Jul 2026· JOURNAL OF PUBLIC ADMINISTRATION AND SOCIAL WELFARE RESEARCH· pp. 68· 0 citations
Abstract
Governance in faith-based organisations is often described yet seldom theorised as an integrated
system. Drawing on systems theory and agency theory, this conceptual paper reframes governance
as the operating system that enables collective action and sustains unity. This paper proposed a
triadic model comprising three core dimensions: authority architecture (the structural allocation
of decision rights); process protocols (codified rules that convert inputs into legitimate decisions);
and accountability firmware (monitoring and corrective mechanisms that align agent behaviour
with organisational mission). The effective functioning of this operating system is assessed through
three measures: decision latency, alignment rate, and conflict resolution index. Applied to the
Knights of St. John International, Port Harcourt Grand Commandery, a faith-based fraternal
Order, the model explains how governance drives peace and reconciliation at family and
organisational levels, operationalising the theological mandate “That they may be one” (John
17:21). The paper contributes a parsimonious, testable framework for nonprofit and religious
governance scholarship
Digital transformation initiatives in large organisations fail at rates between 70% and 84% despite substantial technological investment, a pattern that points to organisational rather than technological causes. This conceptual paper argues that the missing variable is governance, understood not as board oversight or regulatory compliance, but as an active organisational capability with design implications. Drawing on dynamic capabilities’ theory (Teece, 2007), digital leadership research (Albannai et al., 2024), and recent empirical work on supply chain digitalisation (Al Mashalah et al., 2022) and board governance of digital transformation (Andersson et al., 2025), we develop a framework that positions digital transformation governance as an organisational meta-capability. This higher-order capability does not sense, seize or transform directly. Rather, it creates the organisational conditions under which these dynamic capabilities can be coordinated and strategically aligned. We articulate a three-way distinction between corporate governance, digital transformation governance, and digital transformation management, three constructs the literature frequently conflates. We then identify five governance dimensions, each derived systematically from the processual characteristics of digital transformation and from a corresponding dynamic capability: strategic alignment, decision-making architecture, strategic resource allocation, organisational reconfiguration, and organisational learning. The Romanian institutional context, where Government Emergency Ordinance 109/2011 (amended by Law 187/2023) established a corporate governance framework for public enterprises aligned with OECD principles, offers a contemporary setting in which these analytical distinctions carry direct policy weight. The contribution is twofold: a sharper conceptual vocabulary for distinguishing governance from management in digital contexts, and a framework that bridges dynamic capabilities theory with organisational design research.
Elena Căprar, E. Crișan· The Annals of the University...· 0 citations
Organizations measure financial results, operational performance, safety, project delivery and compliance with considerable precision, yet the leadership conduct shaping those outcomes is often governed through reputation, seniority, charisma or self-description. This conceptual synthesis develops an integrated governance architecture for measuring, auditing, visualizing, developing and institutionalizing conscious leadership through the Total Leadership Index (TLI). It positions the TLI alongside transformational, authentic, ethical, servant and leadership-capital traditions while defining a distinct contribution: an evidence-governed architecture for observable conduct under pressure. At its centre is a proposed 100-point executive maturity construct comprising four equally weighted pillars—Decision Stillness; Timing and Sequence Discipline; Structured Reflection and Root-Cause Honesty; and Governed Speech with Institutional Consequence—linked to protected 360-degree evidence, behavioural rubrics, evidence-confidence ratings, non-compensatory red flags, ethical dashboards, simulation-based development, conditional certification and institutional renewal. The framework is not presented as a validated personality test, popularity ranking or automated decision engine. Its empirical programme specifies expert content validation, cognitive interviewing, exploratory and confirmatory factor analysis, internal-consistency and inter-rater reliability, convergent, discriminant, criterion and incremental validity, measurement-invariance testing, predictive validation and longitudinal intervention studies. AI-assisted analytics are restricted to transparent decision support under privacy, fairness, auditability and human-review controls. The article contributes a comparative theoretical positioning, a simplified evidence-to-action governance loop, a practical implementation blueprint and testable propositions while making no unverified claim of reliability, validity, fairness or causal effect.
