Jane Bailey, Nicola Henry and Asher Flynn
While digital technologies have led to many important social and cultural advances worldwide, they also facilitate the perpetration of violence, abuse and harassment, known as…
Abstract
While digital technologies have led to many important social and cultural advances worldwide, they also facilitate the perpetration of violence, abuse and harassment, known as technology-facilitated violence and abuse (TFVA). TFVA includes a spectrum of behaviors perpetrated online, offline, and through a range of technologies, including artificial intelligence, livestreaming, GPS tracking, and social media. This chapter provides an overview of TFVA, including a brief snapshot of existing quantitative and qualitative research relating to various forms of TFVA. It then discusses the aims and contributions of this book as a whole, before outlining five overarching themes arising from the contributions. The chapter concludes by mapping out the structure of the book.
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Musa Motloung and Charlene Lew
The research explores indecision of strategic leaders in a complex case organization. This research offers new insights into the drivers of indecision of upper echelons…
Abstract
Purpose
The research explores indecision of strategic leaders in a complex case organization. This research offers new insights into the drivers of indecision of upper echelons decision-makers and explores the perceived consequences of the decision-makers' indecision.
Design/methodology/approach
Following a review of literature on upper echelons theory and strategic decision-making, indecision and the antecedents and consequences of indecision, the research follows a qualitative exploratory design. Semi-structured interviews were conducted among 20 upper echelons decision-makers with responsibility across 19 Sub-Saharan African countries in a case company. Thematic analysis was used to analyze the data.
Findings
The findings reveal that specific organizational, interpersonal and personal factors work together to drive strategic leader indecision in a complex organization. Strategic leader indecision brings about several negative organizational consequences and demotivates team members.
Research limitations/implications
The findings are based on a single-case exploratory design but represent geographical diversity.
Practical implications
The research cautions organizations to deal with the drivers of strategic leader indecision to help avoid potential negative consequences of stifled organizational performance and team demotivation.
Originality/value
The study offers previously unknown insights into strategic leader indecision. This study builds on current literature on the antecedents and consequences of indecision and has a new research setting of strategic leader indecision in a complex organization.
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Roberta Troisi and Gaetano Alfano
This paper analyses emergency management in two regions of Italy – Emilia-Romagna and Veneto – in order (1) to understand whether they impact on the spread of local coronavirus…
Abstract
Purpose
This paper analyses emergency management in two regions of Italy – Emilia-Romagna and Veneto – in order (1) to understand whether they impact on the spread of local coronavirus disease 2019 (COVID-19) contagion and (2) evaluate which strategy works best.
Design/methodology/approach
A three-step method was developed consisting of (1) a regional incidence curve analysis; (2) a descriptive statistical analysis of the respective operational measures related to the COVID-19 curve stages; and (3) a dynamic Structural Equation Model.
Findings
The results show the effects of the models during the various stages of the local contagion, focussing both on the two individual regions and a comparison of the way they responded.
Practical implications
Three theoretical implications are highlighted: (1) Better results are not necessarily the outcome of increased expenditure; (2) The overall rigidity they both show does not work; (3) The decision to centralize was, to some extent, effective for both regions.
Originality/value
The article empirically tests the effectiveness of emergency management in tackling a single event. Instead of the widely-used normative approach, the authors adopted a descriptive one, which is not frequently discussed in the emergency management literature.
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Constant Van Graan, Vera Roos and Matthews Katjene
A significant increase in financial crime globally emphasises the importance of forensic interviewing to obtain useful and reliable information as part of a commercial forensic…
Abstract
Purpose
A significant increase in financial crime globally emphasises the importance of forensic interviewing to obtain useful and reliable information as part of a commercial forensic investigation. Previous research has identified two interviewing strategies that are aligned with the legal framework in South Africa: the PEACE model (P = preparation and planning; E = engage and explain; A = account, clarify and challenge; C = closure; E = evaluation) and the person-centred approach (PCA). The purpose of this paper is to explore the theoretical underpinnings and application of the PEACE model and the PCA as commercial investigative strategies aligned with the legal context in South Africa.
Design/methodology/approach
A scoping review was undertaken to identify literature relevant to the theoretical assumptions and application of the PEACE model and the PCA.
Findings
Literature for the most part reports on the PEACE model but offers very little information about the PCA. A critical analysis revealed that the PEACE model incorporates a clear guiding structure for eliciting information but lacks content needed to create an optimal interpersonal context. To promote this, the PCA proposes that interviewers demonstrate three relational variables: empathy, congruence and unconditional positive regard. The PCA suggests a basic structure for interviewing (beginning, middle and end), while providing very little guidance on how to structure the forensic interview and what information is to be elicited in each phase.
Originality/value
Combining the PEACE model and PCA presents an integrated interviewing technique best suited for obtaining useful and reliable information admissible in a South African court of law. The PEACE model has a clear structure, and the PCA assists in creating an optimal interpersonal context to obtain information in an interview.