{"title":"Issue Information - Notes for Contributors","authors":"","doi":"10.1111/joms.12956","DOIUrl":"https://doi.org/10.1111/joms.12956","url":null,"abstract":"","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"61 8","pages":"3843-3847"},"PeriodicalIF":7.0,"publicationDate":"2024-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.12956","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142641610","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Issue Information - Notes for Contributors","authors":"","doi":"10.1111/joms.12954","DOIUrl":"https://doi.org/10.1111/joms.12954","url":null,"abstract":"","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"61 7","pages":"3396-3400"},"PeriodicalIF":7.0,"publicationDate":"2024-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.12954","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142439049","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jay Joseph, François Maon, Maria Teresa Uribe‐Jaramillo, John E. Katsos, Adam Lindgreen
There is growing recognition that business activity can promote peacebuilding, yet contradictory claims have emerged about company roles in peace and conflict. The research field of business and peace has focused on this issue, as have scholars in related fields like political science, economics, law, and ethics. This has led to definitional variations, alongside unit and level of analysis differences, which generate contradictory claims that hamper future research on this critical topic. To reconcile extant research around companies and their place in peacebuilding scholarship, we undertake an organizational‐level examination of the field, cataloguing the research by scholars across disciplines through a systematic review of 215 publications. Our review maps the known ways by which businesses can engage in peacebuilding, while demonstrating how organizations exercise their agency to create heterogenous effects on peace and conflict. Our analysis highlights the need for businesses to advance peace‐positive ends across a range of activities to reduce the conflict‐causing effects of business. By showing that businesses, intentionally or not, create peace or conflict through their activities, this article issues a call to action for scholars and decision‐makers to advance knowledge concerning peacebuilding organizations.
{"title":"Business, Conflict, and Peace: A Systematic Literature Review and Conceptual Framework","authors":"Jay Joseph, François Maon, Maria Teresa Uribe‐Jaramillo, John E. Katsos, Adam Lindgreen","doi":"10.1111/joms.13139","DOIUrl":"https://doi.org/10.1111/joms.13139","url":null,"abstract":"There is growing recognition that business activity can promote peacebuilding, yet contradictory claims have emerged about company roles in peace and conflict. The research field of business and peace has focused on this issue, as have scholars in related fields like political science, economics, law, and ethics. This has led to definitional variations, alongside unit and level of analysis differences, which generate contradictory claims that hamper future research on this critical topic. To reconcile extant research around companies and their place in peacebuilding scholarship, we undertake an organizational‐level examination of the field, cataloguing the research by scholars across disciplines through a systematic review of 215 publications. Our review maps the known ways by which businesses can engage in peacebuilding, while demonstrating how organizations exercise their agency to create heterogenous effects on peace and conflict. Our analysis highlights the need for businesses to advance peace‐positive ends across a range of activities to reduce the conflict‐causing effects of business. By showing that businesses, intentionally or not, create peace or conflict through their activities, this article issues a call to action for scholars and decision‐makers to advance knowledge concerning peacebuilding organizations.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"3 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142255052","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Social entrepreneurship has emerged as a global phenomenon aimed at tackling societal grand challenges through market‐based activities. A holistic understanding of social enterprise outcomes is crucial for reflecting their effectiveness in meeting social objectives and informing internal organizational processes. This study explores the outcomes of social enterprises through a comparative qualitative analysis of 49 social ventures in Austria, Canada, Czechia, Denmark, Germany, Greece, India, Italy, the Netherlands, and the United States, spanning diverse sectors. Three key outcome dimensions are identified: individual transformation, capital provision, and societal influence. Our analysis results in a typology of seven distinct types of social enterprises, each integrating these dimensions to varying degrees. Utilizing this typology, we reveal how social enterprises navigate barriers to solving complex social and environmental problems, illustrating the dynamic interplay between outcome dimensions and the importance of multi‐objective organizing – beyond hybrid organizing – in addressing complex societal issues.
