European Management Journal最新文献

{"title":"Best Paper and Best Reviewer Awards 2025","authors":"","doi":"10.1016/j.emj.2026.01.005","DOIUrl":"10.1016/j.emj.2026.01.005","url":null,"abstract":"","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"44 1","pages":"Page 1"},"PeriodicalIF":7.3,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147427847","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Materiality in institutional work: Shaping the emerging logic of policy co-creation","authors":"Magdalena Potz ,&nbsp;Sarah Serval ,&nbsp;Laurine Basse ,&nbsp;Bruno Tiberghien ,&nbsp;Anaïs Saint Jonsson","doi":"10.1016/j.emj.2024.11.002","DOIUrl":"10.1016/j.emj.2024.11.002","url":null,"abstract":"<div><div><span>Following the material turn in the study of institutions, this research focuses on the tangible elements actors use to influence institutions. Specifically, in the context of an institutional void surrounding the emergence of a new institutional logic, we seek to understand how actors utilise materiality in their institutional work to shape this new logic. We conducted a qualitative exploratory study based on a single case, analysing the emergence of the logic of co-creation. This logic, which advocates for the inclusion of citizens in decision-making processes, poses challenges to public organisations. We explore how this logic emerged in a French municipality through the implementation of co-creation workshops with citizens. Our research involved observations, interviews and the collection of secondary data to achieve an in-depth understanding of our </span>case study and its complexities. Our findings reveal that three forms of materiality – artefacts and objects, space and time, bodies and embodiment – are particularly relevant in institutional work. These forms play multiple roles in institutional work, illustrating both the enabling and constraining aspects of materiality. This study underscores the strategic role of materiality in the process of institutional work.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"44 1","pages":"Pages 12-24"},"PeriodicalIF":7.3,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147427844","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Supportive relations and worker retention in platform work: Toward a relational platform ecosystem perspective","authors":"Andreas Ihl","doi":"10.1016/j.emj.2024.11.005","DOIUrl":"10.1016/j.emj.2024.11.005","url":null,"abstract":"<div><div>While the importance of worker retention in online platforms is widely recognized, our understanding of how to achieve this is still limited. This study takes a novel approach, drawing on psychological contract theory and adopting a relational platform ecosystem perspective. I delve into the impact of supportive relations with various actors within the platform ecosystem experienced by online workers on their platform commitment and retention. Based on a time-lagged two-wave survey of 652 online workers, the study reveals that the extent of supportive relations with platform providers and virtual peer communities significantly enhances workers’ affective commitment to a platform, thereby reducing platform churn intentions. These findings, which focus on the unique dynamics of platform work, make valuable contributions to the human resource and organizational behavior literature by highlighting the importance of relational psychological contracts and socioemotional exchanges within platform ecosystems.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"44 1","pages":"Pages 66-75"},"PeriodicalIF":7.3,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147428273","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Automation and augmentation: A process study of how robotization shapes tasks of operational employees","authors":"Lidia Isaza,&nbsp;Katharina Cepa","doi":"10.1016/j.emj.2024.11.010","DOIUrl":"10.1016/j.emj.2024.11.010","url":null,"abstract":"<div><div>Robotization shapes organizational structures and jobs, which may bring benefits or negative consequences. Yet, to date, it remains unknown how robotization projects in firms shape automation and augmentation and how exactly employees' tasks evolve while being automated and augmented. Our findings from a process study of five robotization projects within one organization in the chemical industry show that the automation of tasks is inevitably intertwined with their augmentation. We observe a transformation of the operational tasks, temporarily increasing workload and affecting employees' motivation levels while influencing potential automation bias. We present these findings as a theorized model of how robotization projects drive the automation and augmentation of operational tasks, and how this evolves. We advance the literature on digital transformation and robotization in three ways. First, we show how automation and augmentation affect operational employees' tasks. We theorize that employees’ workloads and skill requirements first expand to implement robotization and then contract once workable configurations have been found. Second, we explain a temporal and causal link between automation and augmentation, where the beneficial outcomes are dependent on their temporal entwinement. Third, we posit that active inclusion of operational employees in defining task automation and augmentation safeguards their feeling of accountability in later stages.