Vakuf Administration in Bosnia and Herzegovina

The main objective was to examine the corporate governance practices and employee performance in state corporations, a case study of Kenya Bureau of Standards with specific objectives being; to examine the influence of leadership structure and corporate reporting on employee performance at Kenya Bureau of Standards. The study is guided and anchored on the following theoretical foundations; stakeholder theory, agency theory, and stewardship theory. The study's main anchor theory was stakeholder theory. A descriptive research design was adopted for conducting the study that targets a population of 1000, and a sample size of 100 was selected using stratified random sampling. Data was collected using questionnaires. The quantitative data were analyzed using SPSS. The data was presented using tables and figures. Inferential statistics were used for showing how variables are related (regression and correlations). The study established that leadership structure, corporate reporting, and employee performance are primarily related, and leadership structures and corporate reporting are important factors that determine employee performance and there is a strong correlation. The study analyzed the connection between employee performance and independent variables (leadership structure and corporate reporting). The findings show that the variation in employee performance is explained by leadership structure, and corporate reporting, and recommends that management of any organization such as KEBS should develop an organizational culture that reports income and expenditure with transparency and ensures that annual reports are readily available. The study recommends that management should utilize an appropriate balance of leadership structure to enhance the likelihood of longer-term strategic effectiveness and employee performance.

Informal settlements have been the most pervasive form of new urban development over the past half century and the gap between the rich and poor has never been wider. In this paper we determine the characteristics that are critical to understanding leadership structures in deprived regions within dense urban areas. In doing so we establish the key characteristics that contribute to urban poverty and introduce a conceptual model that can be applied to any city and contributes to an understanding of the socio-cultural characteristics of leadership structures in a slum. The framework we use in this paper to understand slum leadership structures is initially applied to Accra and Delhi. Urban poverty is frequently discussed either in terms of the developing or developed world, therefore we also apply the same framework to a disadvantaged community in the United States. This highlights that although the approaches to studying urban poor are often separate and distinct between the Global South and Global North, we believe using a similar framework can emphasize similarities and differences that might contribute to policy that is more effective in both locations. All of our discussed case studies highlight the importance of effective informal local leadership structures that communicate well with a transparent formal city government. Partnerships between all levels of leadership are paramount to successful city planning that focuses simultaneously on economic development and social equity. We expect this research will contribute to a more holistic perspective of how leadership structures within informal regions are related to the city as a whole.

National Bank of Pakistan is one of the largest commercial banks in the country. This case study is a general review of the managerial and financial aspects of the bank. The leadership structure and board size are considered as a variable of management side and pre-tax profit and earnings per share are used as financial variables. Some figures extracted from the annual reports are provided as the evidence of what happened in the respective year. From year 2007 to 2016 leadership structure of national bank of Pakistan change from dual leadership structure to non-dual and again to dual. Also in the past decade the bank hits its financial height in 2016 but it also touches the bottom in 2013. This review concluded that the developing country like Pakistan needs to have a strong judicial and regulatory authority. Also the non-dual leadership structure can be more profitable and board size should be at least average if not large.

The unique case rule tries to state a connexion between frequency and support. In extending the idea it is useful to begin with a piece of reasoning based upon frequencies, but which the rule cannot validate. Imagine a textual critic editing a fragment from a Ciceronian manuscript. He knows the fragment is thirteenth century, but not whether it is faithful to its original. He must guess whether it comes from a reliable source or not. He notes a solecism of the sort seldom found in a classical author, but which all too often creeps in on the hand of a medieval copyist. On this slender data, he guesses his fragment is not to be trusted. Perhaps the inference can be schematized:

The end of Cold war, contrary to expectations has brought new conflicts and forms of violence, new divisions and new relativizations of the international legal order. Taking as an example the endeavors to resolve the Kosovo conflict, the author attempts to indicate the broader implications of the international efforts to constitute an independent state on part of the territory of an existing sovereign state. The arguments used to justify the redefinition of the borders of the Serbian state without its consent, the moral, democratic, peace arguments, are reviewed. Particular attention is paid to the argument that Kosovo is a unique case and therefore unique rules should be applied. The author seeks to understand the deeper significance of these efforts, concluding that dismantling the present international legal order is not only a potential danger but a possible aim.