{"title":"Outcome‐Based Typology of Social Enterprises: Interlacing Individual Transformation, Capital Provision, and Societal Influence","authors":"Georgios Polychronopoulos, Martin Lukeš, Giuliano Sansone, Anirudh Agrawal, Florian Ulrich‐Diener, Veronika Šlapáková Losová","doi":"10.1111/joms.13138","DOIUrl":"https://doi.org/10.1111/joms.13138","url":null,"abstract":"Social entrepreneurship has emerged as a global phenomenon aimed at tackling societal grand challenges through market‐based activities. A holistic understanding of social enterprise outcomes is crucial for reflecting their effectiveness in meeting social objectives and informing internal organizational processes. This study explores the outcomes of social enterprises through a comparative qualitative analysis of 49 social ventures in Austria, Canada, Czechia, Denmark, Germany, Greece, India, Italy, the Netherlands, and the United States, spanning diverse sectors. Three key outcome dimensions are identified: individual transformation, capital provision, and societal influence. Our analysis results in a typology of seven distinct types of social enterprises, each integrating these dimensions to varying degrees. Utilizing this typology, we reveal how social enterprises navigate barriers to solving complex social and environmental problems, illustrating the dynamic interplay between outcome dimensions and the importance of multi‐objective organizing – beyond hybrid organizing – in addressing complex societal issues.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"17 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142255053","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Thomas Lübcke, Norbert Steigenberger, Hendrik Wilhelm, Indre Maurer
In extreme contexts, actors must often engage in collective sensemaking to enable coordinated action. While prior research has established that cognitive disparities and emotive distractions disrupt collective sensemaking, we lack theory on how actors overcome these common challenges in extreme contexts. To address this shortcoming, we conducted a process study, collecting unique multi‐perspective video and archival data during a maritime search and rescue mission in the Aegean Sea where actors (i.e., rescue crew members and refugees) faced cognitive disparities (e.g., different levels of maritime expertise) and distracting emotions (e.g., fear, anxiety, and tension) yet needed to coordinate their actions to ensure a safe evacuation. We draw on this data to develop a collective sensemaking model that details the auxiliary process steps and multimodal communication – verbal, para‐verbal, and non‐verbal cues – actors use to alternately frame emotional states and convey task‐related information. Our model demonstrates how actors, through multimodal collective sensemaking, overcome the challenges posed by cognitive disparities and distracting emotions in extreme contexts. It thus adds a dynamic emotive and bodily perspective to the predominantly cognitive and verbal understanding in sensemaking theory, and also has implications for practitioners working in extreme contexts.
{"title":"Multimodal Collective Sensemaking in Extreme Contexts: Evidence from Maritime Search and Rescue","authors":"Thomas Lübcke, Norbert Steigenberger, Hendrik Wilhelm, Indre Maurer","doi":"10.1111/joms.13133","DOIUrl":"https://doi.org/10.1111/joms.13133","url":null,"abstract":"In extreme contexts, actors must often engage in collective sensemaking to enable coordinated action. While prior research has established that cognitive disparities and emotive distractions disrupt collective sensemaking, we lack theory on how actors overcome these common challenges in extreme contexts. To address this shortcoming, we conducted a process study, collecting unique multi‐perspective video and archival data during a maritime search and rescue mission in the Aegean Sea where actors (i.e., rescue crew members and refugees) faced cognitive disparities (e.g., different levels of maritime expertise) and distracting emotions (e.g., fear, anxiety, and tension) yet needed to coordinate their actions to ensure a safe evacuation. We draw on this data to develop a collective sensemaking model that details the auxiliary process steps and multimodal communication – verbal, para‐verbal, and non‐verbal cues – actors use to alternately frame emotional states and convey task‐related information. Our model demonstrates how actors, through multimodal collective sensemaking, overcome the challenges posed by cognitive disparities and distracting emotions in extreme contexts. It thus adds a dynamic emotive and bodily perspective to the predominantly cognitive and verbal understanding in sensemaking theory, and also has implications for practitioners working in extreme contexts.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"2 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-09-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142219996","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Charity organizations are important to solving complex social and environmental issues that are beyond the reach of government and commercial organizations. However, these organizations are under increasing pressure for survival due to a sharp decrease in their traditional sources of funding. This study examines how leaders of charity organizations can improve the financial security and impact of their organization by adopting commercial structures into their organization, and therefore undergoing a process of hybridization. We conducted a multiple comparative case study of 18 UK charities comparing how they engaged with emerging social finance funding opportunities that required them to adopt commercial structures which lay outside their dominant logic of action. We identified several aspects that influenced the likelihood of a charity organization to engage with this opportunity and, therefore, strategically hybridize. These included whether a charity executive had sufficient socialization in both the social and commercial logics to view social finance as a strategic opportunity and whether the organization could alter the role expectations of trustees with a commercial background to enable them to actively use both logics rather than compartmentalizing them in their decision‐making. Our findings have important implications for research streams on hybridization and hybrid governance.
