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The chapter elaborates how organizational governance can optimally address workplace bullying, a synergy possible because organizational governance seeks to promote ethical functioning while workplace bullying is considered an unethical behavior. Through its suggestions, the chapter aims at furthering employee dignity and well-being, cohering with international calls for human rights at work.

A review of two literatures was conducted: (a) workplace bullying differentiated on the basis of its situatedness and level into internal bullying – of an interpersonal and depersonalized nature – and external bullying; and (b) organizational governance including its theoretical perspectives, especially the societal lens, and international, national, and firm codes.

Several organizational governance measures at institutional level – both international and national in scope – and at firm level are proposed to deal with varieties of workplace bullying encompassing primary, secondary, and tertiary prevention. Accordingly, a shift in organizational effectiveness from goal-based models to process-oriented frameworks so that economic and non-economic objectives are balanced, following the stakeholder approach, is advocated. The political dynamics involved in such an initiative are alluded to.

Application, drawing on secondary rather than primary data, is the essential thrust of the chapter, with recommendations anchored in organizational governance, particularly its societal perspective, conceptualized to address workplace bullying in a holistic manner.

First, despite the clear relevance of organizational governance to workplace bullying, the prospect of interventions from this standpoint has never been previously explored. Second, the term “varieties of workplace bullying” is propounded to capture the different types of emotional abuse at work known so far.

Blockchain is a technical solution integrating multiple technologies, with the potential to overcome the drawbacks of organizational governance. Given the emergence and prevalence of blockchain, its importance for organizational governance has progressively increased. Therefore, this study aims to analyze how blockchain restructure organizational governance.

This study presents a structured systematic literature review of blockchain-enabled applications across diverse organizational governance models and several case studies to illustrate them. Based on the above analysis, governance mechanisms, transaction upgrading and challenges are proposed.

Based on the literature review and typical applications, the authors summarize the advances in the research on the theoretical and practical applications of blockchain in organizational governance. We also identify the influence mechanisms of organizational governance and investigate transaction upgrading based on blockchain. Finally, the authors discuss three types of challenges (i.e. administrative, technical and environmental) to the relationship between blockchain and organizational governance. Along with the development of blockchain applications, the impact of blockchain on organizational governance has progressed in both theory and practice. Therefore, these findings will have significant implications for both academics and practitioners.

This paper makes three key theoretical contributions: we review the literature on the impact of blockchain on organizational governance and present typical cases to illustrate it; propose four governance mechanisms for the application of blockchain in organizational governance; and propose an innovating-and-matching-oriented model of transaction upgrading based on blockchain.

The main purposes of this study are to develop a knowledge governance mechanism-fit-barrier matrix mode to resolve transfer problems resulting from knowledge characteristics and to clarify the relationship among knowledge characteristics, barriers of knowledge transfer, and effective knowledge transfer in inter-organizational contexts.

The vast literature on knowledge transfer in inter-organizational context has been reviewed. Moreover, to develop a theoretical framework, the authors developed a set of arguments based on literature pertaining to the knowledge-based view of knowledge characteristics and barriers and the response of network to inter-organizational knowledge transfer.

Knowledge-based view of knowledge characteristics and barriers and knowledge governance may provide a new understanding for network organizations seeking effective knowledge transfer strategies in inter-organizational context.

The main contribution to organizational theory is extending information-processing theory to form a new strategic model for inter-organizational knowledge transfer.

The fit model of governance mechanisms may help managers to make effective strategies for inter-organizational knowledge transfer.

Theoretically, this paper extends Information Processing Theory to inter-organizational relationships research. The developed model here also helps to explain the importance of cognitive dimensions for successful inter-organizational knowledge transfer. In KM practice, the proposed well-developed strategic models may help managers to link inter-organizational knowledge transfer processes to business strategy, and validate of the way to convert the goal of making their network organizations more intelligent into a strategic action.

This paper aims to investigate the impact of sharia governance on organizational performance in zakat management institutions in Indonesia over the period 2017–2021.

This study examined 33 zakat management organizations in Indonesia from 2017 through 2021 for 151 observations. Gross allocation ratio and growth of ZIS collection are used as organizational performance measures. The independent variables in this study are board of director size, educational background of the board of directors, sharia supervisory board size, sharia supervisory expertise, supervisory size and management size. Also, the study uses size, age and audit opinion as control variables to help measure the relationship between sharia governance and organizational performance.

