Articles & Research

In view of the digital transformation of business and society, management literature discusses leadership not only as a function within organization, but as a broader and more commonplace phenomenon. Social systems theory has so far favoured a rather constrained concept of leadership. Its conceptual repertoire, however, also allows for a more general approach to capture a broader bandwidth of cases. The article at hand develops such an approach based on the regulatory character of leadership. In contrast to previous approaches, it argues that regulation reflects a general distinction in social systems, shifting from the participant to the observer perspective. This shift is a prerequisite for rational action, and as such deeply embedded in human thinking. In organizations and other larger systemic entities, this distinction presupposes some sort of agreement on the perspective from which a system is observed, the performance indicators that can trigger interventions and the execution of interventions. This agreement can be expected to result from autopoietic dynamics. Social systems theory can be used to address these dynamics. Furthermore, the different aspects of regulation provide the basis for a deeper investigation of leadership styles and the diverse accounts given of systems operation therein.

This paper aims to explore the development of the US steel industry from the 19th to the 20th century by applying the Schumpeterian perspective on the concept of creative destruction. It introduces Game Theory as a means to describe patterns of strategic situations and entrepreneurial decision-making in an emerging industry.

The article studies how the shutdown of campuses and subsequent change to online course delivery during the coronavirus disease 2019 (COVID-19) pandemic have changed the experience of organisational space in management education.

How business educators should respond to the contextual changes of the future, and what actions should they undertake as we are entering a different time where the values humankind believed in are drastically changing.

Why should we care about the arts in management education? Why are the arts part of reforms in developing future professionals? What is the fundamental value of the arts for developing tomorrow’s manager-leaders?

“Management by tolerance”. The suggestion of the title is that there is (still) a lot of intolerance in management. The question that comes up immediately: intolerance to what?

IEDC-Bled School of Management was established 27 years ago as an International Executive Development Centre with focus on people in leading positions, who want to develop themselves in this respect.

For many leaders in both the public and private sectors, the issue of governance is unclear. Indeed, many leaders in the field consider governance as something for academic discussion rather than something that is relevant to day-to-day operations. Governance provides a legitimate approach to managing the distribution and use of power in any organisation.

In the book “The fine Art of success” the authors explain the success of Madonna from her continuous renewal and the success of Titian and Tintoretto, the great competitors in the Venetian time in the 16th century, they ascribe to strategic innovation.

This study attempts on the family owned Russian companies which were identified as Hidden Champions according to Simon’s methodology.

Pierre Casse and Arnold Walravens take a fresh and candid look at corporate governance

In recent years, three big trends – declining resources, radical transparency, and increasing expectations – have redefined the way we do business. With these new pressures on our hands, what is business to do? Only a few companies choose to embed sustainability into their very DNA, incorporating environmental, health, and social value into their core business with no trade-offs in price or quality. Yet, those that do are creating even more value for their customers and investors than they otherwise would.

Article provides the background to arts and leadership development at the IEDC-Bled School of Management.

Article tries to outline a new leadership requirement characterized by the ability of the Public and Private sectors leaders to have a good grasp of what’s happening in the world today, why it is happening and, more important, how it can serve our purpose as human beings.

Success can be a curse rather than a blessing for leaders if they become complacent about their performance, say Pierre Casse and Eoin Banahan…