2026· EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA· Vol 7/7, pp. 45-56· 0 citations
Abstract
The article focuses on how the teal management concept is adapted to the Russian commercial sector. F. Laloux's framework, which links organizational development to self-management, wholeness and evolutionary purpose, is used as the theoretical basis. The empirical analysis compares four international cases – Buurtzorg, Morning Star, Patagonia and Sounds True – with Russian companies including VkusVill, Tochka, Mindbox, Fabrika Okon, Neti, Askona and Sberbank. The cases are assessed through five interrelated dimensions: distribution of decision rights, employee wholeness and psychological safety, evolutionary orientation, information transparency and organizational resilience. The findings do not support a rigid division between teal and non-teal organizations. A more informative approach is to evaluate how consistently declared principles are embedded in actual decision-making, coordination and accountability mechanisms. International cases more often evolve around the founder's values and gradually institutionalize alternative coordination practices. Russian companies usually introduce selected teal elements to address specific managerial problems while strategic authority remains concentrated at the owner or senior-management level. Sustainable transformation requires clear boundaries of autonomy, access to managerial information, employee maturity, formal coordination procedures and gradual delegation of authority.
This article provides a theoretical foundation and integrated analysis of the convergence among quality management, organizational knowledge dynamics, and the imperative of innovation in the public sector, with a specific focus on public order and national security institutions. In an environment characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), traditional reactive administrative models have demonstrated their structural inefficiency. The study proposes a paradigm shift toward Intelligence-Led Policing (ILP), arguing that modern quality management (Quality 4.0) should not be perceived as a bureaucratic barrier but rather as the critical infrastructure that catalyzes knowledge flows and facilitates the absorption of innovation. Methodologically, the research adopts a conceptual-analytical approach based on systemic modeling of intellectual capital through the lens of bibliography and on a comparative-normative analysis of international standards (ISO 9001:2015) in relation to national regulations (OSGG 600/2018). The findings reveal the existence of profound cultural barriers—such as knowledge hoarding and “mimetic quality”—generated by Weberian hierarchical rigidity. The discussion highlights that institutional performance and citizens’ perceptions of public safety depend directly on an organization’s capacity to transform tacit operational knowledge into codified structural capital. Finally, strategic recommendations are advanced regarding digitalization and the redefinition of leadership toward a Knowledge Manager model..
B. Malea· Annals of the Academy of Rom...· 0 citations
Although several ambitious strategy plans are being developed in many organisations in Kenya, they consistently fail to achieve their desired goals because of weak strategy implementation. An ongoing disconnect between formulation and execution continues to be one of the biggest obstacles to organisational performance in the public and private sectors. The researcher discussed the factors that affect the successful implementation of strategies in Kenyan organisations. The researcher specifically examined the classical management functions, the 5Ws and 1H model, and monitoring and evaluation (M&E) systems from the perspective of the Resource-Based View (RBV) of the firm, and the resources and capabilities of the firm. The researcher employed a qualitative research design with a secondary data approach. A systematic literature search was done on Google Scholar on the Kenyan studies published from 2000 to 2025. Thematic analysis was used to analyse 18 relevant sources. Three key themes were developed, which were closely interconnected: (a) Leadership and management functions (planning, organising, leading, controlling), (b) Resource allocation and internal capabilities (valuable, rare, inimitable and non-substitutable; VRIN) as highlighted by RBV, and (c) Continuous M&E facilitated by the 5Ws and 1H framework for adaptive execution. These factors emerged in the reviewed literature as commonly associated with implementation success. Effective implementation of strategies requires not only individual application of these frameworks but also their use in an integrated way. The management functions should be strengthened in organisations, and the internal capacities of organisations should be systematically mobilised. The three factors identified in this review may collectively account for observed variance in implementation outcomes; empirical testing is required to establish effect sizes.
Anne Njagi· Research Journal of Business...· 0 citations
Advanced technologies are widely promoted as tools for decarbonization across sectors such as manufacturing, logistics, and energy. However, evidence of their environmental impact remains mixed, with outcomes varying significantly between settings. This variability highlights the need to understand how national institutional contexts shape the implementation and effectiveness of these technologies. A comparative international business perspective is especially useful in uncovering why the same technology leads to different results between countries, revealing the role of regulatory environments, market dynamics, and organizational norms. This paper uses a problematizing review method to critically examine five types of assumptions found in current research: in-house, root metaphor, paradigm, ideology, and field assumptions. This paper analyzes these assumptions through diagnostic, prognostic, and motivational framings. The data for this review were drawn from a systematic search of the Web of Science and Scopus databases, supplemented by manual searches of high-ranking journals across multiple disciplines, resulting in a final sample of 64 relevant peer-reviewed articles. Our contribution includes exposing blind spots in existing literature, proposing a future research agenda, and encouraging a more context-sensitive, institutionally informed approach to technology and decarbonization in comparative international business.
