This paper investigates the strategic decision-making process (SDMP) of Greek banks' top management in the context of profound organisational changes introduced in 2012 as a result of the 2008 global financial crisis. It focuses on the impact of three key dimensions of the SDMP, namely, rationality, intuition and political behaviour, relating to four changes introduced, namely, acquisitions, branch network rationalisation, integration of information technology (IT) and downsizing of operations and personnel. A questionnaire-based survey was conducted, targeting Greek banks' top management. Out of 140 questionnaires, 78 were returned, a 55.71% response rate. Data was analysed using structural equation modelling. Research findings identify rationality as a key dimension of SDMP for all organisational changes, as there was high focus on identifying and analysing all required information, use of external financial advisors, and reliance on multiple methods of information gathering. Decision-makers used their intuition in the form of past experience when making acquisition decisions, whilst their personal judgment and "inner voice" were neglected. Finally, political behaviour was not displayed during this process, as decision-makers were open with each other about their interests and preferences, and there was no bargaining, negotiation or use of power amongst them. One limitation was that of not considering all the factors that might help measure SDMP characteristics. Also, this study was conducted in a period of political and financial uncertainty for Greek banks, as well as for the Greek economy in general, so findings may not be generalizable to other industries and countries. Conducting interviews could have offered deeper insight as well. This study's value lies in the fact that the organisational changes were determined by Greece's leaders, and thus the Greek banks had to operate under a dynamic, inflexible and non-autonomous environment. Also, this study extends prior SDMP research by examining the impact of the three key SDMP dimensions on four types of organisational change.

This chapter examines the role of microfinance in the transformation of rural communities in Ghana. To achieve this aim, a synthesized review of existing literature on microfinance outcomes on employment creation, poverty reduction, female empowerment, and microenterprise development in Ghana was conducted. The review shows that microfinance has contributed significantly to the transformation of rural communities in Ghana by helping to reduce poverty and improving the living standards of the poor. The review also demonstrates that microfinance contributed positively to the socio-economic well-being of women in Ghana. Microfinance has also played a positive role in the transformation of rural communities in Ghana by providing credit to support microenterprise projects. Furthermore, the analysis shows that microfinance contributed positively to the transformation of rural communities in Ghana by providing credit to individuals and microenterprises to create jobs and improve living standards.

The purpose of this chapter is to reflect on and respond to the work done by the authors of the subsequent chapters. The experiences and work of the contributors of this book highlight the general skills necessary for diversity, equity, and inclusion (DEI) and affirm the premises of DEI work. The chapters also include innovative ideas that can increase engagement with the DEI agenda. Finally, the chapters provide some exciting possibilities on how the digital world can further the current DEI discourse.