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This paper analyses the importance of leadership and culture in combating corruption in Hong Kong SAR, Japan, Malaysia, New Zealand, Singapore and Taiwan.

This paper is based on the comparative analysis of the effectiveness of the anti-corruption measures in the studies of six selected countries/regions in this special issue of Public Administration and Policy. The contributors in this special issue were invited because of their publications on combating corruption in the six countries/regions.

The critical variable ensuring the effectiveness of combating corruption is the strong political will of the leadership in changing the culture of corruption in the country/region by implementing a zero-tolerance policy toward corruption, as shown in Singapore and Hong Kong. In New Zealand’s case, leadership plays a less important role because of the population’s emphasis on equality and egalitarianism and its reliance on the Ombudsman and Serious Fraud Office to curb corruption. However, the corrupt leadership of Tanaka Kakuei in Japan, Najib Rajak in Malaysia, and Chen Shui-bian in Taiwan, demonstrates clearly their insidious impact of consolidating their kleptocratic rule in these countries/regions.

As the role of leadership and culture in combating corruption has not been given sufficient attention in the literature, this paper attempts to rectify this neglect by demonstrating that the political leaders in Singapore and Hong Kong, and to a lesser extent, New Zealand, have succeeded in minimising corruption while their counterparts in Japan, Taiwan and Malaysia, have failed to do so.

The author offers two challenges and four principles to teaching in the tertiary sector during this pandemic. While others may focus on the challenge of technical delivery, the author notes the challenges of systemic student disengagement. The author attempts to correct for this in four ways. She argues that the challenges she identifies and the principles that can be deployed in response are applicable across a range of teaching contexts and can be adapted for a post-COVID-19 era.

This paper draws on the author's phenomenological experience teaching in the context of COVID-19 and draws as well on the sociological literature of higher education teaching.

Four principles emerged from a year of successful teaching during COVID-19. First, the author embraces a pedagogy of care, which reflects a genuine concern for student well-being. Second, the author utilizes a variety of technological approaches to keep students engaged. Third, she retains a flexible approach to teaching. Fourth, she considers carefully the extent to which COVID-19 is included, and excluded, from topical discussions. On this point she argues that COVID-19 should neither be the center point of any material, nor should it be ignored completely.

Shocks to the tertiary education system will continue to recur, as will instances of systemic student disengagement. Effective correctives to such disengagement, drawn from both education theory and empirical experience, will continue to be of value.

This paper presents a co-authorship study of authors who published in Digital Humanities journals and examines the apparent influence of gender, or more specifically, the quantitatively detectable influence of gender in the networks they form.

This study applied co-authorship network analysis. Data has been collected from three canonical Digital Humanities journals over 52 years (1966–2017) and analysed.

The results are presented as visualised networks and suggest that female scholars in Digital Humanities play more central roles and act as the main bridges of collaborative networks even though overall female authors are fewer in number than male authors in the network.

This is the first co-authorship network study in Digital Humanities to examine the role that gender appears to play in these co-authorship networks using statistical analysis and visualisation.

Most support surfaces in comfort applications and sporting equipment are made from pressure-relieving foam such as viscoelastic polyurethane. However, for some users, foam is not the best material as it acts as a thermal insulator and it may not offer adequate postural support. The additive manufacturing of such surfaces and equipment may alleviate these issues, but material and design investigation is needed to optimize the printing parameters for use in pressure relief applications. This study aims to assess the ability of an additive manufactured flexible polymer to perform similarly to a viscoelastic foam for use in comfort applications.

Three-dimensional (3D) printed samples of thermoplastic polyurethane (TPU) are tested in uniaxial compression with four different infill patterns and varying infill percentage. The behaviours of the samples are compared to a viscoelastic polyurethane foam used in various comfort applications.

Results indicate that TPU experiences an increase in strength with an increasing infill percentage. Findings from the study suggest that infill pattern impacts the compressive response of 3D printed material, with two-dimensional patterns inducing an elasto-plastic buckling of the cell walls in TPU depending on infill percentage. Such buckling may not be a beneficial property for comfort applications. Based on the results, the authors suggest printing from TPU with a low-density 3D infill, such as 5% gyroid.

Several common infill patterns are characterised in compression in this work, suggesting the importance of infill choices when 3D printing end-use products and design for manufacturing.

The purpose of this paper is to explore leadership succession in families in business. Although there is a vast amount of research on leadership succession, no attempt has been made to understand this phenomenon by using an intergenerational learning approach. By applying the Double ABC–X model, the authors discuss how resilience is developed through intergenerational learning during family leadership succession in business.

Based on a single case, the authors define pre- and post-event parameters of the business family under study and use the Double ABC–X Model as an analytical framework. Individual and pair interviews, as well as a family firm workshop, were undertaken following an action research approach using multiple interventions. The qualitative data were collected by reflective journals, field notes and observation protocols. Finally, the authors analyze the data according to a circular deconstruction strategy.

The authors find specific pre-event stressor parameters related to mutual mistrust, independent decision making and non-strategic transmission of power, knowledge and responsibility from predecessor to successor. The intervention based on the intergenerational approach during the post-crisis phase focuses on problem solving and coping within the new situation of co-habitation among the two generations. The intergenerational learning approach based on pile-up of demands, adaptive resources and perception is the source of family adaptation. Additionally, the power of the narrative to reflect past events and project the future seems to the point where the family starts developing resilience.

The way family businesses deal with critical and stressful events during leadership succession may lead to intergenerational learning, which is a source of resilient families. The authors apply the Double ABC–X model to understand family leadership succession in business and further develop it to explain how families develop resilience.

This study aims to examine the dimensions of organisational failure in the Brazilian sugarcane and ethanol refineries, as reported in judicial recovery plans.

