Research has shown that both transactional and transformational leadership have a positive impact on employee job engagement and that both styles influence each other (augmentation effect). Yet, less clear are the direction and nature of the augmentation effect, and their enduring effects on employees. We use opponent process theory to explain how this augmentation effect changes with employees’ tenure in their current positions. Beyond contributions to knowledge about the temporal variations of the augmentation effect, we advance a novel, comprehensive view of the process underlying the emergence of job engagement. Results from cross-sectional data of a sample of 206 employees of a German governmental organization demonstrate that contingent reward, transformational leadership, and job tenure are collectively associated with employee job engagement. Specifically, the interactive effect of transactional and transformational leadership on job engagement is moderated by job tenure such that transformational leadership is more effective with less experienced than with longtime employees.
{"title":"Transformational and transactional leadership: A job tenure perspective","authors":"Sabine Jentjens , Chandrashekhar Lakshman , Melanie Neeb , Fabian Bernhard , Sascha Kraus , Marina Dabić","doi":"10.1016/j.scaman.2025.101438","DOIUrl":"10.1016/j.scaman.2025.101438","url":null,"abstract":"<div><div>Research has shown that both transactional and transformational leadership have a positive impact on employee job engagement and that both styles influence each other (augmentation effect). Yet, less clear are the direction and nature of the augmentation effect, and their enduring effects on employees. We use <em>opponent process theory</em> to explain how this augmentation effect changes with employees’ tenure in their current positions. Beyond contributions to knowledge about the temporal variations of the augmentation effect, we advance a novel, comprehensive view of the process underlying the emergence of job engagement. Results from cross-sectional data of a sample of 206 employees of a German governmental organization demonstrate that contingent reward, transformational leadership, and job tenure are collectively associated with employee job engagement. Specifically, the interactive effect of transactional and transformational leadership on job engagement is moderated by job tenure such that transformational leadership is more effective with less experienced than with longtime employees.</div></div>","PeriodicalId":47759,"journal":{"name":"Scandinavian Journal of Management","volume":"41 4","pages":"Article 101438"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145665442","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-12-01DOI: 10.1016/j.scaman.2025.101434
Hanna Kalmanovich-Cohen
Social power is inherently dynamic, characterized by frequent shifts throughout individuals’ careers. This paper explores the effects of these structural power shifts—specifically power gain and power loss—on individuals' psychological sense of power and the prosocial consequences of holding power. Integrating temporal comparison theory with social power research, we demonstrate that structural power changes influence prosocial behavior beyond immediate power levels. Individuals' reactions to power change depends on their engagement in contrast versus assimilation judgments. Specifically, power loss diminishes individuals' psychological sense of power in assimilation judgements, while it enhances it in contrast judgments. Conversely, the effects of power gain on psychological sense of power are more nuanced. Our findings contribute to a deeper understanding of how power change influence prosocial behavior, emphasizing the role of temporal comparisons in shaping responses to power change. This research offers theoretical insights into the complexities of power change and suggests implications for organizational strategies aimed at effectively managing and leveraging power transitions.
{"title":"Understanding power change: The role of assimilation and contrast in the effect of structural power change on prosocial behavior","authors":"Hanna Kalmanovich-Cohen","doi":"10.1016/j.scaman.2025.101434","DOIUrl":"10.1016/j.scaman.2025.101434","url":null,"abstract":"<div><div>Social power is inherently dynamic, characterized by frequent shifts throughout individuals’ careers. This paper explores the effects of these structural power shifts—specifically power gain and power loss—on individuals' psychological sense of power and the prosocial consequences of holding power. Integrating temporal comparison theory with social power research, we demonstrate that structural power changes influence prosocial behavior beyond immediate power levels. Individuals' reactions to power change depends on their engagement in contrast versus assimilation judgments. Specifically, power loss diminishes individuals' psychological sense of power in assimilation judgements, while it enhances it in contrast judgments. Conversely, the effects of power gain on psychological sense of power are more nuanced. Our findings contribute to a deeper understanding of how power change influence prosocial behavior, emphasizing the role of temporal comparisons in shaping responses to power change. This research offers theoretical insights into the complexities of power change and suggests implications for organizational strategies aimed at effectively managing and leveraging power transitions.</div></div>","PeriodicalId":47759,"journal":{"name":"Scandinavian Journal of Management","volume":"41 4","pages":"Article 101434"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145665446","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-12-01DOI: 10.1016/j.scaman.2025.101439
Seray Ergene , Marta B. Calás , Erim Ergene
In this paper, we move beyond the economic reductionism of the “business case” paradigm in sustainability research and explore complexity in organizations’ engagement with socio-ecological matters. For this, we draw from Latour (2004; 2005; 2008) where he argues for an ontological shift from observing reality as matters of fact to engaging with its complexities as matters of concern and utilize Actor-Network Theory to re-frame sustainability from the business case to sustainability as relational practices. We study empirically how commitment to socio-ecological matters of concern is maintained, with a longitudinal case study of an exemplar fashion company’s sustainability initiative between 2012 and 2020. Analyses of our in-depth qualitative data led to articulating sustainability-in-the-making: an ongoing process where the agency of human and nonhuman collective assemblages produced organizational transformation and endured commitment to socio-ecological matters of concern. Our findings contribute to organizational sustainability literature by: 1- offering an ontological shift from the business case to relational practices, which enables focusing on emerging and evolving organizational transformations overlooked by the business case; 2- challenging the hierarchical conception of “scale” by illustrating how human and nonhuman actors in their own settings composed collectives and produced and expanded impact around matters of concern; and 3- showing the significance of dealing with controversies – disagreements and debates around particular matters of concern – in enduring commitment to socio-ecological issues.