Ecogeographic rules describe spatial patterns in biological trait variation and shed light on the drivers of such variation. In animals, a consensus is emerging that 'pioneering' traits may facilitate range shifts via a set of bold, aggressive and stress-resilient traits. Many of these same traits are associated with more northern latitudes, and most range shifts in the northern hemisphere indicate northward movement. As a consequence, it is unclear whether pioneering traits are simply corollaries of existing latitudinal variation, or whether they override other well-trodden latitudinal patterning as a unique ecogeographic rule of phenotypic variation. The tree swallow Tachycineta bicolor is a songbird undergoing a southward range shift in the eastern United States, in direct opposition of the poleward movement seen in most other native species' range shifts. Because this organic range shift countervails the typical direction of movement, this case study provides for unique ecological insights on organisms and their ability to thrive in our changing world. We sampled female birds across seven populations, quantifying behavioural, physiological and morphological traits. We also used GIS and field data to quantify a core set of ecological factors with strong ties to these traits as well as female performance. Females at more southern expansion sites displayed higher maternal aggression, higher baseline corticosterone and more pronounced elevation of corticosterone following a standardized stressor, contrary to otherwise largely conserved latitudinal patterning in these traits. Microhabitat variation explained some quantitative phenotypic variation, but the expansion and historic ranges did not differ in openness, distance to water or breeding density. This countervailing range shift therefore suggests that pioneering traits are not simply corollaries of existing latitudinal variation, but rather, they may override other well-trodden latitudinal patterning as a unique ecogeographic rule of phenotypic variation.

Purpose Chinese foreign direct investments (FDI) to developed countries, such as Germany, seems to follow unique rules, which are different to traditional international business (IB) practices in terms of entry modes, speed of internationalization, and target countries. To shed light on these unique rules, we analyze motivation and location choices of FDI from China to Germany by describing a sample of five companies from the environmental industry. Methodology/approach A multiple case study research design is adopted. The study is based on five Chinese companies investing in Germany in the environmental industry through FDI (Greenfield Investment and Merger and Acquisition). Chinese managers were interviewed on the basis of semi-structured questionnaires. Findings According to the main findings from the interviews, when investing in Germany, managers take into account a series of factors. Chinese firms go global for traditional motives such as market-seeking purposes and with the aim of improving their production process through skills and know-how acquisition. Additional motives, such as labor cost and fiscal incentives are not considered relevant as factors for internationalizing. Entry mode choices are mainly driven by legal factors in the environmental industry. Originality/value The analysis is conducted at industry level with the aim to contextualize the results within the environmental sector. The case studies are focused on Chinese investments in Germany.

Online communities provide important functions in their participants' lives, from providing spaces to discuss topics of interest to supporting the development of close, personal relationships. Volunteer moderators play key roles in maintaining these spaces, such as creating and enforcing rules and modeling normative behavior. While these users play important governance roles in online spaces, less is known about how the work they do is impacted by platform design and culture. r/AskHistorians, a Reddit-based question and answer forum dedicated to providing users with academic-level answers to questions about history, provides an interesting case study on the impact of design and culture because of its unique rules and their strict enforcement by moderators. In this article I use interviews with r/AskHistorians moderators and community members, observation, and the full comment log of a highly upvoted thread to describe the impact of Reddit's design and culture on moderation work. Results show that visible moderation work that is often interpreted as censorship, and the default masculine whiteness of Reddit create challenges for moderators who use the subreddit as a public history site. Nonetheless, r/AskHistorians moderators have carved a space on Reddit where, through their public scholarship work, the community serves as a model for combating misinformation by building trust in academic processes.