This paper follows a qualitative, inductive approach that uses content analysis to examine the details of recovery plans. Besides, a cause-and-effect relationship diagram is proposed, making it possible to identify the interconnections between the identified variables.

There is evidence that organisational failures are not a linear outcome. Organisational failures are complex and occur because of several factors, often interdependent and operating at different levels.

Organisational failures basically have three interrelated levels: the macro-level (external environment), the meso-level (organisational environment) and the micro-level (associated with the decision-maker). The relationship between these levels is not trivial and involves coordinated research efforts.

Organisations must consider all types of failure levels when developing business reorganisation plans. Reorganisation plans are more than a formal document to achieve judicial recovery, as they should incorporate strategic factors.

Organisational failures are regularity in organisations’ day-to-day. Understanding failure’s sources is vital to design firms’ strategies and public policies.

The study of organisational failure involves the analysis of complex and multidimensional phenomena. Judicial recovery plans are the means for companies to get a second chance. To that end, this paper addresses the sources of organisational failures through the lens of judicial plans.

The concept of civic engagement, defined independently of engagement in political, social, or vocational organizations connects the parallel concept of followership to civic engagement with two kinds of follower motivation emerging: mission-oriented and leader- oriented. The mission-driven follower “owns” the cause and supports it with an ongoing, sustainable energy, while the leader-driven follower participates based on esteem for the leader. In the latter case, the leader must continually renew the follower’s engagement through direct requests and exhortation. This research has identified an area of emergent opportunity in the leadership and followership literature, conceptualizing civic engagement as most significantly motivated by mission-driven followership. Practically, mission-driven followers should be sought out and encouraged to volunteer because they support the mission and are more likely to stay with the organization through leadership changes. Theoretically, the addition of a quantitative analysis of mission-driven and leader-driven followership contributes to the emerging scholarship on followership.

This study applied the Heritage Place Lab (HPL) research-practice teams methodology to identify missing cultural values and/or oversubscribed natural values and assess impacts on sustainable conservation of the Okavango Delta World Heritage Site. The authors found that cultural elements are often overlooked owing to limited inputs from trans-disciplinary and cross-stakeholder perspectives to conservation. This may explain why the majority of African sites on the List of World Heritage in Danger are of “natural” designations, as an absence of cultural values is linked to the exclusion of people and, therefore, gives rise to conflicts of access and use.

World Heritage Site statistics, published and non-published documents/literature, site maps, site registers, consultancy reports and archival materials were used to assess whether existing as well as potential natural and cultural site values were considered for the contemporary management of the Okavango Delta site in a way that leads to a sustainable conservation approach. The composition of the research-practice team as suggested by the HPL methodology constituted a ready-made diverse team of academics, policy makers and community members that could apply its diverse expertise to fully assess whether all values necessary for a sustainable conservation approach are accounted for.

Using expertise of trans-disciplinary team populated during the HPL, the authors found that cultural values of the OD-WHS are not highlighted in the OUVs dossier but are significantly expressed on site by locals, leading to potential conflicts of conservation. The research alerts conservationists to embrace an approach that includes all values on the site in order move towards sustainable conservation.

More research that require funding is needed to cover a wider area of the site, as well as enable work in adjoining countries to compare experiences per country - The Okavango waterbody starts in Angola and go through Namibia, and finally to Botswana.

Conservation indicators of African nature world heritage sites constitute of, and border on, diverse stakeholders. An all-encompassing approach such as the Heritage Place Lab (HPL) methodology approach always needs to be factored in.

Including cultural aspects of world heritage sites designated as ‘natural' is important to allow for socio-cultural inclusion in conservation management. This allows for local communities to become visible and active participants in the management of the site as they contribute their socio-cultural qualities to landscape conservation and management, a process that has potential to enhance sustainable conservation of the Okavango Delta site landscape, as well as other wetlands across the world.

The adopted approach to values assessment has somehow not conformed to the OUVs emphasis or other dichotomies of the World Heritage criteria but instead assessed on-the-ground management practice against key sustainable conservation indicators. Using the ICCROM HPL trans-disciplinary research-practice team approach, the focus was on a holistic values assessment of the site. The authors found that cultural values are currently under recognised, under-acknowledged and less expressed; creating potential conflicts that may hinder achievement of sustainable conservation and management of the site towards 2030 SDG agenda.

Since the days when women first began entering the work force scholars have studied perceived gender differences related to motivation in organizational settings. This paper first presents a brief overview of motivation theory and then examines the literature tracing gender related motivation-to-manage as it evolves through the 1950s and 1960s to the present. Studies have produced conflicting results with some finding that men have more motivation-to-manage then women and other studies finding the opposite. Such differences appear to be small and closely related to subordinate status and role stereotyping.

The paper addresses the following research question: how do decision-makers use heuristics in their international business (IB) environment? Whereas, the literature has focused on entrepreneurial companies, here contrasting approaches to learning and using heuristics in international marketing (IM) decisions are examined and discussed.

The paper aims to address a gap in the study of micro-foundations of internationalization, exploiting research from other disciplinary fields. It combines a multidisciplinary literature review and longitudinal case studies to illustrate different approaches in learning and using heuristics by international marketers.

International marketers can adopt “closed” heuristics that are consolidated and consistently followed, or “open” heuristics, which are constantly being adapted and learned. Established multinationals learn heuristics in international marketing decision-making, following both “closed” and “open” models.

This paper offers an original contribution by presenting different approaches not yet examined in the literature, focusing on how international marketers make decisions through learning and using heuristic rules. The focus is on established exporters, in contrast to the literature that has largely paid attention to the effectiveness of heuristics in new entrepreneurial firms.