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"44 1","pages":"Pages 99-112"},"PeriodicalIF":7.3,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147427851","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Reviewer Acknowledgement 2025","authors":"","doi":"10.1016/j.emj.2026.01.006","DOIUrl":"10.1016/j.emj.2026.01.006","url":null,"abstract":"","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"44 1","pages":"Pages 197-201"},"PeriodicalIF":7.3,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147427842","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"After globalisation? The future of European Multinationals in an era of geopolitical uncertainty","authors":"Sebastian Baldermann ,&nbsp;Régis Coeurderoy ,&nbsp;Valérie Duplat ,&nbsp;Marc Oberhauser ,&nbsp;Stefan Schmid","doi":"10.1016/j.emj.2025.09.006","DOIUrl":"10.1016/j.emj.2025.09.006","url":null,"abstract":"<div><div>European Multinationals (EMs) have become champions of globalisation due to distinctive capabilities rooted in historical, structural, and cultural foundations. However, rising geopolitical uncertainty within and beyond the European Union (EU) poses unprecedented challenges today. We outline four scenarios for EMs in possible futures shaped by different combinations of intra-EU and inter-regional developments: (I) <em>fractured regionalisation</em>, (II) <em>fractured globalisation</em>, (III) <em>reinforced globalisation</em>, and (IV) <em>reinforced regionalisation</em>. Each of these scenarios comes with varying degrees of opportunities, threats, and pressures to which EMs must adapt. For each scenario, we highlight the risks EMs face and the capabilities they can leverage. We identify strategic options to handle each scenario, via, for example, market selection, resource reallocation, leveraging of subsidiary capabilities, and partnerships with public actors.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"44 1","pages":"Pages 2-11"},"PeriodicalIF":7.3,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147427848","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Advancing relational primary healthcare: Four triadic components of the digital face-to-face professional service encounter","authors":"Henrietta Arwin ,&nbsp;Árni Halldórsson ,&nbsp;Andreas Hellström","doi":"10.1016/j.emj.2024.11.009","DOIUrl":"10.1016/j.emj.2024.11.009","url":null,"abstract":"<div><h3>Purpose</h3><div>Primary healthcare service delivery prioritizes person-centricity and relational values such as equality and continuity. The emergence of technology has enabled digital face-to-face (D–F2F) service encounters between patients as end-users and physicians as professional care providers, which calls for a renewed understanding of relational approaches. To that end, the study investigated the perceptions of three groups of actors—patients, physicians, and first-line managers—of D–F2F service encounters in order to capture key aspects that can enhance relational primary healthcare in the era of digitalization.</div></div><div><h3>Design/methodology/approach</h3><div>We adopted an interactive research design following a multi-actor approach and conducted conceptually and empirically informed concept mapping of the key actors in the primary healthcare service triad: patients with chronic, long-term needs, physicians, and first-line managers.</div></div><div><h3>Findings</h3><div>From seven clusters capturing what D–F2F service encounters between patients and physicians mean, we derived four triadic perspectives that capture how relational primary healthcare can be advanced: “continuity,” “person-centered,” “interaction quality,” and “developability.”</div></div><div><h3>Research limitations/implications</h3><div>Despite high volumes and heterogeneity of end-users, primary healthcare requires a relational, person-centered perspective when it comes to healthcare delivery. Other sectors such as energy and automotive that are undergoing digital transformation and pursue an end-user's perspective can draw on the relational principles developed in our study. Our findings also raise questions about potential conflicts between end-users’ service co-creation and providers' professional boundaries.</div></div><div><h3>Originality</h3><div>This paper presents a relational, multi-actor approach to the digitalization of a professional service encounter in primary healthcare. We propose a set of conditions conducive to taking a relational approach to D–F2F relationships.