The paper examines managerial competencies that support data-driven decision-making in a community football club. The study addresses the problem of which specific managerial competencies enable club leaders to use diverse data sources effectively when making strategic, operational and sport-related decisions in a non-profit, community-based context, focusing on the case of the Neptūnas Football Club in Klaipėda, Lithuania. The research object consists of managerial competencies related to data-driven decision-making, while the aim is to justify and present a coherent set of competencies relevant to similar sports organisations. The study applies literature and document analysis, content analysis of public club reports, and semi-structured interviews with six key stakeholders, followed by qualitative content analysis to identify decision-making domains, data use practices and competency requirements. The findings reveal three main decision-making areas, a wide range of data types and analytical tools used in practice, and a multidimensional set of strategic, analytical, leadership, interpersonal, personal-ethical and digital competencies linked to data-driven decision-making. The proposed competency set can serve as a practical reference for community and non-profit sports clubs seeking to strengthen data-driven decision-making and to align technological, organisational and human factors.
The article analyses the leadership of managers of educational institutions in developing participatory decision-making in organisational
management. The aim of the study is to empirically reveal how leaders lead in constructing and implementing participatory
decisions, and what significance they acquire in management practice. The study is based on a phenomenological approach, applying
a qualitative research strategy and semi-structured interviews with six managers of educational institutions. The results reveal that
participatory decisions function as process-based management tools that strengthens the organisational culture, trust and employee
engagement, contributing to the effectiveness of management. However, their development is constrained by structural factors in
the educational system, time limitations, and internal cultural restraints, such as employee passivity. It was found that the leader’s
leadership is an essential factor determining the success of participatory management in the face of structural contextual and internalorganisational PDM risks.
Journal:Tiltai
Volume 96, Issue 1 (2026), pp. 28–40
Abstract
The emergence of artificial intelligence (AI) in contemporary management is transforming production processes, decision-making, and the symbolic frameworks through which managers interpret organisational reality. In Venezuela, this transformation is particularly complex, due to economic crises, institutional fragility, environmental volatility, and the need for rapid managerial decisions amid uncertainty. This article analyses the impact of AI from a postmodernist perspective, based on a survey of Venezuelan managers (N=150) from the industrial, commercial and service sectors, selected through convenience sampling due to infrastructural constraints. The findings show primarily the instrumental adoption of AI, oriented towards decision support and operational optimisation, but they also reveal persistent tensions between human intuition and algorithmic recommendation. Ambivalent perceptions regarding dashboards, Key Performance Indicators (KPIs), and AI’s capacity to faithfully represent organisational reality are identified. From a postmodernist perspective, these results suggest that AI not only automates tasks but also reconfigures the legitimacy of knowledge, managerial subjectivity and power relations within the organisation. The study concludes that the use of AI in Venezuelan management expresses a transition towards hybrid forms of decision-making, where human rationality, algorithmic calculation and adaptation to crisis conditions coexist.