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The performance of public sector institutions has always been contentious – this is as old as the system of government itself and its provision of collective goods, irrespective of whether they are tangible or intangible. In the context of South Africa, with its ever-increasing political competitiveness, this chapter assesses political leadership and the African philosophy of Ubuntu or humanism in improving public sector performance management in the country. It does so by addressing certain distinct questions: What is the state of public sector performance and leadership in South Africa? What have scholars contributed in linking public sector performance, and the politics and public administration dichotomy? Are the Batho Pele principles, underpinned by Ubuntu, a worthy notion on which to pillar African political leadership? By adopting an interpretivist, qualitative research design, the study reflects on the essence of a public administration that is effective in delivering political goods and managing the performance of bureaucracies and the political leadership therein. This chapter argues that the performance of public administrations remains a “wicked” problem in South Africa as political populism is on the rise in the country. However, the argument is made that with “good” political leadership – which naturally and effectively encompasses the philosophy of Ubuntu and which understands and mobilizes statecraft – great strides can be made beyond the current rhetoric.

Social enterprises (SEs), part of the third sector, are hybrid organizations combining the pursuit of social scopes with commercial business solutions. In seeking for social value, they pair for-profit and non-profit features, thereby compensating for shortcomings of both the public sector and the commercial market. Therefore, the performance management of such organizations assumes a crucial relevance. Among the available tools, the balanced scorecard (BSC) aims to capture performance multidimensionality, at the same time fostering legitimacy towards stakeholders.

In general terms, the BSC has the limit to follow a linear and static logic of construction and functioning. For this reason, scholars combine it with system dynamics (SD) to create dynamic balanced scorecards (DBSCs). However, literature seems to devote scarce attention to the adoption of such analytic tools in the third sector, particularly in SEs. This chapter wants to contribute to bridging this gap by proposing a tailored application in the context of a social cooperative, active in the clothing recycle and in the re-integration of disadvantaged social categories. By referring to previous literature about DBSC, two modelling strategies are identified: the BSC-driven and the SD-driven. The latter, based on inductive reasoning, is the one privileged for the study because of its wider flexibility. The modelling outputs consider different perspectives than the ones within traditional BSCs, contain elements of circular causality and show how financial and non-financial performances interplay and co-determine each other. Insights from the proposed model can be useful to support both decision-making and stakeholder engagement.

To explore human resource (HR) practitioner perspectives of the effectiveness, challenges, and aspirations of the performance management (PM) system to inform future directions for PM design and success.

Interviews with 53 HR practitioners from a cross-section of organisations operating in the United Kingdom, Canada and New Zealand.

Practitioner's discussed the criticality of effective conversations across all elements of the PM system. Using an interpretive approach, and through a lens of social exchange theory (SET), we used their voice to develop a conversations-based PM model. This model centres on effective performance conversations through the design and implementation of the PM system. It includes four enablers and five environmental elements. The enablers (aligned goals, frequent feedback, skills development, and formality) depend on skilled interactions and conversations, and the organisational environmental elements (design, development function, buy-in, culture, and linkage to other systems) are enhanced when effective conversations take place.

Practitioners can use the conversations model to help shape the way they design and implement PM systems, that place emphasis on upskilling participants to engage in both formal and informal honest conversations to build competency in the enablers and assess organisational readiness in terms of the environmental elements.

By listening to the under-utilised voice of the HR practitioner, and through a lens of SET, we developed a PM model which emphasises reciprocity and relationship building as key tenets of the PM system. While past research recognises the importance of effective conversations for PM implementation, it has largely silent been about the role of conversations in system design. Our model centres these conversations, presenting enablers and environmental elements to facilitate their core position within effective PM.

The study aimed to capture student experience during virtual internships by identifying the facilitators and barriers during their experiential learning journey. The students were pursuing their Master’s in Business Administration (MBA) program at a business school in India. The authors shed light on the impact of COVID-19 pandemic on the current education system, specifically experiential learning through virtual internships.

About 38 Semi-structured in-depth interviews were conducted from July to September 2022 with the students of a business school located in Pune, India. Interviews were transcribed and analyzed to generate new themes for ascertaining the facilitators and barriers to virtual internships. Interpretative Phenomenology Analysis was undertaken to analyze the lived experiences of the respondents.

