLP.
Gabriela Wojak, Ernest Górka, Michał Ćwiąkała
et al.
This paper analyzes the relationship between cybersecurity management, data protection, and corporate reputation in the context of digital transformation. The study examines how organizations implement strategies and tools to mitigate cyber risks, comply with regulatory requirements, and maintain stakeholder trust. A quantitative research design was applied using an online diagnostic survey conducted among enterprises from various industries operating in Poland. The analysis covered formal cybersecurity strategies, technical and procedural safeguards, employee awareness, incident response practices, and the adoption of international standards such as ISO/IEC 27001 and ISO/IEC 27032. The findings indicate that most organizations have formalized cybersecurity frameworks, conduct regular audits, and invest in employee awareness programs. Despite this high level of preparedness, 75 percent of surveyed firms experienced cybersecurity incidents within the previous twelve months. The most frequently reported consequences were reputational damage and loss of customer trust, followed by operational disruptions and financial or regulatory impacts. The results show that cybersecurity is increasingly perceived as a strategic investment supporting long-term organizational stability rather than merely a compliance cost. The study highlights the importance of integrating cybersecurity governance with corporate communication and reputation management, emphasizing data protection as a key determinant of digital trust and organizational resilience.
This study aims to examine the effect of Organizational Innovativeness, a key dimension of Organizational Culture, on teacher innovation measured as Innovative Work Behaviour (IWB) within Malaysia’s Technical and Vocational Education and Training (TVET) sector. A quantitative approach using stratified simple random sampling was employed, with data collected from 331 vocational college teachers using a validated questionnaire adapted from the Organizational Culture Inventory (OCI) and the Innovative Work Behaviour Questionnaire (IWBQ). Multiple regression analysis showed that among the four dimensions of Organizational Culture: Innovativeness, Effectiveness, Cooperativeness, and Consistency, Innovativeness recorded the highest standardized beta coefficient (β = 0.522, p < 0.001), making it the most influential predictor of teacher innovation. A follow up simple linear regression revealed that Innovativeness alone explained 27.3 percent of the variance in IWB (R² = 0.273, p < 0.001), representing a large effect size. While Innovativeness had the strongest impact, other cultural dimensions such as Cooperativeness and Consistency demonstrated limited direct influence, suggesting their potential lies in interaction with innovativeness rather than in isolation. In conclusion, the findings provide empirical evidence that fostering innovativeness is vital for equipping teachers to generate, promote, and implement new ideas. Practical implications highlight the need for actionable strategies such as embedding innovation in professional development, incentivising risk taking, fostering cross disciplinary collaboration, and balancing stability with flexibility. These results underscore the importance of embedding innovativeness into institutional culture to ensure that TVET educators remain agile, responsive to industrial changes, and aligned with the objectives of the National TVET Policy 2030.
Zunsyika Zahra Zatira, S. Sugiharti, Janna Prafika
et al.
Modern corporate organizations acknowledge that emotional intelligence (EI) is among the most critical factors in leadership effectiveness. Leaders who score high in EI are better able to implement supportive work environments, and this then puts them on the path to improved job satisfaction and organizational commitment. Besides, the effectiveness of EI for the purpose of diversity management and inclusive cultures underscores the value leaders with highly developed EI have in today's work settings, which are characterized by increased globalization. The ongoing challenges of integrating EI into leadership development programs necessitate further exploration. This paper, therefore, synthesizes the latest findings, arguing for the importance of EI in modern leadership and suggesting a more nuanced inclusion of emotional competencies in leadership strategies, so as to be able to effectively navigate the complex dynamics of modern organizations. Keywords: Emotional Intelligence, Leadership Effectiveness, Organizational Culture, Diversity Management, Change Management.
Abstract As a former monopoly under military supervision, PT Dahana (Persero) underwent a significant cultural transformation to remain competitive in Indonesia’s post-reform economic landscape. This study explores the role of communication in the transformation of corporate culture through structured implementation programs based on newly institutionalized cultural values. Using an interpretive case study approach, the research analyzes employees’ understanding of both legacy and new cultural values, and the effectiveness of various change programs such as Agent of Change (AOC), competitions, and education-based initiatives. The findings reveal a transition from bureaucratic and relaxed work habits toward a more disciplined, competency-based culture, albeit with challenges related to leadership modeling and consistency across locations. This research contributes to the growing scholarship on communication in organizational transformation, especially in strategic industries.
