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The purpose of the study is to determine the nature, specificity, and role of management decisions in the management of modern enterprises. The problem of making effective management decisions is crucial in the organization of modern enterprises in the face of uncertainty and high risks of business, complex economic situations, and the increasing importance of strategic decisions. As a result of the development of the science of management decisions, business has received technologies and techniques for making effective management decisions that improve the ability of management to make informed, objective decisions in situations of exceptional complexity. Some scholars argue with the statement that the essence of management is revealed in the ability to make decisions, to reflect the real problems, relationships and relationships that have developed in the organization. The stability of the modern enterprise depends on the controllability of the control system, the transfer of the system from any initial state to any other specified state, the ability to determine the state of the system by the controlled value, and the control effect. It is proposed to assess the quality of management decisions made by the efficiency of the tasks performed and the problems solved. The lack of an unambiguous approach to determining the factors affecting the quality of development and management decision making means the need for management to determine the specifics and logic of decisions based on the assessment of the situation, the structuring of tasks and problems, the level of management culture, available tools and mechanisms for the implementation of decisions, and performance discipline.

The purpose of this chapter is to develop criteria of effectiveness of state management of the process of implementing the information economy’s optimization model, determine the corresponding indicators, and offer the method of evaluation of the effectiveness of state management of the process of implementing the information economy’s optimization model.

This research applies the methods of induction, deduction, structural and functional analysis, and graphical presentation of information.

Based on the peculiarities of the information economy’s optimization model, three main criteria of the effectiveness of state management while implementing this model are distinguished: flexibility of the normative and legal provision of information economy; balance of the level and rate of development of the noosphere components; and success of the protection, usage, and preservation of information’s uniqueness. To distinguish these criteria it is offered to evaluate the effectiveness of state management of the process of implementation of the information economy’s optimization model by progressive comparison of the sum of results with the sum of limitations and costs for each direction of state management of the process of implementation of the information economy’s optimization model, related to the provision of observation of the above criteria. The author determines the indicators that conform to the offered criteria of effectiveness of state management of the process of implementation of the information economy’s optimization model systematized in connection to these criteria, and offers the formula for calculating the final indicator of the effectiveness of state management of the process of implementation of the information economy’s optimization model.

The offered criteria of effectiveness of state management of the process of implementing the information economy’s optimization model, the corresponding indicators, and the compiled methodology of evaluating the effectiveness of this process are recommended for usage as methodological provision of monitoring and control of implementation of the information economy’s optimization model.

The aim of the study is to determine the nature and specificity of methodological approaches to management decision making in modern business systems. Management decisions are among the creative operations in the technology of management work. The methodology of decision making is of great applied importance and inevitably increases with the complexity of economic situations and management tasks. It is argued that on the one hand, decision making is a logical thinking activity and is implemented by senior staff and, on the other hand, is a management procedure and, therefore, should have a deep methodological study and be carefully organized and regulated by legislative and regulatory framework. It is proposed to consider approaches to management decision making as a set of basic methods of obtaining new knowledge, methods, and tools for solving problems of achieving the best result on the basis of in-depth study and compliance with the principles of organization of work in the chosen direction. The variety of approaches to management decision making reflects the different aspects of management processes taking place at the state and industry level, in the management of a particular business system. The practice of developing effective management solutions requires knowledge of universal and special approaches to the management of modern business systems and is a necessary competence of the management of a modern company.

The general topic of spirituality and the ways in which spirituality in organizations was studied and reported on have received mixed reactions (ranging from positive to puzzled to skeptical to negative) from sc’Moi participants, many of whom were European critical management theorists, and management researchers in other divisions when the Management Spirituality and Religion group was started at the Academy of Management. In this chapter I examine how these management research differences in approaches to ontology and epistemology were influenced by the philosophical approaches of Hegel and Marx, and how similar differences also influenced psychological research, whose approach to research and research methodology forms the basis of much management research. I will examine how these contrasting beliefs have played out and continue to play out in such seemingly diverse but really similar subjects of inquiry as philosophy (e.g., Hegel vs Marx), psychology (e.g., introspection vs behaviorism), and management studies (e.g., management organization inquiry vs critical management). I examine what these approaches have in common, how, in my opinion, the behaviorists have so far prevailed, and why they have so far prevailed; I conclude with suggestions for how ongoing dialectics between the seven Ss (the seven themes elaborated on in this book – storytelling, system, sustainability, science, spirit, spirals, and sociomateriality) can help contribute to the field of spirituality in management, and how spirituality research can contribute and interact with the other themes to the future of management and organizational inquiry.

This paper aims to explore how the time and temporal aspects are managed in a financial accounting outsourcing (FAO) transition process in an international interorganizational context. As a research outcome, the authors identify management interventions of both the service provider (SP) and the outsourcing company (OC) at both the corporate and operational levels.

The framework by Huy (2001a, 2001b) was used to analyze the qualitative data, which draw on observations, participation in 32 official meetings during the outsourcing process, informal discussions with key actors from the SP and the OC, and archival data of a single case company.

The authors illustrate how the time and temporal aspects of planned accelerated change are managed through management interventions during the FAO transition process. All four ideal intervention types (commanding, engineering, teaching and socializing) were used sequentially but also jointly to complement one another. The pacing was mostly rapid, owing to strong commanding interventions initiating almost every stage. When analyzing the FAO transition process, the authors identified four stages: contact, contract, convergence and control. Moreover, the authors focused on the role of the operational-level managers and accounting specialists of both organizations. The findings indicate that management interventions vary with the management level.

This study contributes to the interorganizational control literature by considering the time and temporal aspects in planned organizational change and the role of operational-level managers in managing large-scale changes.

This study aims to conduct an extensive bibliometric analysis of research across COVID-19 and human resource management (HRM). It captures an exhaustive conceptual understanding of theoretical foundations, research trends, developments and research directions in the HRM domain.

A set of 505 HRM and COVID-19-specific articles collected from the Scopus database were systematically analyzed using a two-tier method. In the first tier of analysis, the evolution and current state of research are identified using citation analysis. In the second tier, network analysis and content analysis of research clusters and thematic mapping are done to identify the prominent research themes and research gaps and suggest future research directions.

The study highlights the emergence of six research clusters: SHRM and competitive advantage, employer branding and employee engagement, crisis management and resilience, challenges, career shock and job demand resources and burnout. The thematic mapping categorizes the themes into four categories: motor, basic, emerging or declining, and niche research themes published on COVID-19 and HRM. To understand the socio-cultural dynamics and cross-cultural issues during human resource management, the findings emphasized the need for the increased contribution of researchers and practitioners, especially from the developing and emerging nation’s context. Increased co-authorship among influential authors and institutions will also help formulate strategies and policies to effectively deal with similar pandemics.

Unlike the previous literature review, the present findings provide meaningful insights for formulating people management techniques, policies, and practices in response to COVID-19 or similar pandemics.