This study shows that the board of directors and supervisory size positively and significantly affect organizational performance. Then, the educational background of board of directors has a negative and significant effect on organizational performance. In Model 1, sharia supervisory board size has a positive and significant effect on organizational performance, but in Model 2, sharia supervisory board size does not. Meanwhile, sharia supervisory expertise and management board size do not affect organizational performance.

The findings in this study illustrate the importance of transparency in the zakat management organization. Transparency helps minimize conflicts of interest and information asymmetry in the zakat management organization. In addition, sharia governance mechanism helps regulators and top management to make effective policies to improve and enhance organizational performance.

Sharia governance is essential for zakat management organizations to increase accountability, credibility and public trust and support the practice of zakat management organizations.

This study discusses sharia governance and organizational performance in socioreligious organizations, especially zakat management organizations, which are still rarely carried out. Thus, this study broadens the insights of sharia governance and highlights the importance of performance appraisal in zakat management organizations.

Following the surge of documents laying out organizations' ethical principles for their use of artificial intelligence (AI), there is a growing demand for translating ethical principles to practice through AI governance (AIG). AIG has emerged as a rapidly growing, yet fragmented, research area. This paper synthesizes the organizational AIG literature by outlining research themes and knowledge gaps as well as putting forward future agendas.

The authors undertake a systematic literature review on AIG, addressing the current state of its conceptualization and suggesting future directions for AIG scholarship and practice. The review protocol was developed following recommended guidelines for systematic reviews and the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA).

The results of the authors’ review confirmed the assumption that AIG is an emerging research topic with few explicit definitions. Moreover, the authors’ review identified four themes in the AIG literature: technology, stakeholders and context, regulation and processes. The central knowledge gaps revealed were the limited understanding of AIG implementation, lack of attention to the AIG context, uncertain effectiveness of ethical principles and regulation, and insufficient operationalization of AIG processes. To address these gaps, the authors present four future AIG agendas: technical, stakeholder and contextual, regulatory, and process. Going forward, the authors propose focused empirical research on organizational AIG processes, the establishment of an AI oversight unit and collaborative governance as a research approach.

To address the identified knowledge gaps, the authors present the following working definition of AIG: AI governance is a system of rules, practices and processes employed to ensure an organization's use of AI technologies aligns with its strategies, objectives, and values, complete with legal requirements, ethical principles and the requirements set by stakeholders. Going forward, the authors propose focused empirical research on organizational AIG processes, the establishment of an AI oversight unit and collaborative governance as a research approach.

For practitioners, the authors highlight training and awareness, stakeholder management and the crucial role of organizational culture, including senior management commitment.

For society, the authors review elucidates the multitude of stakeholders involved in AI governance activities and complexities related to balancing the needs of different stakeholders.

By delineating the AIG concept and the associated research themes, knowledge gaps and future agendas, the authors review builds a foundation for organizational AIG research, calling for broad contextual investigations and a deep understanding of AIG mechanisms. For practitioners, the authors highlight training and awareness, stakeholder management and the crucial role of organizational culture, including senior management commitment.

This paper aims to explore the potential configurations of governance, brand governance and social media strategies leading to effective organizational performance.

A fuzzy-set Qualitative Comparative Analysis including 28 Canadian national sport organizations (NSOs) and six conditions highlighted two sufficient configurations for effective organizational performance, defined as either budget per capita or athlete numbers.

Although no single component of governance, brand governance, or social media strategy is necessary to succeed overall, brand reputation and the strategic use of social media to communicate NSO identity were common to both identified configurations. Accountability was important for effective organizational performance in terms of budget per capita, while transparency was more important for higher athlete numbers. Thus, condition specificity is paramount in non-profit organizations that often have multiple objectives.

This study provides substantial theoretical and managerial implications, including the need to integrate brand governance and social media in non-profit organizations' overall governance activities.