{"title":"Getting Down to Business: Governing the Hybridization of UK Charities","authors":"Kevin Curran, Pinar Ozcan","doi":"10.1111/joms.13136","DOIUrl":"https://doi.org/10.1111/joms.13136","url":null,"abstract":"Charity organizations are important to solving complex social and environmental issues that are beyond the reach of government and commercial organizations. However, these organizations are under increasing pressure for survival due to a sharp decrease in their traditional sources of funding. This study examines how leaders of charity organizations can improve the financial security and impact of their organization by adopting commercial structures into their organization, and therefore undergoing a process of hybridization. We conducted a multiple comparative case study of 18 UK charities comparing how they engaged with emerging social finance funding opportunities that required them to adopt commercial structures which lay outside their dominant logic of action. We identified several aspects that influenced the likelihood of a charity organization to engage with this opportunity and, therefore, strategically hybridize. These included whether a charity executive had sufficient socialization in both the social and commercial logics to view social finance as a strategic opportunity and whether the organization could alter the role expectations of trustees with a commercial background to enable them to actively use both logics rather than compartmentalizing them in their decision‐making. Our findings have important implications for research streams on hybridization and hybrid governance.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"59 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-09-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142220006","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Memory work involves mnemonic practices such as remembering, forgetting, and enactment of the past to address past wrongdoing, foster future action, and contribute to a sense of belonging. Working with diversity and plurality of memories, however, necessitates confronting the underlying politico‐ethical considerations and struggles when memory work transcends organizational bounds. This study focuses on the viewpoints of memory workers in communities in order to theorize the various possibilities and limitations of memory work as such. In this work, the politico‐ethical tensions are evident between the requirements of practicing an occupation and those of the communities, who in turn exhibit hierarchies, conflicts, and diversity within and between themselves. I suggest that taking a community‐centric approach to memory work can serve the dynamic integrity of memories, and foster community engagement and empowerment. Memory workers, then, can account for the politico‐ethical struggles over memories by orchestrating interpretive, open, and embodied mnemonic practices to remain in tune with the diverse, disputed, polyvocal, and ever‐unfolding memories. The contributions of this paper carry implications for a more pluralistic and dynamic approach to memory work, suited to our times marked by increased historical consciousness, rival memories, and fierce debates over what and how must be remembered.
{"title":"‘From the Ivory Tower’? Memory Workers and Mnemonic Practices in Communities","authors":"Yasaman Sadeghi","doi":"10.1111/joms.13135","DOIUrl":"https://doi.org/10.1111/joms.13135","url":null,"abstract":"Memory work involves mnemonic practices such as remembering, forgetting, and enactment of the past to address past wrongdoing, foster future action, and contribute to a sense of belonging. Working with diversity and plurality of memories, however, necessitates confronting the underlying politico‐ethical considerations and struggles when memory work transcends organizational bounds. This study focuses on the viewpoints of memory workers in communities in order to theorize the various possibilities and limitations of memory work as such. In this work, the politico‐ethical tensions are evident between the requirements of practicing an occupation and those of the communities, who in turn exhibit hierarchies, conflicts, and diversity within and between themselves. I suggest that taking a community‐centric approach to memory work can serve the dynamic integrity of memories, and foster community engagement and empowerment. Memory workers, then, can account for the politico‐ethical struggles over memories by orchestrating interpretive, open, and embodied mnemonic practices to remain in tune with the diverse, disputed, polyvocal, and ever‐unfolding memories. The contributions of this paper carry implications for a more pluralistic and dynamic approach to memory work, suited to our times marked by increased historical consciousness, rival memories, and fierce debates over what and how must be remembered.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"8 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-08-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142220008","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study explores the often‐overlooked political dimension of social enterprises, particularly their advocacy activities aimed at influencing public policy, legislation, norms, attitudes, and behaviour. While traditional management research has focused on commercial activity and the beneficiary‐oriented aspects of social enterprises, this paper considers their upstream political activity. Using a phenomenon‐based approach, we analyse original survey data from 718 social enterprises across seven countries and six problem domains to identify factors associated with their engagement in advocacy. Our findings reveal that public spending and competition in social enterprises’ problem domains, as well as their governance choices – legal form, sources of income, and collaborations – are significantly associated with advocacy activities. We propose a new theoretical framework to understand these dynamics, positioning social enterprises as key players in markets for public purpose. This research underscores the importance of recognizing the political activities of social enterprises and offers new insights for studying hybrid organizing and organizations that address complex societal challenges. By highlighting the integral role of advocacy, our study contributes to a more comprehensive understanding of how social enterprises drive social change, not only through direct service provision but also by shaping the broader sociopolitical environment.
