Journal of Management Studies最新文献

Climate change adaptation has for a long time been the neglected half of the climate equation, as most attention has been directed toward mitigation. Yet, the catastrophic effects of a changing climate are already occurring, unavoidable, and in many cases irreversible. Organizations need to identify ways of adapting to present and future climatic conditions. In this editorial, we make the case for climate change adaptation as a research topic on par with mitigation. We outline how and why management and organizational scholarship should work toward an integrated approach of mitigation and adaptation in responding to climate change, suggesting three key avenues of research for future inquiry. In so doing, we encourage more impactful and ecologically relevant management research that will make a difference to society at large.

Technological developments – particularly related to artificial intelligence (AI), machine learning, and digitalization – are disrupting the workplace in unprecedented ways, particularly in professional and knowledge-intensive sectors. Scholars' views on the implications of these disruptions range from optimism and pessimism to scepticism. Disciplines vary in how extensively they have considered the implications of these technological developments. With much prior work focusing on the more macro-level phenomena and effects, the role of institutions, organizations and individuals – as well as their interrelatedness – remains less examined. In this introductory article to the special issue, we discuss the scope, extent and new domains of change related to the Future of Work and, especially, to AI. We also reflect on the consequences of these changes as well as the related processes and mechanisms through which they will manifest. Then, we introduce and summarize the articles included in this special issue along the above dimensions. We conclude by reflecting on the overall contribution of the special issue and on future directions for examining the Future of Work from the perspective of management studies.

Non-profits face rising pressure to secure funding and innovate for increasingly complex social problems, while cognizant that failed innovations could produce consequential societal harm. In a longitudinal case study, we apply a social innovation lens to examine how a non-profit experiments with hybridity. Applying such a lens foregrounds mechanisms of social value creation, capture and distribution and reveals how non-profits can move beyond managing tensions and instead look to reframe hybridity as innovation. Our study, based as it is in social innovation, brings a focus to organizational dynamics and processes and reveals how organizational responses to hybridity occur in mission and operations and, importantly, in strategy. This reconceptualization of hybridity makes a theoretical contribution in bridging literature on hybridity and social innovation, anchoring in management and strategy. It also makes a significant empirical contribution in reconceptualizing hybridity for practitioners and in showing how hybridity may then be viewed not as a threat to non-profit values and traditions and not as an ongoing tension to resolve, but rather as a process to innovate and amplify social value and impact.

Practice-driven institutionalism (PDI) is a conceptual lens that explains how practices connect macro-level phenomena with micro-level behaviours. Effective practices matter in hybrid organisational settings, such as cross-sector partnerships, where actors from diverse institutional backgrounds collaborate. Despite its potential, PDI has yet to fully explore the dynamics and interactions among practices, which are essential for understanding their collective and temporal impact in any hybrid setting. Our study addresses this gap through a qualitative multi-case analysis of three cross-sector partnerships tackling complex social and environmental challenges. We identify three interconnected sets of partnership practices that help actors navigate the complexities that occur when the logics of business, government, and civil society clash. We reveal a cyclical pattern where collaboration oscillates between motivation and fatigue, driven by these practices. We introduce a conceptual model that transcends the so far static and isolated view on practices, advancing the PDI lens beyond its current limitations. Furthermore, it illuminates the role of the individual in hybrid settings of collaboration.

This paper uncovers the ways in which sensebreaking processes are initiated and then unfold over time in extreme contexts. Using semi-structured interviews with irregular migrants from Pakistan undertaking perilous journeys to Europe, this research makes two major contributions to the literatures on extreme contexts and sensebreaking. First, we develop two temporal modes of sensebreaking: sensebreaking with the past and sensebreaking with the future. We reveal the role of liminal spaces in sensebreaking and explain why sensebreaking needs to be reconceptualized as an inherently protracted, often indeterminate, process. Second, we uncover the triggers and drivers of sensebreaking in extreme contexts. We identify two states that precipitate sensebreaking, derealization and disorientation. We theorize the ways in which they are triggered by emotional and physical disruptions and their role in sustaining sensebreaking over time. We also explicate how temporal irregularities, particularly time contortion and time appropriation, influence the development of sensebreaking in extreme contexts.

Scholars have long attended to both the persistence and change of institutional logic–identity constellations, but we know less about why and how organizational members might cling to a logic despite its evident maladaptive character and the resulting emotional upheaval. Based on a 5-year ethnography of a conservation organization’s paramilitary campaign against rhino poaching, we induct a process model to show how the crisis-induced adoption of a new logic and the corresponding identity work can have path-dependent effects that tip hopeful heroism into cynical martyrdom and a dogged commitment to a maladaptive logic, with negative organizational implications. We identify three forms of identity work that act as self-reinforcing mechanisms of this path dependence: polarizing, normalizing, and cynical coping. Elaborating the intersection of scholarship on institutions, identity work, identification, and path dependence, we explain how an initially valorized identity can twist into a darker, dysfunctional version of itself, with path-dependent mechanisms contributing to organizational rigidity in the face of crises.

Wang, T., Fu, Y., Rui, O. and De Castro, J. (2024). Catch Up with the Good and Stay Away from the Bad: CEO Decisions on the Appointment of Chief Sustainability Officers. Journal of Management Studies, 61, 1295–1326. https://doi.org/10.1111/joms.12926

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Entrepreneurial resourcefulness is frequently invoked as an essential quality needed to succeed in the entrepreneurship processes. As such, recent years have seen a proliferation of a diverse body of scholarship on entrepreneurial resourcefulness. While this diversity demonstrates the promise and depth of entrepreneurial resourcefulness, this research is fragmented across disciplines, theories, and levels of analysis, which limits our understanding of when, why, and how entrepreneurial resourcefulness occurs and its effect on the entrepreneurial process. This study reviews and integrates the literature on entrepreneurial resourcefulness, providing a common foundational grounding that coheres diverse yet related streams of research. As an outcome of the review, we offer a definition of entrepreneurial resourcefulness that is anchored in its diverse theoretical origins and synthesize relevant research. In building on the foundation offered by the review, we identify the most critical areas for future research with the potential to build upon and extend the theoretical insights derived from the review.

We advance the social-symbolic work perspective by developing an understanding of places as objects characterized by location, materiality, function, and symbolic meaning and which can be changed through social-symbolic work. Drawing from a longitudinal study of the ‘Empty Homes’ Programme in England, our analysis identifies an unfolding process of social-symbolic work through which organizational actors change three distinct places – a historic chapel hall, a village public tavern, and derelict terraced houses – into social housing. Our findings develop a theoretical model of how social-symbolic work changes place objects through a process involving dislodging functionality of how a place is actually used, inscribing liminality, and consolidating coherence across new function, new symbolic meaning and reconstructed materiality at a fixed geographic location. This process creates a new place as a social-symbolic object that is both stable and dynamic. Our findings and model contribute to the social-symbolic work perspective and have broad relevance within the management studies literature to research on place and organizational and institutional change processes.