Journal of Management Studies最新文献

Because research on responsible leadership has grown significantly in recent years, we conducted a systematic review of research on responsible leadership. Our overall goal was to establish a comprehensive understanding of alternative definitions of responsible leadership, its theoretical foundations, and distinctions from other moral leadership constructs. Drawing from 194 studies, we first clarify the conceptual underpinnings of responsible leadership, and how it differs from other constructs in the moral leadership domain, thus highlighting its value as a construct. Second, we identify and evaluate the prominent theoretical frameworks that underpin responsible leadership. Third, we conceptualize the antecedents, mediating factors, contingency variables and outcomes of responsible leadership. Fourth, we offer important recommendations for future research that will move the field forward. Overall, our review provides insights to advance an understanding of responsible leadership.

Hybrid organizing offers new ways to address grand challenges by balancing profit and sustainability. However, current research on hybridity focuses mainly on individual organizations, while grand challenges involve complex networks of interconnected yet independent actors. This paper introduces a new perspective on hybridity showing how single organizations engage others to enable collective solutions. Through the lens of orchestration, we uncover the role of three Latin American stock exchanges in driving collective hybridity in a qualitative process study. Our multi-level model reveals the sequential activities of an orchestrator – catalysing, brokering, and building – and a process of collective tension management. We extend theory on how organizations can engage an entire ecosystem to adopt hybridity and how hybrid organizing can drive large-scale solutions to grand challenges.

Social enterprises may boost their impact by convincing collaborating businesses to contribute to their purposes. However, such enterprises typically lack the leverage to influence mainstream businesses. We investigate to what extent their abundant social resources might enable them to remedy this weakness to some extent. Taking a practice-based perspective, we conduct an ethnographic case study of a social enterprise's collaborative relationships. We discover a collaboration process grounded in social purpose: If a social enterprise's underlying normative aspiration is to put ‘purpose before profit’ and it practices ‘purpose work’, its partners may conversely engage in ‘purpose borrowing’, which involves actions espousing the social enterprise's purpose even if they go against business common sense. We advance research on hybrid organizations by explaining how social enterprises can exert a significant degree of influence on their business partners thanks to their inherent social resources, which are more diverse and powerful than assumed so far. Furthermore, we contribute to inter-organizational collaboration research by identifying a new mode of relational governance founded on social purpose that goes beyond the established modes based on legitimacy, trust, and reciprocity.

Addressing societal challenges requires engaging diverse actors, but clashes between social and commercial interests often hinder coordination. In established fields, conflicting social interests can be integrated by challenging dominant commercial positions and rallying powerful actors. However, creating new fields without established actors and coordination mechanisms is more complex, especially when interests conflict. We explore this challenge through the development of reusable containers for takeaway food and beverages, where incompatible perspectives initially led to a field impasse. A pioneering social enterprise blending commercial and social interests emerged as a referent, facilitating collaboration and breaking the impasse. After initial field organizing succeeded, regulatory changes and increased demand exposed the shortcomings of early solutions, leading to setbacks. New social enterprises developed solutions to fill supply–demand gaps, anchoring new models in a market and driving both standardization and innovation. We introduce the concept of ‘social enterprise referents’ to highlight their essential role in organizing nascent fields to address complex societal issues. Without these referents, models for building new fields struggle to take hold. Successfully transitioning from an underorganized to an organized field requires sustained efforts from multiple social enterprise referents to anchor solutions in a market and uphold collaboration with field actors.

Management studies are increasingly turning to visual materials to generate rich insights on the complexities in organizational life, thereby developing visual management studies (VMS). In this paper, we conduct a problematizing review to re-imagine VMS so that it is better equipped to deal with the complexities or, from our perspective, the messiness in organizational life. Informed by theoretical readings in visual studies and reflexivity we analyse this research domain with three questions: (1) How is the visual conceptualized? (2) How is visual meaning decided? and, (3) how is the visual researcher depicted? Our findings show how the studies in our review tend to converge on an orderly form of knowledge production, missing out on the domain’s messy potential. Our proposal is to mess up VMS through rediscovering visual, social and philosophical perspectives that theorize the visual, cultivating the polysemy of the visual and working with the ‘inter-situality’ of visual meaning, thereby ensuring that, as visual researchers, we take responsibility for the visual in our research decisions.

This article explores the relations between organizational spatiality, gender and religion-informed cultural practices. Theoretically grounded in Lefebvre’s spatial theory and informed by Islamic feminism, it examines the significance of Islamic spatial modesty in (re)constructing and sustaining gender (in)equalities in financial institutions in Pakistan. The analysis reveals that the work-space of Pakistani banks is gendered in ways that reflect the practices of purdah (Islamic modesty), while being adjusted and resisted to fit with the cultural practices of the organization, in what we call ‘selective appropriation of spatial modesty’. The article advances gender and organizational space scholarship by critically assessing Lefebvre’s theory of space through the lenses of Islamic feminism and offers a cultural-religious understanding of space theory.

Drawing on evolutionary psychology theorizing, this paper examines how chief executive officer (CEO) facial and vocal masculinity – as evolved biases shaping peoples’ perceptions of an individual’s leadership ability – influence boards’ dismissal decisions. Specifically, we theorize that boards are likely to perceive CEO facial and vocal masculinity as costly to the firm, as they signal aggression, dominance, and risk-taking – traits that are only valued in the narrow context of conflict. Based on this reasoning, we argue that CEO facial and vocal masculinity will be positively related to CEO dismissal. Further, we develop contingency arguments which suggest that CEO facial and vocal masculinity will interact with analysts’ evaluation of firm performance to jointly influence CEO dismissal. We test and find support for our predictions using a panel dataset of CEOs from S&P 1500 firms.

The leadership literature encompasses a bewildering array of leadership styles, with most studies focussing on the nature and consequences of a single leadership style in isolation. This isolationist approach has led researchers to mostly ignore the similarities between supposedly different leadership styles, and few studies have examined these overlaps empirically. To understand the extent of this problem, we use bifactor exploratory structural equation modelling to examine whether 12 dominant leadership measures capture shared variance and whether any variance unique to a particular style is related to theoretically and empirically established covariates. Moreover, we explore what the shared variance of these leadership measures may represent. Across seven samples, five countries, multiple organizational contexts, and 4000 respondents, the 12 leadership measures shared significant amounts of variance and did not systematically capture unique leadership-related variance. Further analyses indicated this shared variance mainly represented the affective quality of the leader–follower relationship. The results reveal an inconvenient truth for leadership researchers who wish to differentiate styles, as the styles have much more in common than differences. Contrasting with previous recommendations to refine styles, we argue that a taxonomic leadership behaviour categories approach to leadership research is the most parsimonious way forward.

Although research has provided valuable insights into how management ideas circulate across contexts and undergo translation, the prevailing focus remains on the one-directional journey from idea suppliers to adopting entities. In contrast, we advance an ecology of roles perspective to capture the dynamic relationships between multiple actors and roles in the translation process. To develop our argument, we draw from a 10-year case study examining how the US-born management idea of the leadership pipeline was translated into a domesticated version in Denmark, which became widely adopted but also contested and renewed. In analysing this case, we show how the same actors assumed an array of interdependent roles that dynamically shifted over time to circulate the idea. We identify three characteristics of an ecology of translation roles: multiplicity of roles, morphing of roles, and reciprocal authorization of roles. By advancing an ecology of roles perspective, our study contributes novel insights to the expanding literature on translation and recent work on translation ecosystems.