Olena Varaksina, Anna G. Malashenko, Dmytro Yatsenko
The article examines the specific features of hybrid teams functioning in modern organizations and their impact on the effectiveness of management processes in the context of business digital transformation. It has been proved that the hybrid work format represents an evolutionary stage in the development of organizational models, combining the flexibility of remote interaction with the advantages of offline teamwork. Key trends in the development of hybrid formats are analyzed, as well as managerial, communicative, and socio-psychological aspects influencing enterprise performance. The main advantages are identified, including increased labor productivity, broader human potential, higher innovation capacity, and employee satisfaction, along with challenges related to coordination, digital overload, and risks of losing team cohesion. Particular attention is paid to the role of the manager as the key link in managing hybrid teams, whose function transforms from controlling to coaching. The manager acts as a facilitator of organizational change, creating an adaptive environment capable of quickly responding to external challenges and ensuring sustainable development. The managerial competencies required for the successful leadership of hybrid teams are defined, such as strategic flexibility, communication sensitivity, digital literacy, emotional intelligence, and leadership skills. A structural and functional model of adaptability and flexibility of hybrid teams is proposed, illustrating the interrelation between managerial decisions, behavioral mechanisms, and the organization’s strategic effectiveness. It is demonstrated that effective management of hybrid teams is based on the integration of digital tools, trust, flexible communication practices, and corporate culture development. Special attention is given to adapting corporate culture, fostering team identity, and developing motivation systems that consider the individual needs of employees in a hybrid environment. The obtained results can be applied to improve personnel management systems, develop strategies for organizational resilience, and implement innovative models of human resource management in a hybrid work environment.
This study explores the ethical practices of employees in a local government institution in Bukidnon, Philippines, amid growing expectations for integrity, transparency, and accountability in public service. Specifically, it aims to identify employee ethical behaviors across personal, interpersonal, and organizational domains, examine the perceived importance of ethical conduct, and assess its effect on organizational development. A descriptive research design was utilized, employing purposive non-probability sampling. The primary data collection instrument was a modified survey questionnaire adapted from the Institute of Business Ethics. Data were analyzed using descriptive statistics. The findings revealed that ethical practices were consistently upheld across all domains, with interpersonal ethics, such as respect, teamwork, and professionalism, emerging as the most dominant. Employees viewed ethical behaviour as integral to fostering a positive work culture, enhancing public confidence, and aligning individual performance with institutional values. Ethical conduct was perceived to significantly strengthen organizational reputation, support resource efficiency, and ensure long-term effectiveness. However, the study also noted operational challenges, particularly in maintaining confidentiality and consistent attendance, indicating strategic improvement areas. These challenges underscore the necessity for targeted interventions to reinforce ethical standards and address areas where adherence may be lacking. In conclusion, the research affirms that ethical behavior is ingrained in the organizational culture of local government service and serves as a key driver of individual accountability and institutional success. Recommendations include ongoing ethics education, reinforced policy enforcement, and cultivating a value-driven workplace culture to institutionalize ethical standards within government agencies, thereby promoting integrity, transparency, and excellence in public service.
The chapter investigates the critical relationship between technology and organizational culture change. It presents a framework that elucidates the interplay between technological adoption and the ensuing cultural shifts within organizations. The author delves into the various stages of the digital transformation process, examining the challenges and opportunities that organizations encounter as they integrate new technologies. By drawing on real-world examples and case studies, the chapter underscores the pivotal role that organizational leaders play in guiding their teams through these transitions, fostering a culture of adaptability, and promoting a growth mindset. The chapter also explores the importance of addressing the human element in digital transformation efforts, emphasizing the need to effectively manage change, overcome resistance, and bridge skill gaps to ensure a successful transition. Furthermore, the author discusses the ethical implications of adopting new technologies, advocating for a responsible and people-centric approach to innovation. In conclusion, the chapter offers a forward-looking perspective on the future of organizational culture in the digital era, anticipating emerging trends and novel technologies that will continue to shape the way organizations function. This informative chapter provides a valuable resource for understanding and navigating the complex interplay between organizational culture change and technology.
The complexity of today's corporate landscape underscores the importance of robust risk management strategies for organizational resilience and sustainability. This study investigates the methodologies and effectiveness of risk management practices in corporate settings, emphasizing key components that contribute to success. Using a mixed-methods approach, the study surveyed 100 corporate managers and conducted in-depth interviews with 20 senior risk management professionals. Findings indicate that companies with comprehensive risk management frameworks perform significantly better in mitigating risks compared to those with minimal strategies. Key elements identified include proactive risk assessment, continuous monitoring, and integration into corporate culture. Senior management involvement also correlates positively with effective risk management outcomes. Despite recognition of its importance, challenges such as resource constraints, inadequate training, and resistance to change hinder implementation. The study highlights the need for ongoing improvement in risk management practices through enhanced training and greater leadership engagement. It stresses the critical role of structured risk management in corporate sustainability and resilience, advocating for further research into innovative tools and strategies to meet evolving business challenges.