Eckerd College is a private four-year, residential undergraduate liberal arts college located in Saint Petersburg, Florida. Although Eckerd has significant gender diversity in its student body, with 68.5 percent of students identifying as female, it is a predominantly white institution (PWI), with 72.7 percent of our student body identifying as white or non-Hispanic (Eckerd College 2020). While inclusive leadership may be the new normal at many institutions, advancing diversity, equity, inclusion, and belonging (DEIB) initiatives at a PWI presents unique challenges. Research has shown that African American faculty at PWIs report experiences of racial fatigue from disproportionate workload burdens and feelings of being undervalued (Harley 2008). Further, African American students face challenges at PWIs related to racial and campus climates, a lack of diversity among faculty and staff, and feelings of unbelonging that can impact academic performance and well-being (e.g., Hunn 2014; Love 2008). This article will discuss how administrative support of faculty-led DEIB initiatives demonstrates inclusive leadership and helps build an inclusive climate on campus as we try to address the strain on faculty, students, and staff of color to create a stronger sense of belonging within our college community. An important step in facilitating these initiatives is first creating a climate wherein such initiatives can develop and grow. As a baseline, develop foundational language to speak about DEIB (Harvard University 2022). Also consider the interrelated concepts of culture and climate. Culture refers to organizational values, beliefs, and assumptions that provide identity and set behavioral standards—how we do things around here. Climate refers to shared perceptions, attitudes, and behaviors—how we feel about how things are done (Stolp and Smith 1995). When we think about sharing the reins or responsibility for DEIB work, our institutional climate matters. You must understand how your institutional climate positively or negatively affects your DEIB initiatives and the role that faculty play in their development. The American Academy of Medical Colleges (AAMC) provides a useful framework for assessing institutional culture and climate (AAMC 2022). The Diversity 3.0 Framework identifies three key factors that influence your DEIB climate: institutional and social context, structures and policies, and human capital. Each of these factors can be thought of as a set of nested or interrelated systems (see figure 1). Human capital factors are nested in or influenced by the structures and policies of your institution. The structures and policies of your institution are nested in and therefore influenced by the broader institutional and social context. Diversity 3.0 Framework The institutional and social context are reflected in the history, geography, political/legal environment, and local community (AAMC 2022). First, it is helpful to understand the history of your institution as it relates to diversity. Has your institution historically been on the forefront of progress, or has there been a lag? This history is often reflected in the demographic composition of your students, faculty, and staff. Next, it is useful to examine the demographic composition of the area surrounding your campus and whether your institution reflects those demographics. To better understand your institutional and social context, you must review the government programs or initiatives that may support diversity and inclusion at your institution and examine your institution's relationship with diverse stakeholders. Investigate how this institutional context is reflected in what is included or excluded in the curriculum. The structures and policies category captures to what extent DEIB work is integrated, reinforced, and supported by your institution. This college- or university-level commitment to DEIB work can be reflected in whether DEIB is specifically mentioned in the strategic plan and future vision for the institution and whether there is financial support for DEIB initiatives. Do human resources policies reflect current best practices for hiring and supporting DEIB progress? It is important that your organization set goals related to DEIB progress and that you identify metrics to capture your progress on those goals. Your leadership structure, composition, and culture should also reflect your commitment to DEIB work (AAMC 2022). These structures and policies can either serve to facilitate or hinder an inclusive climate on your campus. Human capital refers to the extent that the full benefits of diversity are reinforced by your institution's culture of inclusiveness. Your culture of inclusiveness should be reflected at all levels of the institution and across stakeholders (i.e., administrators, faculty, students) in terms of hiring, training, promotion, admissions, curriculum, research, community engagement, and mentorship (AAMC 2022). It is important that leadership be held accountable and that the experiences of your stakeholders are valued and incorporated into decision-making. Finally, the service role of those moving DEIB initiatives forward should be recognized and valued by the institution. Taken together, these six initiatives have directly involved over half of our faculty, and the rest are largely supportive. Importantly, each initiative was started and further developed by faculty but with support from administration. At no point was participation in any of these groups expected or demanded by administration. Faculty-led initiatives can help with buy-in by creating a shared accountability model. Similarly, given that it was faculty working together, the conversations took place in a spirit of inquiry and not of assessment. These programs also enabled faculty to reclaim their time to think about issues related to their lives as faculty. Finally, these types of grassroots or bottom-up programing can lead to systematic change or to the changing of campus climates. Thus, even if your institutional climate creates challenges, these grassroots initiatives from faculty can change said climate. This article is based on a presentation at the 78th annual meeting of ACAD, February 23–25, 2022, Saint Petersburg, Florida. Jennifer Knippen is associate professor of management and Alexis E. Ramsey-Tobienne is associate professor of rhetoric at Eckerd College. Email: [email protected], [email protected]

Individual and contextual factors in ethical decision making: A case study of the most significant doping scandal in Canadian university sports history

PurposeThe study aims to learn how a small private university dedicated to Judaic studies successfully merged with a large public university? Our study investigates how Baltimore Hebrew University (BHU) successfully integrated into the much larger Towson University (TU), while maintaining its unique Jewish identity.Design/methodology/approachHow did leadership facilitate a successful merging of a small private university with a large public university? Our case study investigates how BHU successfully integrated into the much larger TU. Given that past research has focused primarily on the financial aspects, the purpose of the present study is to analyze how leaders successfully navigated the complex processes of integrating the two institutions through envisioning, communicating and planning effectively. This research uniquely investigates the role of leadership as the driving force in moving the merger forward and facilitating the process. The authors analyzed the circumstances that facilitated the merger and discovered that leadership pushed this merger forward, particularly the confluence of three approaches—visionary, transformational and servant leadership. This research has implications for guiding future mergers of smaller colleges with larger universities. This case study is particularly timely, during this uncertain age of COVID-19, when many universities are considering creative solutions, including potential mergers with other institutions, in the face of increasing financial difficulties.FindingsImplications of this research can help illuminate future mergers of smaller colleges with larger universities in cases where the smaller institution desires to retain its strong cultural or historical identity. The authors found that the “right leadership on the ground” is a crucial component needed for a successful merger, particularly in a higher education setting.Research limitations/implicationsOur research provides a concrete example that can be used help campus administrators assess whether they have the leadership structure in place to successfully navigate a merger as a path forward.Originality/valueThis case study is particularly timely, during this uncertain age of COVID-19, when many universities are considering creative solutions, including potential mergers with other institutions, in the face of increasing financial difficulties.