{"title":"Sustainability-in-the-making: Enduring commitment to socio-ecological matters of concern","authors":"Seray Ergene , Marta B. Calás , Erim Ergene","doi":"10.1016/j.scaman.2025.101439","DOIUrl":"10.1016/j.scaman.2025.101439","url":null,"abstract":"<div><div>In this paper, we move beyond the economic reductionism of the “business case” paradigm in sustainability research and explore complexity in organizations’ engagement with socio-ecological matters. For this, we draw from Latour (2004; 2005; 2008) where he argues for an ontological shift from observing reality as <em>matters of fact</em> to engaging with its complexities as <em>matters of concern</em> and utilize Actor-Network Theory to re-frame sustainability from the business case to sustainability as <em>relational practices.</em> We study empirically how commitment to socio-ecological matters of concern is maintained, with a longitudinal case study of an exemplar fashion company’s sustainability initiative between 2012 and 2020. Analyses of our in-depth qualitative data led to articulating <em>sustainability-in-the-making</em>: an ongoing process where the agency of human and nonhuman collective assemblages produced organizational transformation and endured commitment to socio-ecological matters of concern. Our findings contribute to organizational sustainability literature by: 1- offering an ontological shift from the business case to <em>relational practices</em>, which enables focusing on emerging and evolving organizational transformations overlooked by the business case; 2- challenging the hierarchical conception of “scale” by illustrating how human and nonhuman actors in their own settings <em>composed collectives</em> and produced and expanded impact around matters of concern; and 3- showing the significance of dealing with <em>controversies</em> – disagreements and debates around particular matters of concern – in enduring commitment to socio-ecological issues.</div></div>","PeriodicalId":47759,"journal":{"name":"Scandinavian Journal of Management","volume":"41 4","pages":"Article 101439"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145665443","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
With hopes of new technologies to co-create solutions to societal challenges, enlarging a diverse workforce in Science, Technology, Engineering and Mathematics (STEM) becomes a governance as much as an industrial concern, not least due to acute worker-shortage in STEM occupations. Gender-segregation remains challenging within STEM, including in the Nordics despite longstanding welfare policies of gender equality–a so-called Nordic gender equality paradox. This paper explores recent governance discourses and practices responding to this across political, industrial, NGO and educational contexts to promote STEM interests and career prospects to young women in a case from Denmark. In doing so, we unpack (I) how governance discourses perform a politics of necessity to promote STEM to more (women) students, and (II) how such politics manifest in promotion events with promising ideas of a more ‘feminine’ STEM future through local governance efforts. Yet, we also show how gender is performed in contradictory ways as a governance matter; at once contesting and reproducing stereotypes in striving towards a diverse STEM future. This, however, may counter-produce local engagements with targeted actors and their future-making.