Heidy Montero-Teran, R. Sinkovics, O. Kuivalainen· Management International Rev...· 2 citations
Purpose – This conceptual study examines the doctrinal limits of managerial practices in zakat governance by distinguishing managerial tools that facilitate the delivery of divinely mandated rights from those that redefine eligibility for zakat recipients. It addresses the growing adoption of nonprofit management practices in Islamic social finance and their implications for Shariah compliance.
Design/methodology/approach – The study employs an integrative conceptual approach by drawing on the Qur'an, Sunnah, classical juristic scholarship across the four Sunni schools, contemporary fatwas of the International Islamic Fiqh Academy and the Indonesian Council of Ulama, and an integrative-critical review of zakat governance literature indexed in Scopus, Web of Science, and DOAJ (2013–2025).
Findings – The study classifies managerial practices into five categories: verification, administrative efficiency, needs-based sequencing, conditionality, and performance-based selection. It argues that only performance-based selection, in its strong form, conflicts with Shariah by transforming the fixed right of eligible beneficiaries into a reward for projected productivity. The findings further support severity-based prioritisation while rejecting productivity-based beneficiary selection and propose a governance framework consisting of six design principles and five testable propositions.
Originality/value – This study provides a jurisprudential framework that reconciles managerial effectiveness with doctrinal fidelity by distinguishing permissible administrative innovations from practices that alter zakat entitlement. It offers a practical governance model for Islamic social finance institutions seeking to improve efficiency without compromising Shariah principles.
Andriyani Andriyani, Arnaz Agung Andrarasmara, Eko Aryani et al.· Journal of Economics, Entrep...· 0 citations
The purpose of the study is to systematize and compare modern models of university management (continental, Anglo-Saxon, and hybrid) in order to identify the most effective mechanisms for adaptation to the new architecture of international relations. Systematic and institutional approaches, comparative legal, comparative management analyses, statistical summaries evaluation, and analytical reports are used. Elements of sociological analysis and case study are involved.
The research paper shows that hierarchical structures and rigid bilateral agreements are losing their effectiveness, giving way to flexible network consortia and digital ecosystems. It is summarized that the optimal strategy for Russian universities in the current period is the transition to a hybrid management scheme (assuming a combination of state strategic goal-setting (in particular, when turning to the markets of the Global South) with broad operational autonomy of universities in the choice of partnership instruments). The novelty of the research lies in the typologization of management practices based on the latest statistical data, the development of matrix recommendations for networking institutionalization, which will help minimize transaction costs and political risks.
The study can serve as a conceptual basis for adjusting university development strategies. It will be useful for university management staff and specialists at international departments.
N. M. Khojiboeva· Вестник университета· 0 citations
This article examines the theoretical and analytical foundations of integrating strategic and operational management in the context of a turbulent competitive environment and digital transformation. The relevance of this study stems from the gap between developed strategies and their operational implementation. The aim of the article is to systematize the levels of strategic decisions, reveal the mechanisms for aligning operational strategy with corporate goals, and justify the role of the performance management cycle. To achieve this objective, a set of general scientific methods was employed: systems analysis, the structural-functional method, the method of theoretical generalization, modeling, as well as content analysis of publications by leading foreign authors. The research results include: systematization of a four-level hierarchy of strategic decisions (corporate, business, functional, operational) with a description of the actors, tasks, and tools at each level; identification of resource management strategies (accumulation, reconfiguration, utilization, protection) and justification of their role in shaping the enterprise’s strategic portfolio; determination of the mechanism by which operational strategy influences the design of the operational system through the selection of production type and capacity configuration; clarifying the list of operational priorities (quality, cost, flexibility, lead time, reliability, innovation) along with their metrics and associated strategies; developing a cyclical performance management model that encompasses planning, monitoring, evaluation, development, ranking, and rewards. The conclusions emphasize that the integration of strategic and operational management requires not a mechanical combination of plans, but the construction of a holistic management loop with vertical and horizontal alignment of goals, where operational strategy serves as an framework and the performance management cycle acts as a dynamic adaptation mechanism. The practical value of the article lies in the applicability of the developed provisions to the improvement of KPI systems and balanced scorecards (BSC) at industrial enterprises.
Yu. Ulianchenko, Nataliia Ulianchenko, Valentin Kovshik et al.· Business Navigator· 0 citations