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Current trends such as a steadfast movement toward globalization, increased connectivity and use of networks in business relationships, rapidly changing technology, increased pressure for economic profitability, and economic concern create an environment where a focus on global team effectiveness is imperative. This study provides greater clarity on the workings of global hybrid team effectiveness including an examination of accelerators and decelerators. It also proposes a new model of Global Working behaviors to be applied systematically to all McKinsey 7-S areas – Strategy, Structure, Systems, Shared Values, Style, Skills, and Staff – in order to accelerate global hybrid team effectiveness.

The study of group dynamics was central to the field of organization development at its inception. More recently, there has been a move away from considering irrational and unconscious dynamics in organizational life and more attention focused on rational and observable behavior that can be measured and quantified. We introduce the tool, Beneath the Surface of the Burke-Litwin Model, that invites consideration of how the overt behavior of individuals, groups, and entire systems is linked to covert dynamics. This more comprehensive view of organizational life provides scholar-practitioners with a systemic perspective, a view of covert dynamics by organizational level, and support for the ongoing development of one’s capacity for using self-as-instrument when engaged in organization development and organization change efforts.

The purpose of this paper is to determine whether self‐managed superannuation fund (SMSF) trustees earn: the equity risk premium or any premium to the riskless rate of interest.

Using a sample of 100 SMSFs, the average annual returns since inception of the funds in the sample are compared with: the average annual equity risk premium since that time and the average yield of Commonwealth Government Securities since that time.

The investigation reveals: the SMSFs in the sample do not earn the equity risk premium and the SMSFs in the sample did not earn a premium to riskless rate of interest. This leads to the conclusion that the SMSFs have borne risk without commensurate reward. Research limitations/implications – The trustees' rationale for making particular investment decisions and the consistency of the portfolio structures with the risk profiles of the trustees are two areas that may be fruitfully explored in future research.

For SMSF trustees, a simple portfolio that divides assets between (unmanaged) index funds and risk‐free securities on the basis of trustees' risk aversion may generate better results than the existing portfolios. For policy makers, the relatively poor performance of SMSFs implies that the superannuation system as currently structured may not be generating returns that will maximize retirement incomes.

The paper provides the first comparison of SMSF returns with the equity risk premium and the riskless rate of interest measured at appropriate horizons.

Change of leadership is a big and important incident in the life of a company. As important as it is for the company, it is equally a difficult decision to make for the board of directors. Most of the big companies have a committee dedicated toward laying out a succession plan of the existing chief executive officer (CEO). The big dilemma, however, is whether to appoint someone from within the company and let him or her lead as he or she has been associated with the company and knows the internal dynamics better or to induct some outsider and take advantage of his or her expertise/reputation in the market. The balance appears lopsided when the result of this chapter is perused. Companies on an average seem to reap more benefits if an existing executive is promoted to the office of CEO rather than hiring an outsider. The benefits which are talked here from promoting insiders are indirect ones and do not have a direct bearing with the finances of the company. As shown by the results that insiders are more likely to continue with the company for a longer duration as the CEO as well as not as the CEO which defers the hiring and firing costs (screening candidates, conducting interviews, huge severance packages, golden parachutes, etc., are the costs referred to) for a longer period. Other benefits arising from insider CEOs are upfront awareness about the company’s work culture, production/service capacity, efficiency, strategies followed till date, etc., which gives him or her a head start compared to an outsider.

IT is slightly over two years since the U.S.A.A.F. asked some of the leading electrical manufacturers of the country to undertake the development of a wholly new alternating‐current electrical system for aircraft. While some of the details are not ready for publication, enough can be revealed to make this an opportune time to review the progress which has been made, and to evaluate the significance of this highly publicized development.

For decades, the construction industry has not significantly changed the way it operates, despite its economic and ecological importance worldwide. Hilti’s ambition is to change that and create a better future for its customers. This chapter highlights which trade-offs Hilti faces in their innovation journey towards solutions, while transforming the organisation: speed versus involvement, agility versus perfection and relationship versus competencies. Visible leadership and the preservation of the unique Hilti culture has been critical to deal with those dualities. To create tangible results, it has proven essential to evolve structures and processes for the ‘new solution’ businesses, while changing the way of hiring people and the types of people required for those new units. Innovating the ‘Hilti way’ summarises key learnings for other organisations.

Organization change (OC) is increasingly important in today's volatile world. Understanding OC is a growing emphasis of management and organization (M&O) research and the singular focus of OC scholarship and practice. We show how selected M&O theories inform OC at the organization level. These theoretical perspectives diverge on issues central to OC. We explore what these conceptual differences mean for OC study and practice going forward.