Purpose: The aim of the study was to analyze the impact of emotional intelligence on leadership effectiveness in corporate settings. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Emotional intelligence (EI) significantly impacts leadership effectiveness in corporate settings. Leaders with higher EI are better able to manage their own emotions and understand others' emotional states, which enhances their decision-making, communication, and conflict resolution skills. These EI competencies foster stronger team cohesion, improved employee morale, and higher overall productivity. In South African companies, leaders with high EI are also better equipped to navigate the challenges posed by organizational changes and cultural diversity, leading to a more positive and resilient work environment. Unique Contribution to Theory, Practice and Policy: Emotional intelligence theory, transformational leadership theory & social and emotional learning may be used to anchor future studies on the impact of emotional intelligence on leadership effectiveness in corporate settings. Organizations can also foster a culture that values emotional intelligence by providing coaching and mentorship programs that emphasize emotional awareness and empathy. Companies can create policies that promote the integration of EI into organizational performance reviews, aligning EI competencies with leadership success criteria.
Sustainability commonly refers to entities, such as individuals, companies, and institutions, having a non-detrimental (or even positive) impact on the environment, society, and the economy. With sustainability becoming a synonym of acceptable and legitimate behaviour, it is being increasingly demanded and regulated. Several frameworks and standards have been proposed to measure the sustainability impact of corporations, including United Nations' sustainable development goals and the recently introduced global sustainability reporting framework, amongst others. However, the concept of corporate sustainability is complex due to the diverse and intricate nature of firm operations (i.e. geography, size, business activities, interlinks with other stakeholders). As a result, corporate sustainability assessments are plagued by subjectivity both within data that reflect corporate sustainability efforts (i.e. corporate sustainability disclosures) and the analysts evaluating them. This subjectivity can be distilled into distinct challenges, such as incompleteness, ambiguity, unreliability and sophistication on the data dimension, as well as limited resources and potential bias on the analyst dimension. Put together, subjectivity hinders effective cost attribution to entities non-compliant with prevailing sustainability expectations, potentially rendering sustainability efforts and its associated regulations futile. To this end, we argue that Explainable Natural Language Processing (XNLP) can significantly enhance corporate sustainability analysis. Specifically, linguistic understanding algorithms (lexical, semantic, syntactic), integrated with XAI capabilities (interpretability, explainability, faithfulness), can bridge gaps in analyst resources and mitigate subjectivity problems within data.
Jose M Gonzalez-Varona, Adolfo Lopez-Paredes, David Poza
et al.
Purpose: The new competitive environment characterized by innovation and constant change is forcing a new organizational behavior. This requires a digital transformation of SMEs based on collective performance determinants. SMEs have particular characteristics that differentiate them from large companies and a model that allows them to identify, leverage and develop their digital capabilities can help them to advance in digital maturity. Design/methodology/approach: An in-depth review of the existing literature on digital transformation and organizational competence was carried out on Scopus and Web of Science to identify the digital challenges faced by SMEs, and what digital capabilities they have to develop to face these challenges. In order to obtain the necessary information for the refinement of organizational competence for digital transformation model, six experts were interviewed; three of them are academics and the other three are professionals with management responsibilities in SMEs. We used semi-structured interviews, to keep the interviews focused and facilitate cross-data analysis between experts. In addition, it allowed us the possibility of analyzing new relevant aspects that could arise during the interview. Findings: As a result of this study we have developed a refined model of organizational competence for digital transformation that allows SMEs to identify and develop the digital capabilities necessary to advance in the digital transformation, refined with the opinions of six experts consulted. We were able to observe the importance of organizational learning and organizational knowledge to advance the digital transformation of SMEs.
Roben Delos Reyes, Hugo Lyons Keenan, Cameron Zachreson
Behaviour change lies at the heart of many observable collective phenomena such as the transmission and control of infectious diseases, adoption of public health policies, and migration of animals to new habitats. Representing the process of individual behaviour change in computer simulations of these phenomena remains an open challenge. Often, computational models use phenomenological implementations with limited support from behavioural data. Without a strong connection to observable quantities, such models have limited utility for simulating observed and counterfactual scenarios of emergent phenomena because they cannot be validated or calibrated. Here, we present a simple stochastic microsimulation model of reversal learning that captures fundamental properties of individual behaviour change, namely, the capacity to learn based on accumulated reward signals, and the transient persistence of learned behaviour after rewards are removed or altered. The model has only two parameters, and we use approximate Bayesian computation to demonstrate that they are fully identifiable from empirical reversal learning time series data. Finally, we demonstrate how the model can be extended to account for the increased complexity of behavioural dynamics over longer time scales involving fluctuating stimuli. This work is a step towards the development and evaluation of fully identifiable individual-level behaviour change models that can function as validated submodels for complex simulations of collective behaviour change.