Students viewed virtual internships positively in terms of mentor support, active learning, flexibility, and an easy onboarding process. Poor work-life balance, lack of peer learning and infrastructure issues were some of the barriers/challenges faced by the students.

The study discusses various managerial and administrative implications. The findings help educationists design effective pedagogy by drawing insights from constructivist learning theory, where students' active role during virtual internships must be given primary attention. Corrective measures in the pedagogy can be taken while designing a virtual internship, considering the barriers found in this study.

The themes identified in the study are a novel contribution to the growing body of knowledge on virtual experiential learning. The study empirically captures student experience regarding a relatively new phenomenon of virtual internships, which is the uniqueness of this paper.

This study was designed to contribute to the extant literature by discovering the perceptions of restaurant employees and managers toward equal opportunities in restaurant labor and working in a diversity-rich restaurant work environment.

A qualitative research approach was utilized. Through in-depth interviews, data were collected purposefully from restaurant workers in different positions (e.g. managers, servers, chefs and cooks) in the USA.

As a result of content analysis, different perspectives emerged on equal employment opportunity and diversity in restaurant labor. While some employees and managers believe that restaurant labor has equal employment opportunities, others think there is a lack of equal employment opportunity and partial equal employment opportunity in the industry. Most participants perceive working in a diversity-rich restaurant work environment as beneficial (an opportunity to learn about different cultures and an opportunity to learn different experiences and approaches).

To the best of our knowledge, this is the first paper to explore employees' and managers' perceptions of equal employment opportunity and diversity in the hospitality labor context, specifically restaurant labor. Therefore, the research findings will create value for scholars to understand the view on equal employment opportunity and diversity in restaurant labor. Further, it will assist practitioners in designing their labor structure regarding equal employment opportunity and diversity management for the future.

Neoliberalism’s global scale crisis has been most acute in Africa, in terms of economic welfare, human suffering, ecological damage, and policy sovereignty. Social opposition to the first rounds of dissent was quelled during the 1980s, and export-led growth strategies finally appeared to pay off when, during 2002–2011, commodity prices soared and “Africa Rising” became the watchword. However, as commodity prices plateaued during 2011–2014 and then crashed, authoritarianism has revived. The reimposition of neoliberal policies, a new round of unrepayable foreign debt (in part associated with Chinese-funded infrastructure), and renewed austerity are all bearing down. From internal elite circuits, this threatens to unleash a well-known combination of neoliberalism, neopatrimonialism, and repression by authoritarian leaders. New rounds of protests, often arising as a direct result of these economic catalysts, were witnessed in some of the most famous sites of struggle such as Tunisia and Egypt in 2011, Nigeria in 2012, and South Africa at various points in recent years. Ongoing strife has also brought intense pressure on governing regimes in Algeria, Burkina Faso, Burundi, Cote d’Ivoire, the Democratic Republic of the Congo, Ethiopia, Kenya, Senegal, Sudan, Togo, Zambia, and Zimbabwe, leading to major political reforms and even changes in regimes. This chapter examines the dynamics of this process to expose the neoliberal foundations of rising authoritarianism accompanied by repression – and resistance – across the African landscape.

This paper aims to assess the impact of the presence/absence of risk management practices on the risk of merger and acquisition (M&A) failure.

An agency theoretic perspective is adopted, along with a mixed-methods approach to study managerial complexity beyond simply “good” and “bad”. The focus is on an agency conflicts.

The authors first present an integrated framework that classifies managerial behaviour and risk management, where M&A bids can become vehicles for maximising managerial benefits rather than shareholder value. The authors proceed to consider M&A activity that benefits both managers and shareholders in the presence of risk management strategies.

The paper highlights the benefits of multiple paradigms and research paths that address dimensions captured by an agency theoretic perspective.

The authors regard this paper as having particular significance in that the global financial crisis has impacted M&A activities and objectives, shifting the employment and related risks faced by managers.

The paper suggests future research paths to advance the understanding of the complex behaviour of managers involved in M&A activities that go beyond the classification of “good” and “bad” managers.