{"title":"The Political Side of Social Enterprises: A Phenomenon‐Based Study of Sociocultural and Policy Advocacy","authors":"Johanna Mair, Nikolas Rathert","doi":"10.1111/joms.13134","DOIUrl":"https://doi.org/10.1111/joms.13134","url":null,"abstract":"This study explores the often‐overlooked political dimension of social enterprises, particularly their advocacy activities aimed at influencing public policy, legislation, norms, attitudes, and behaviour. While traditional management research has focused on commercial activity and the beneficiary‐oriented aspects of social enterprises, this paper considers their upstream political activity. Using a phenomenon‐based approach, we analyse original survey data from 718 social enterprises across seven countries and six problem domains to identify factors associated with their engagement in advocacy. Our findings reveal that public spending and competition in social enterprises’ problem domains, as well as their governance choices – legal form, sources of income, and collaborations – are significantly associated with advocacy activities. We propose a new theoretical framework to understand these dynamics, positioning social enterprises as key players in markets for public purpose. This research underscores the importance of recognizing the political activities of social enterprises and offers new insights for studying hybrid organizing and organizations that address complex societal challenges. By highlighting the integral role of advocacy, our study contributes to a more comprehensive understanding of how social enterprises drive social change, not only through direct service provision but also by shaping the broader sociopolitical environment.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"27 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-08-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142220007","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
B. Parker Ellen, Jennifer C. Sexton, Marla Baskerville Watkins
Despite significant knowledge on the demographic composition of workgroups, the literature lacks group‐level theory that addresses the tendency of work groups with token levels of diversity to maintain their demographic imbalance over time. We explain this phenomenon by extending moral licensing theory to the group level, arguing that a token level of racial or gender diversity leads to the development of a collective moral credential. This credential provides psychological permission for groups to relax their moral strivings, such that they are less likely to question the influence of bias in group member selection decisions, and thus more likely to make subsequent homogenous group member additions. Additionally, we argue that the diversity climates within which groups are embedded can either magnify (i.e., in fairness‐focused diversity climates) or mitigate (i.e., in synergy‐focused diversity climates) the development of a collective moral credential. Further, we suggest that the effect of token levels of diversity on the development of a collective moral credential can be affected by the prevailing social norms for diversity. Finally, we theorize that the effects of this process can be accentuated by group use of a majority decision rule and attenuated by group use of a unanimous decision rule.
{"title":"Why a Little Diversity doesn't Go a Long Way: A Collective Moral Licensing Explanation for Homosocial Reproduction","authors":"B. Parker Ellen, Jennifer C. Sexton, Marla Baskerville Watkins","doi":"10.1111/joms.13132","DOIUrl":"https://doi.org/10.1111/joms.13132","url":null,"abstract":"Despite significant knowledge on the demographic composition of workgroups, the literature lacks group‐level theory that addresses the tendency of work groups with token levels of diversity to maintain their demographic imbalance over time. We explain this phenomenon by extending moral licensing theory to the group level, arguing that a token level of racial or gender diversity leads to the development of a collective moral credential. This credential provides psychological permission for groups to relax their moral strivings, such that they are less likely to question the influence of bias in group member selection decisions, and thus more likely to make subsequent homogenous group member additions. Additionally, we argue that the diversity climates within which groups are embedded can either magnify (i.e., in fairness‐focused diversity climates) or mitigate (i.e., in synergy‐focused diversity climates) the development of a collective moral credential. Further, we suggest that the effect of token levels of diversity on the development of a collective moral credential can be affected by the prevailing social norms for diversity. Finally, we theorize that the effects of this process can be accentuated by group use of a majority decision rule and attenuated by group use of a unanimous decision rule.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"12 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141969846","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Issue Information - Notes for Contributors","authors":"","doi":"10.1111/joms.12952","DOIUrl":"https://doi.org/10.1111/joms.12952","url":null,"abstract":"","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"61 6","pages":"2770-2774"},"PeriodicalIF":7.0,"publicationDate":"2024-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.12952","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141967450","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：