{"title":"Governing inclusive STEM futures? Gendered performativity of governance efforts to promote STEM to future women workers","authors":"Mie Plotnikof , Jette Sandager , Anja Svejgaard Pors","doi":"10.1016/j.scaman.2025.101440","DOIUrl":"10.1016/j.scaman.2025.101440","url":null,"abstract":"<div><div>With hopes of new technologies to co-create solutions to societal challenges, enlarging a diverse workforce in Science, Technology, Engineering and Mathematics (STEM) becomes a governance as much as an industrial concern, not least due to acute worker-shortage in STEM occupations. Gender-segregation remains challenging within STEM, including in the Nordics despite longstanding welfare policies of gender equality–a so-called Nordic gender equality paradox. This paper explores recent governance discourses and practices responding to this across political, industrial, NGO and educational contexts to promote STEM interests and career prospects to young women in a case from Denmark. In doing so, we unpack (I) how governance discourses perform a politics of necessity to promote STEM to more (women) students, and (II) how such politics manifest in promotion events with promising ideas of a more ‘feminine’ STEM future through local governance efforts. Yet, we also show how gender is performed in contradictory ways as a governance matter; at once contesting and reproducing stereotypes in striving towards a diverse STEM future. This, however, may counter-produce local engagements with targeted actors and their future-making.</div></div>","PeriodicalId":47759,"journal":{"name":"Scandinavian Journal of Management","volume":"41 4","pages":"Article 101440"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145665444","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-12-01DOI: 10.1016/j.scaman.2025.101437
Claudia Balan , Marieke van den Brink , Yvonne Benschop
This paper critically analyses the strategies used by fathers' networks in workplaces to advocate for fathers' interests and promote father-friendly cultures and practices. Established in several knowledge-intensive organizations in Germany, these networks represent an emergent type of diversity network by addressing the gendered nature of work-care reconciliation practices and strengthening organizational acceptance of working fathers as care-givers. We contribute to critical studies on diversity networks by illustrating how the interplay of power, privilege and marginalization shapes the micro-politics of change within these networks. Based on a case study of one fathers’ network, we demonstrate how unique layers of privilege- where managerial power is closely tied to the privilege of high-status identity as white men and hegemonic masculinity- enables the fathers’ network board to use a distinctive combination of power forms to advocate for the marginalized position of involved fathers in organizations. Our findings show that advocating for involved fatherhood from a position of power and privilege enables a unique set of micro-political strategies: (I) Strategic topic positioning; (II) Positioning of the network as key partners for achieving organizational goals; (III) Taking ownership of the father-friendliness policy agenda.
{"title":"Strategizing for gender change – The micro-politics of father’s networks promoting father-friendliness within organizations","authors":"Claudia Balan , Marieke van den Brink , Yvonne Benschop","doi":"10.1016/j.scaman.2025.101437","DOIUrl":"10.1016/j.scaman.2025.101437","url":null,"abstract":"<div><div>This paper critically analyses the strategies used by fathers' networks in workplaces to advocate for fathers' interests and promote father-friendly cultures and practices. Established in several knowledge-intensive organizations in Germany, these networks represent an emergent type of diversity network by addressing the gendered nature of work-care reconciliation practices and strengthening organizational acceptance of working fathers as care-givers. We contribute to critical studies on diversity networks by illustrating how the interplay of power, privilege and marginalization shapes the micro-politics of change within these networks. Based on a case study of one fathers’ network, we demonstrate how unique layers of privilege- where managerial power is closely tied to the privilege of high-status identity as white men and hegemonic masculinity- enables the fathers’ network board to use a distinctive combination of power forms to advocate for the marginalized position of involved fathers in organizations. Our findings show that advocating for involved fatherhood from a position of power and privilege enables a unique set of micro-political strategies: (I) Strategic topic positioning; (II) Positioning of the network as key partners for achieving organizational goals; (III) Taking ownership of the father-friendliness policy agenda.</div></div>","PeriodicalId":47759,"journal":{"name":"Scandinavian Journal of Management","volume":"41 4","pages":"Article 101437"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145665441","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-12-01DOI: 10.1016/j.scaman.2025.101435
Thim Prætorius , Peter Hasle
Bureaucratic values are routinely believed to clash with professional values in professional organisations, and bureaucratisation is equated with being a top-down phenomenon. In contrast, this article contributes to theory on bureaucracy by analysing hospital departments where frontline professionals have actively implemented bureaucratic elements, thereby limiting their individual professional autonomy. For this type of frontline bureaucracy to take place, we identify two enabling conditions for bureaucratic and professional values to merge: healthcare professionals perceive the bureaucratic element as appropriate (make clinical sense, serve a specific end and involve key stakeholders) and effective (improve care coordination and support work relations). Our analysis shows that frontline professionals implement the bureaucratic elements to build a scaffold for collaboration. This type of bottom-up, micro-level bureaucracy aligns and breaks with a top-down, macro-level understanding of bureaucracy. Our study has theoretical implications for the understanding of hybrid bureaucracy in professional organisations and holds practical insights for how frontline professionals can simultaneously harness bureaucratic and professional values.