Deepti Bhargava, Dr. Sonali Sneha· International journal of res...· 0 citations
Responsible business is often framed as a managerial commitment, yet its durability depends on institutional conditions. This study develops a systems‐based ethics framework to examine how responsible outcomes stabilise as organisational governance and regulatory forces interact. Using fuzzy cognitive mapping, a method for modelling causal interdependencies through weighted concept networks, it specifies a 26‐concept architecture with 67 relationships. The causal weights draw on 97 complete responses from senior corporate executives and a small number of policy actors. Scenario simulations assess how alternative governance and ethical configurations alter system behaviour. Ethical orientation alone has limited system effects. Responsible production and social value outcomes strengthen when governance integrity and strategic transparency operate with coherent policy signals. Fragmented regulation and greenwashing destabilise performance and erode legitimacy. The study, therefore, reframes corporate responsibility as a configuration‐dependent institutional property rather than a voluntary programme.
Pramod K. Singh· Corporate Social Responsibil...· 0 citations
This article examines the governance conditions under which operational knowledge migrates from a mandated enterprise resource planning system into operationally trusted parallel records, developing the Visibility–Protection Gap as a governance configuration.
A three-year action research study across all 80 sites of one private security organisation. Evidence comprises 47 externally facilitated action learning sessions, documentary investigation yielding 1,120 binary governance decisions, separate confirmation of parallel systems, and divergence between client-approved counts and ERP system counts. Seven staggered interventions were measured before and after.
Deficient governance dimensions showed a monotonic relationship with confirmed parallel systems: none at 48 sites with zero or one deficiency, five of fourteen with two, and all eighteen with three. Architecture and record divergence tracked the same configuration.
Evidence derives from one organisational population and requires cross-sector testing. The insider design carries epistemic circularity that safeguards reduce without removing; the intervention lacks a control group and changes are associations.
A parallel record is better interpreted as a governance indicator than an implementation failure: eliminating it without reducing the deficiency removes access to operational information without restoring it. Learning metrics introduced before reporting protection is credible may deepen the gap.
Prior work examined power and governance around feral systems and shadow information technology. This study relocates the explanation to the governance architecture surrounding reporting, connecting parallel-system emergence and official-record degradation. Formal systems may retain authority after losing epistemic primacy.
Sid Ahmed El Hebri Harid· Journal of Enterprise Inform...· 0 citations
This study explores the relationship between corporate governance and organisational performance within state-owned enterprises (SOEs) in the Zimbabwean transport sector, with the objective of developing an integrated and contextually relevant governance-performance model. Despite their critical role in facilitating mobility and supporting trade, SOEs such as Air Zimbabwe and Zimbabwe United Passenger Company (ZUPCO) continue to experience persistent challenges, including financial deficits, operational inefficiencies, and declining service delivery standards. Existing scholarship tends to examine corporate governance in isolation, often overlooking the broader organisational and institutional contexts within which these enterprises operate. Adopting a mixed-methods research design, this study integrates quantitative analyses, comprising descriptive statistics, correlation, regression, and moderation techniques, with qualitative insights derived from interviews. The research is underpinned by a multi-theoretical framework that incorporates the resource-based view (RBV), institutional theory, systems theory, and contingency theory. The findings reveal that corporate governance plays a pivotal role in influencing organisational performance, alongside key internal factors such as human capital, technological capability, organisational culture, leadership, and the external operating environment. These elements collectively affirm the multidimensional nature of organisational performance. However, the study also finds that political interference significantly undermines the positive impact of governance structures and organisational capabilities. The study makes a theoretical contribution by advancing an integrated governance-performance model, while empirically highlighting the moderating effect of political interference. From a practical standpoint, the findings underscore the importance of comprehensive reforms in SOEs that prioritise strengthened governance frameworks, reduced political intrusion, and enhanced organisational capacity.
Samukeliso Musendame· Corporate Governance and Org...· 0 citations
The study reveals that while DAOs hold significant potential—particularly in local-scale, narrow-purpose, and participatory budgeting-style processes—fundamental barriers exist regarding legitimacy, accountability, and legal recognition that hinder macro-level substitution.
Ahmet Melih Karauğuz, Ali Yıldırım· Akademik yaklaşımlar dergisi· 0 citations
