European Management Journal最新文献

An increasing number of countries are adopting policies on gender diversity in corporate governance. Some regulators believe that non-binding recommendations, or ‘soft law’, are sufficient and that stakeholder social pressure will promote diversity. Others argue that ‘hard law’ is needed, including mandatory quotas with sanctions for non-compliance. Both sides believe that increasing gender diversity on boards of directors is necessary to promote diversity in executive committees and other top management positions. Empirical evidence from France sheds light on this debate. Initially, the country supported the ‘soft law’ approach. However, following the Norwegian example, France passed the Copé-Zimmermann law in 2011, which imposed a mandatory quota of 40% gender diversity on boards of directors by 2017. In 2021, the French parliament passed the Rixain law, recognising the limited progress of the previous law and setting a mandatory quota of 40% on boards by 2029. This law was the first of its kind in Western countries.

Encouraging organizational citizenship behavior (OCB) is an ongoing challenge, particularly in today's workplace. This study explores employees' hope as an avenue to understanding their OCB. Specifically, we predicted and found a serial multiple mediation model indicating that perceived organizational support is positively related to employee beliefs regarding the feasibility of achieving personal goals (the pathway component of hope) that are subsequently associated with employees' motivation and determination to implement strategies required to achieve them (the agency component of hope). Next, the agency component associates with employees' affective commitment to the organization, which in turn predicts their OCB. Notably, the relations between perceived organizational support and OCB become insignificant when the mediators are entered into the model. The theoretical and practical implications of these relationships are discussed by addressing the importance of OCB in the modern workplace and pointing out directions for future research.

The topic of organizational risk culture has gained increased attention after the financial crisis from 2007 to 2009, emphasizing the need to establish risk awareness beyond the boundaries of a dedicated risk management department. Despite its importance, the concept of organizational risk culture is not uniquely defined to date. In this paper, we conduct a structured literature review that includes 83 peer-reviewed academic articles, based on which we derive a comprehensive presentation of the concept of organizational risk culture for four major aspects: (i) dimensions of risk culture, (ii) instruments to assess and diagnose risk culture, (iii) insight on the value effect of risk culture (dimensions) on firm performance and applied methodologies, and (iv) improvement levers along the identified dimensions with further influencing factors. We conclude with a discussion of avenues of future research. Our analysis emphasizes the considerable value of a strong organizational risk culture, which should be regularly assessed in firms and improved along the dimensions identified in the paper.

Although organizational strategy has been increasingly examined from a multilevel perspective, there has been little work on the dynamics by which micro and macro influences are temporally interrelated: How do multilevel influences develop organizational strategy over time? Drawing on a longitudinal case study of the diamond industry, this article advances a multilevel process model of organizational strategy, unpacking the mechanisms by which strategy is contextually driven. In doing so, this article advances three specific contributions. First, we show how the magnitude and prominence of multilevel influences on organizational strategy can vary significantly over time, laying bare when micro and macro contexts matter most. Second, we demonstrate how the strategic impact of micro and macro contexts depends largely on the interplay between both system levels, highlighting how a combined understanding of both is crucial for making sense of how strategy trajectories evolve. Finally, we extend the methodological toolbox that multilevel scholars can draw on by advancing a dynamic case-based approach, allowing researchers focusing on multilevel strategy to enrich their qualitative inquiries with time as a critical factor.

This study investigates the trade-offs that firms face in measuring their sustainability performance at different stages of the food supply chain as a result of institutional pressures. We analyzed eight firms in the Italian organic wine supply chain to map the sustainability performance measurement (SPM) indicators adopted along the environmental, social, and economic dimensions of sustainability. We then examine how SPM is influenced by institutional pressures and the resulting trade-offs in three supply chain stages: winery, distributor, and retailer. Our findings indicate a prevalence of normative pressures from the market and from other stages in the supply chain in terms of SPM prioritization caused by institutional pressures (i.e., isomorphic) and contingent on other factors, such as the firm's size and culture. In particular, SPM trade-offs vary according to the supply chain stage, whereby wineries prioritize the environmental and economic dimensions, distributors—the economic dimension, and retailers—the social dimension. SPM adoption is also motivated by the firm's commitment to the environment and connection with the local region, over and above the perceived institutional pressures.