This volume contains two Open Access chapters. Digital Transformation and Institutional Theory explores how manifestations of digital transformation requires rethinking of our understanding and theorization of institutional processes.

In a world of organizations that are in constant change scholars have long sought to understand and explain how they change. This book introduces research methods that are specifically designed to support the development and evaluation of organizational process theories. The authors are a group of highly regarded experts who have been doing collaborative research on change and development for many years.

For the first time, Seven Management Moralities delivers a comprehensive overview of all forms of moral and immoral behaviour displayed by management. Utilising Kohlberg's ascending scale of seven moralities, the book includes the ethics of Aristotle, Kant, Utilitarianism, Bauman, Habermas, and Singer.

The Institutional Logics Perspective is one of the fastest growing new theoretical areas in organization studies (Thornton, Ocasio & Lounsbury, 2012). Building on early efforts by Friedland & Alford (1991) to "bring society back in" to the study of organizational dynamics, this new scholarly domain has revived institutional analysis by embracing a

Drawing on the empirical case of the Russian-Georgian war of 2008, this book explores the theoretical underpinnings of the idea of 'great power management' first articulated within the English School of International Relations. The contributors to the volume approach this idea from a variety of theoretical perspectives, ranging from policy-analysis to critical theory.

In the aftermath of major crises governments turn to public inquiries to learn lessons. Inquiries often challenge established authority, frame heroes and villains in the public spotlight and deliver courtroom-like drama to hungry journalists. As such, they can become high-profile political stories in their own right. Inquiries also have a policy learning mandate with big implications because they are ultimately responsible for identifying policy lessons which, if implemented, should keep us safe from the next big event. However, despite their high-profile nature and their position as the pre-eminent means of learning about crises, we still know very little about what inquiries produce in terms of learning and what factors influence their effectiveness in this regard. In light of this, the question that animates this book is as important as it is simple. Can post-crisis inquiries deliver effective lesson-learning which will reduce our vulnerability to future threats? Conventional wisdom suggests that the answer to this question should be an emphatic no. Outside of the academy, for example, inquiries are regularly vilified as costly wastes of time that illuminate very little while inside social scientists echo similar concerns, regularly describing inquiries as unhelpful. These commentaries, however, lack robust, generalizable evidence to support their claims. This volume provides evidence from the first international comparison of post-crisis inquiries in Australia, Canada, New Zealand, and the United Kingdom, which shows that, contrary to conventional wisdom, the post-crisis inquiry is an effective means of policy learning after crises and that they consistently encourage policy reforms that enhance our resilience to future threats.

This book is about financial accounting and management control and how these two information systems are related as well as how their objectives conflict. At the most fundamental level, the objective of financial accounting is to provide owners and funders with comparable information on a company's value creation. The aim of management control, on the other hand, is to give the board, senior executives and employees unique information for strategy formulation and implementation. One often-mentioned negative effect is the risk of financial accounting affecting management control design and use, making it less relevant for decision-making at the company level. The book provides an analysis of the complex relationship between financial accounting and management control. The analysis is based on theoretical reasoning as well as several examples of how financial accounting standards affect not only the annual report but also the control system. An interesting, and perhaps unexpected conclusion is that management control seems to affect financial accounting almost as much as financial accounting affects management control. These complex relationships, which can influence the design and use of both financial accounting and management control, are discussed in detail in this book.

Steve Leach identifies the key challenges facing chief executives in British local government in operating in an environment where party politics is a dominant force. It discusses the basis on which chief executives apply for posts and manage the interview process, and the importance of the 'honeymoon period' - the first 6-9 months.

Top Pay is an extremely topical and contentious area and compensation and benefits is a well-defined area of interest in HR. This book investigates how the field of top pay developed? Why is there so much interest in top pay? Why governments take such an interest? Separation of ownership from control. The issues of Institutional shareholding, globalisation, comparisons between countries,equity theory and government policy are all addressed

This book is about co-leadership: A leadership practice and structure often found in arts organizations that consist of two or three executives who bridge the art and business divide at the top. Many practitioners recognize this phenomenon but the research on this topic is limited and dispersed. This book assembles a coherent overview and presents new insights of the field. While co-leadership is well institutionalized in the West, it is also criticized for management’s constraint of artistic autonomy and for its pluralism that dilutes leadership clarity. However, co-leadership also personifies the strategic objectives of art, audiences, organization, and community, by addressing plural logics – navigating the demands of artistic vision and organizational stability. It is an integrating solution. The authors investigate its specifics in the arts, including global practice and its interdisciplinary nature. The theoretical frame of plural leadership supports their empirical explorations of the dynamics within the co-leadership relationship and with organizational stakeholders. Data includes the voices of co-leaders, artists, staff, and board members from arts organizations in Canada and Norway. Their abductive reflection generates a stimulating research experience. By viewing co-leadership in action, not as a study of static theories, the book will appeal not only to students and researchers but also resonate with practitioners in arts and cultural management and assist them to work with co-leadership and to manage its tensions. Chapters 1 and 4 of this book are freely available as downloadable Open Access PDFs at http://www.taylorfrancis.com under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.