The outbreak of the COVID-19 pandemic took a sledgehammer to the education sector, shattering the established structured systems, norms and rituals of practices and procedures. To ensure continuity whilst adhering to the pandemic-induced containment measures, higher education institutions adopted a remote work model to address the needs of a dispersed workforce. Amidst the uncertainty and continuous changes posed by the pandemic, remote working arrangements gradually dominated the higher education workspace, thereby increasing demands on institutions and employees. Consequently, the notion of resilience as a crucial constituent of Crisis Management has never been more salient. Yet surprisingly, there has been a paucity of literature in this domain. Whilst research on resilience is gaining interest, there is a need for a comprehensive overview of what the concept means for academics during an emergency and its application in the Crisis Management framework. This article addresses this research gap using a systematic Literature Review method to unearth the current state of scientific research regarding resilience in Crisis Management in the context of remote work during COVID-19. The findings of the study provide a research agenda that centers on understanding how resilience in Crisis Management and its strategic use in remote work can advance the research streams.

This study explores the relationship between navigating work-life boundaries and its influence on employee commitment and career success among millennials, with a focus on the moderating role of work-life balance. As the largest generation in the workforce, millennials prioritize work-life balance more than previous generations, viewing it as essential for job satisfaction and overall well-being. This research employs the quantitative approach to assess how millennials manage their work-life boundaries and the impact of these practices on their commitment to their organizations and their career advancement. A total of 324 employees in the Ghana service sector were included in this study. Convenience sampling techniques were adopted for the study, and the data were analyzed using a structural equation model and PLS-SEM. Data was gathered from millennials who work in various commercial banks within the Takoradi metropolis. Out of the four hypotheses formulated, three of them were significant and one insignificant. This study contributes to the understanding of millennial workforce dynamics and offers practical recommendations for organizations aiming to foster supportive environments that promote work-life balance, thereby enhancing employee engagement and retention. The study found that work-life boundary management significantly determines millennials’ employee commitment and career success. Work-life balance was found to moderate the relationship between managing work-life balance and employee career success. However, it did not moderate the relationship between managing work-life balance and employee commitment.

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Orientation: The rapidly changing global technological advancements brought up significant challenges for managers to develop and maintain relevant competencies. Research purpose: The main purpose of the study was to develop a managerial competencies conceptual framework that could be applied by managers in South African public entities. Motivation for the study: Required managerial competencies for digital performance management in South African public entities is under-researched, and there is no empirical evidence supporting the effectiveness of current utilised conceptual models. Research approach/design and method: This interpretive qualitative study explored how managers perceive management and their interpretations of their experiences. Data were collected from all 24 managers using semi-structured interviews. After themes based on the managers’ perceptions about managerial competencies were presented, a new theoretical competency-based model anchored on the Iceberg Theory and legislative framework on performance management was developed. Main findings: The development process of the new model revealed three key factors that significantly impact employee retention in South African public, organisational culture (OC), compensation and benefits (CB) and training and development (TD). Practical/managerial implications: The findings of the study provide the management of South African public entities with valuable insights into the critical factors that should be considered in retaining talented and valuable employees. Contribution/value-add: The study provides a validated framework of managerial competencies for digital performance management in South African public entities. No such model existed previously.

Purpose – As higher education becomes increasingly globalised, institutions must retain academic expatriates to achieve academic excellence and promote diversity. The intention of expatriates to leave their positions can present significant challenges for higher education institutions, particularly within the context of a global academic environment. Drawing from the social exchange and cross-cultural theories, this study investigates the mediating role of job satisfaction in the relationship between the independent variables (institutional characteristics, cultural and social adjustment) and turnover intention among expatriate academics. Design/methodology/approach – A positivist quantitative approach was adopted. A snowball sampling method was utilised to acquire 125 expatriate academics from two selected traditional universities in KwaZulu-Natal. A survey was administered, and the data were analysed and interpreted using SPSS version 29 and AMOS software. Findings – The findings reveal that institutional characteristics, along with the cultural adjustment of expatriate academics, positively affect job satisfaction. Additionally, job satisfaction serves as a mediating factor in the relationship between institutional characteristics and the intention to leave, as well as between cultural adjustment and turnover intentions. Originality/value – This research contributes to a deeper understanding of expatriate management within academic settings and offers practical implications for institutions aiming to retain top international academics.

Purpose: This paper aims to assess managerial competencies challenges faced by managers when conducting digital performance management within a public entity in KwaZulu-Natal, South Africa. Design/Method/Approach: This study employed an exploratory and descriptive qualitative research design to address research questions for managers in a selected South African public entity to attain sustained competitive advantage. This study reviewed existing literature on the subject and combined it with primary data to provide solutions to managerial competencies required to conduct digital performance management with public entities. Qualitative data was collected through semi-structured interviews with all twenty-four (24) managers at the entity through Microsoft Teams to ensure accessibility and accurate recording, with electronic files preserving data integrity. Findings: The study found that managers had a deeper understanding of the managerial competencies required for organisational effectiveness in implementing digital performance management. On the other hand, the findings also confirmed that managers in public entities faced several challenges while implementing digital performance management systems, including development and growth, employees, communication and interaction, management and reporting structures, changes and operations, and timing and delays. Theoretical Implications: This research contributes to the body of knowledge on public entity management, particularly in the context of digital performance management. It highlights the theoretical significance of aligning managerial competencies with institutional digital performance management policy frameworks. Practical Implications: From the practical point of view, the research findings provide an avenue for public entities to enhance managerial competencies to improve digital performance management. Moreover, the findings could assist public entities in developing new or reviewing existing policies on investments, targeted training programs and technology to enhance managerial competencies required for digital performance management. Originality/Value: The paper offers a novel empirical insight into managerial and digital performance management issues for employees, managers, governments, employers, and public entities in South Africa, an area that remains underexplored in the literature. It provides practical recommendations for improving managerial competencies in digitally inclined public entity environments. Research Limitations/Future Research: The research, though centred on a selected public entity, a key industrial player with a global reach, yields managerial competencies and digital performance management insights that are broadly applicable to other public entities, both in South Africa and globally. Future research could involve comparative studies across provinces or countries to generalise findings and assess cross-regional differences in managerial competencies required for digital performance management. Paper Type: Empirical JEL Classification: M12; M54; O15; O32; P47