Higher education institutions, as influential social institutions, play an important role in promoting social responsibility and sustainable practices. However, approaches to implementing sustainable development (SD) in higher education institutions (HEIs) themselves remain fuzzy. One way to achieve holistic embedding can lie in organizational culture. This study aims to examine ways by which internal sustainability governance can promote sustainability culture by using empirical data from German HEIs.

This study uses factor analysis to identify relevant governance indicators. With a regression analysis, this study assesses the indicators’ effects on organizational sustainability culture in HEIs. A moderator analysis tests potential determinants derived from literature and their influence on sustainability governance and sustainability culture.

Operationalizing formalized sustainability governance for holistic implementation reveals a gap in sustainability management at HEIs. This study proposes a model for operationalizing sustainability governance and shows an effect on sustainability culture at the formal organizational level.

Based on the operationalization of sustainability governance, this empirical study provides evidence for the development of a holistic approach along a sustainability culture in organizations. This paper proposes a model for operationalization, analyzes multiorganizational data and shows the effects of sustainability governance on formalized organizational sustainability culture. This paper provides a transorganizational perspective for implementing SD following a top-down approach.

Purpose – The paper explains how internal reporting systems, as embedded practices informing organizational actions and “know-how”, contributed to the inertia in implementing a corporate form of governance in a transitional public organization in a developing country – Egypt.

Design/methodology/approach – The paper synthesizes an institutional theory framework in order to capture the case study mixed results. Drawing on DiMaggio and Powell's (1983) notions of isomorphic mechanisms, Ocasio (1999) and Burns and Scapens’ (2000) notions of organizations’ memory, history, cumulative actions and routines, Brunsson's (1994) notion of organizational institutional confusion as well as Carruthers's (1995) notion of “symbolic window-dressing” adoption of new practices, the paper explores the dynamic of a public hospital corporatization processes. Data collection methods include semi-structured interviews, documentary evidence and direct observation.

Findings – The case study evidence shows that the interplay between the new form of “corporate” governance and the intra-organizational power, routines and “know-how” created internal organizational confusion and changed organizational members’ narrative of risk and uncertainties.

Research limitations/implications – The paper does not reveal the role of reformers involved in the public sector “governance” reform in developing countries. Exploring such a role goes beyond the scope of this paper and represents an area of future research.

Originality/value – The paper provides a comprehensive account of public sector “governance” reform in a developing nation, while exploring the role of management accounting and costing systems in facilitating or otherwise that reform processes.

The purpose of this paper is to examine the ways in which scholars have proposed organizational forms combining elements of markets and hierarchies. These hybrid forms are based on networked connections and bottom‐up entrepreneurship, fostering knowledge sharing among semi‐independent units. Despite their suitability to knowledge‐intensive companies, scholars are divided on their views on governance in internal hybrids. While knowledge management scholars emphasize soft community‐like dimensions, organizational economists seek to reduce opportunism through hard hierarchical governance. Because these views act as complementaries, this paper synthesizes them to present organizational governance in internal hybrids.

A case study with 56 interviews describes the functioning of soft and hard governance mechanisms in the Japanese company Maekawa Manufacturing Ltd.

The case study indicates that soft and hard governance mechanisms work in complementary ways in a successfully implemented internal hybrid.

Internal hybrids tend to function most efficiently with a mix of soft knowledge management practices and hard control devices.

Instead of taking an “either/or” perspective, this paper seeks to synthesize contrasting views of knowledge management and organizational economics.

This study aims to further the understanding of multi-level analysis in inter-organisational relationships by investigating the interplay of governance, cooperation and coordination in inter-organisational projects (IOPs) on sub-system and project levels.

The authors use the Viable Systems Model as a framework to analyse inter-organisational project governance, cooperation and coordination by adopting a multiple-case study.

The findings illustrate how governance and coordination mechanisms exhibit a filter-down effect on lower sub-systems while cooperation influence is confined within each sub-system. While remarking the importance of specific sub-systems on the overall project performance, the interplay of governance, cooperation and coordination across sub-systems appears to be complex, with governance influencing cooperation and coordination, whereas cooperation and coordination influence each other with an incremental effect.

This study defines two propositions that explain how multiple levels of analysis (project and sub-systems) can support the governance of large inter-organisational projects. The authors elaborate theory on the interplay of inter-organisational project governance, cooperation and coordination.