Purpose This study aims to examine the micro-foundations of dynamic capabilities in the Irish retail banking sector, focusing on strategic alignment, leadership and organisational structure. It investigates how banks navigate regulatory constraints while sustaining competitiveness in a rapidly evolving financial landscape. Using Institution Omicron as a case study, the research identifies structural rigidities, risk-averse leadership and resource gaps that hinder dynamic capability development. To address these challenges, the study introduces two novel frameworks: the Capability Development Framework, which aligns strategic goals with regulatory compliance, and the Capability Implementation Framework, which ensures structured execution and continuous adaptation. Design/methodology/approach This qualitative case study integrates 14 semi-structured interviews with senior banking executives and financial data analysis to explore the operation of dynamic capabilities within a regulated financial institution. Thematic analysis identifies key constraints, including strategic misalignment, conservative decision-making and digital skills shortages. Findings The study reveals that regulatory constraints reinforce organisational inertia, limiting banks’ ability to reconfigure resources and enhance adaptability. While dynamic capabilities are often linked to agility, this research demonstrates that in compliance-driven sectors, they require structured adaptation rather than unrestricted flexibility. Practical implications The proposed frameworks offer actionable insights for financial institutions and other regulated industries, such as healthcare and telecommunications, to enhance strategic adaptability while ensuring compliance. Key recommendations include fostering leadership agility, embedding cross-functional collaboration and developing internal expertise in digital innovation. Originality/value This study extends dynamic capability theory by demonstrating that in heavily regulated environments, competitive advantage depends not solely on agility but on structured adaptation within institutional constraints. The introduced frameworks provide a novel approach to balancing compliance with innovation, offering transferable insights for strategy execution in regulated industries.

An approach to machine modeling by using finite reluctances is proposed. The finite reluctance approach is well suited for fast modeling and dynamic simulation of electrical machines in general and of fractional-slot surface-mounted permanent magnet machines in particular. The latter usually have very large air gap and slots, with relevant leakage and large tangential components of flux density in air gap, slot, and magnets as well. Modeling tools as winding functions are not accurate enough in this case, and thus time-stepping finite elements are used, which are slow and with limited time-step resolution (i.e. low simulation frequency). The approach used in this paper uses magnetic networks built on the principle of the cell theory. Network reluctances and magnet MMFs are defined by using unique rules. This paper shows that, besides faster dynamic simulations, the finite reluctance approach allows the graphical representation of the magnetic vector and scalar fields inside the machine, in a way very similar to the more cumbersome finite element method, but with a much smaller computational effort. The results from both the methods are presented and compared for a case study of permanent magnet linear synchronous motor.

Securitization theory has evolved over the past 10–15 years and has fuelled much exciting research, demonstrated through recent contributions by Balzacq, Stritzel, Taurek, and Floyd. Despite a growing number of case studies of successful securitization and desecuritization processes, scholars have retained the statist view of securitization: actors identify an existential threat that requires emergency executive powers, and, if the audience accepts the securitizing move, the issue is depoliticized and is considered a ‘security’ issue outside the rules of normal politics. This article demonstrates that there are multiple settings of securitizing moves and parses the audience within securitization theory, suggesting a model of at least four distinct types of audiences and speech contexts (popular, elite, technocratic, and scientific). The process of securitization is not a moment of binary decision but rather an iterative, political process between speaker and audience. We must not ask, ‘was a securitizing move made’ but ‘how does a securitizing move mean?’ Particularly if one adopts a more interventionist or activist notion of scholarship, a key question for experts must be: how are securitizing moves accepted or rejected? What are the politics of that successful process of (de)securitization? Using dramaturgical analysis, we suggest that securitizing moves take place within different sociological settings that operate with unique rules, norms, and practices. The example of the Canadian Air Transport Security Association is provided.

Chapter 4 - Aviation Legal and Regulatory Framework