Self-governance: responsibility, leadership and transformation

Further research in this domain could possibly explore and operationalise the emergent notion in companies of “self-governance” in the light of corporate social responsibility, leadership and transformation. Areas of research could: 

• Contribute to understanding and serving the lack of theoretical and operational knowledge as to the challenges and strategies for leadership and transformation that are inherent in the growing focus on and rhetoric about self-governance and in particular corporate social responsibility (CSR). Examples: identifying the organisational skills, competencies, values and personal qualities that enable and empower leaders to design, inspire and facilitate the processes required for implementation and successful integration of the CSR perspective into corporate self-reference, measurement, evaluation, decision making and communication.

• Identify the contextual aspects (driving and restraining forces) of importance for personal and organisational transformation towards new responsibilities with respect to implementing and unfolding social responsibilities and self-governance. Since the needs as to knowledge, skills and competencies vary with the type of organisation, research is required as to the primary interdependencies between the leadership challenges and for example the following contextual factors:

• Identify the challenges to education and training for both effectuating such individual and organisational transformation. In particular, what are challenges to institutions of higher education as well as executive training and in-house education.