{"title":"Reasoning bureaucracy in professional organisations: Enabling conditions for professional and bureaucratic values to merge in hospitals","authors":"Thim Prætorius , Peter Hasle","doi":"10.1016/j.scaman.2025.101435","DOIUrl":"10.1016/j.scaman.2025.101435","url":null,"abstract":"<div><div>Bureaucratic values are routinely believed to clash with professional values in professional organisations, and bureaucratisation is equated with being a top-down phenomenon. In contrast, this article contributes to theory on bureaucracy by analysing hospital departments where frontline professionals have actively implemented bureaucratic elements, thereby limiting their individual professional autonomy. For this type of frontline bureaucracy to take place, we identify two enabling conditions for bureaucratic and professional values to merge: healthcare professionals perceive the bureaucratic element as appropriate (make clinical sense, serve a specific end and involve key stakeholders) and effective (improve care coordination and support work relations). Our analysis shows that frontline professionals implement the bureaucratic elements to build a scaffold for collaboration. This type of bottom-up, micro-level bureaucracy aligns and breaks with a top-down, macro-level understanding of bureaucracy. Our study has theoretical implications for the understanding of hybrid bureaucracy in professional organisations and holds practical insights for how frontline professionals can simultaneously harness bureaucratic and professional values.</div></div>","PeriodicalId":47759,"journal":{"name":"Scandinavian Journal of Management","volume":"41 4","pages":"Article 101435"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145665447","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-12-01DOI: 10.1016/j.scaman.2025.101436
Izabella Ilea , Dániel Jenei , István Csertő , Andrea S. Gubik , Orsolya Vincze
The integration of agentic and communal motivations, along with the resultant potential to be generative, constitutes not merely a suggestion for present-day business actors, but a duty. Through such integration, these actors are able not only to enhance the profitability of their businesses, but also to advance the welfare of their workforce and contribute to the improvement of society. The present studies aim to demonstrate that individuals in different occupations can have a different motivational composition behind their generative aspirations. We examined this using mixed methods among three groups: entrepreneur leaders, teachers, and control groups. We used the Loyola Generativity Scale (N = 117) and life story interviews (N = 90), in which we coded themes of agency and communion, and also included the economic indicators of the companies in an exploratory manner. The control group exhibits the lowest level of generativity, whereas both teachers and entrepreneurs demonstrate higher levels of generativity. Moreover, the life narratives of teachers primarily encompass communal themes, whereas the narratives of entrepreneurial leaders focus predominantly on agentic topics. However, both groups were equally adept at integrating the two motivational aspects. The findings offer empirical support for the notion that generativity may be organized based on varying motivations. Both agentic and communal motivations may indicate elevated aspirations for generativity.
{"title":"Different ways of being generative. Exploring the motivational structure underlying generativity in life stories of entrepreneurial leaders","authors":"Izabella Ilea , Dániel Jenei , István Csertő , Andrea S. Gubik , Orsolya Vincze","doi":"10.1016/j.scaman.2025.101436","DOIUrl":"10.1016/j.scaman.2025.101436","url":null,"abstract":"<div><div>The integration of agentic and communal motivations, along with the resultant potential to be generative, constitutes not merely a suggestion for present-day business actors, but a duty. Through such integration, these actors are able not only to enhance the profitability of their businesses, but also to advance the welfare of their workforce and contribute to the improvement of society. The present studies aim to demonstrate that individuals in different occupations can have a different motivational composition behind their generative aspirations. We examined this using mixed methods among three groups: entrepreneur leaders, teachers, and control groups. We used the Loyola Generativity Scale (N = 117) and life story interviews (N = 90), in which we coded themes of agency and communion, and also included the economic indicators of the companies in an exploratory manner. The control group exhibits the lowest level of generativity, whereas both teachers and entrepreneurs demonstrate higher levels of generativity. Moreover, the life narratives of teachers primarily encompass communal themes, whereas the narratives of entrepreneurial leaders focus predominantly on agentic topics. However, both groups were equally adept at integrating the two motivational aspects. The findings offer empirical support for the notion that generativity may be organized based on varying motivations. Both agentic and communal motivations may indicate elevated aspirations for generativity.</div></div>","PeriodicalId":47759,"journal":{"name":"Scandinavian Journal of Management","volume":"41 4","pages":"Article 101436"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145665448","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-09-01DOI: 10.1016/j.scaman.2025.101428
Au Due Tang , Tin Trung Nguyen , Trung Dam-Huy Thai , Tan Vo-Thanh , Shu-Hsing Wu
Internal corporate social responsibility has become an increasingly important component of human capital management for encouraging positive employee behavior and improving firm performance. Based on the tenets of social cognitive theory, this study investigates the impact of internal corporate social responsibility that extends beyond the workplace to influence employees’ personal lives. Using both experimental and cross-sectional designs, data were collected from 328 participants via Amazon Mechanical Turk. The findings demonstrate that internal corporate social responsibility influences employee well-being both directly and indirectly through perceived person–organization fit, self-verification, and self-enhancement. This study reveals the unexplored psychological mechanisms that businesses should consider when implementing internal corporate social responsibility initiatives to enhance employee well-being. Furthermore, it advances the understanding of internal corporate social responsibility as an effective tool in human capital management.
{"title":"How perceived internal corporate social responsibility improves employee well-being: The roles of person–organization fit and self-view","authors":"Au Due Tang , Tin Trung Nguyen , Trung Dam-Huy Thai , Tan Vo-Thanh , Shu-Hsing Wu","doi":"10.1016/j.scaman.2025.101428","DOIUrl":"10.1016/j.scaman.2025.101428","url":null,"abstract":"<div><div>Internal corporate social responsibility<span> has become an increasingly important component of human capital management for encouraging positive employee behavior and improving firm performance. Based on the tenets of social cognitive theory<span>, this study investigates the impact of internal corporate social responsibility that extends beyond the workplace to influence employees’ personal lives. Using both experimental and cross-sectional designs, data were collected from 328 participants via Amazon Mechanical Turk. The findings demonstrate that internal corporate social responsibility influences employee well-being both directly and indirectly through perceived person–organization fit, self-verification, and self-enhancement. This study reveals the unexplored psychological mechanisms that businesses should consider when implementing internal corporate social responsibility initiatives to enhance employee well-being. Furthermore, it advances the understanding of internal corporate social responsibility as an effective tool in human capital management.</span></span></div></div>","PeriodicalId":47759,"journal":{"name":"Scandinavian Journal of Management","volume":"41 3","pages":"Article 101428"},"PeriodicalIF":2.5,"publicationDate":"2025-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144997860","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-09-01DOI: 10.1016/j.scaman.2025.101430
Veera Emilia Haavisto , Tone Therese Linge , Huseyin Arasli
This qualitative study explores perceptions of central leadership values within the Nordic hotel industry, drawing on interviews with 30 managers and employees across the five Nordic countries. While identifying unique leadership values such as blending of professional and informal work relationships, conflict avoidance, and work-life balance, a potential conflict between the Nordic work-life values and operational demands of the hospitality industry was also found, particularly regarding the pursuit of work-life balance. By positioning the abstract and often idealized concept of “Nordic leadership” within the most researched leadership styles in contemporary hospitality research, the study extends our understanding of “Nordic leadership” within an industry-specific context and provides insights for future research on cross-cultural leadership.
{"title":"Rethinking Nordic leadership: Insights from the Nordic hospitality industry","authors":"Veera Emilia Haavisto , Tone Therese Linge , Huseyin Arasli","doi":"10.1016/j.scaman.2025.101430","DOIUrl":"10.1016/j.scaman.2025.101430","url":null,"abstract":"<div><div>This qualitative study explores perceptions of central leadership values within the Nordic hotel industry, drawing on interviews with 30 managers and employees across the five Nordic countries. While identifying unique leadership values such as blending of professional and informal work relationships, conflict avoidance, and work-life balance, a potential conflict between the Nordic work-life values and operational demands of the hospitality industry was also found, particularly regarding the pursuit of work-life balance. By positioning the abstract and often idealized concept of “Nordic leadership” within the most researched leadership styles in contemporary hospitality research, the study extends our understanding of “Nordic leadership” within an industry-specific context and provides insights for future research on cross-cultural leadership.</div></div>","PeriodicalId":47759,"journal":{"name":"Scandinavian Journal of Management","volume":"41 3","pages":"Article 101430"},"PeriodicalIF":2.5,"publicationDate":"2025-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144997750","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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