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"44 1","pages":"Pages 87-98"},"PeriodicalIF":7.3,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147427853","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The role of mandatory non-financial reporting in corporate sustainability: A qualitative study on HRM in German corporations","authors":"Alexandra Ballnat ,&nbsp;Marion Festing ,&nbsp;Ihar Sahakiants ,&nbsp;Thomas Steger","doi":"10.1016/j.emj.2025.01.002","DOIUrl":"10.1016/j.emj.2025.01.002","url":null,"abstract":"<div><div>Organizations are becoming increasingly involved in non-financial reporting (NFR) due to legal obligations and stakeholder pressure. The aim of this exploratory, qualitative study<span><span>, conducted in Germany in the context of European NFR legislation, is to investigate the impact of mandatory NFR policies on corporate sustainability, with a particular focus on the role of human resource management (HRM). In our investigation, we identify a change in organizational power relations and </span>interdependencies in the context of mandatory NFR, indicating that a resource dependence perspective to HRM and corporate sustainability is a fruitful—but so far overlooked—avenue of enquiry. Based on our rich empirical data set, we propose an exploratory framework that outlines how mandatory NFR is related to organizational resource dependence involving the HR function and the department responsible for coordinating NFR processes. Furthermore, we elaborate on the consequences of this dependence, i.e., the increased strategic relevance of HRM in terms of contributing to corporate sustainability, especially the implementation of sustainable HRM practices. Our main contribution consists of a new perspective on the role of HRM in the context of mandatory NFR and the promotion of corporate sustainability. The proposed framework opens avenues for the further theoretical advancement of the field of sustainable HRM and resource dependencies in various contexts.</span></div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"44 1","pages":"Pages 167-182"},"PeriodicalIF":7.3,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147429077","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A learning-based explanation of the time properties of the international scaling of digital entrepreneurial ventures","authors":"Irina Mihailova","doi":"10.1016/j.emj.2024.11.006","DOIUrl":"10.1016/j.emj.2024.11.006","url":null,"abstract":"<div><div>The international scaling of digital entrepreneurial ventures is broadly associated with rapid speed and a time-limited duration, differentiating scaling from other types of growth. These time properties have been largely explained through a resource-based view and a business model lens, highlighting the enabling role of digital technologies. However, these explanations appear insufficient for understanding the complex realities of scaling, as evidence shows that it can take a long time to achieve digital international scaling, and its duration varies across firms. This research aims to extend the theoretical toolbox for better understanding the drivers shaping the time properties of scaling by adopting the knowledge-based view and the organizational learning lens. It follows an inductive case study methodology, relying on evidence from Finnish digital entrepreneurial firms to draw conclusions. This study contributes to scaling research by offering a learning-based explanation of scaling, showing how the different types of learning (in terms of its foci, sources, and processes) affect the time properties of potential and realized scaling. The leaning lens draws attention to the distinctiveness of potential scaling and realized scaling with respect to their time properties and sheds light on the rationales for the variation of these properties across firms. The findings enable a better understanding of the diverse patterns and outcomes of digital entrepreneurial firms’ international scaling and improve the rigor of the theorizing in scaling research.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"44 1","pages":"Pages 76-86"},"PeriodicalIF":7.3,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147427850","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The female advantage in team dynamics: The role of genuine emotional displays","authors":"Leire Gartzia ,&nbsp;M. Pilar Berrios ,&nbsp;Nekane Aramburu ,&nbsp;Manuel Pulido-Martos","doi":"10.1016/j.emj.2024.12.002","DOIUrl":"10.1016/j.emj.2024.12.002","url":null,"abstract":"<div><div><span><span>While the “female advantage” is a well-studied phenomenon, its incidence and effects remain a focus of much debate. In particular, with the growing relevance of teamwork and genuine affective exchange processes in team dynamics, a better understanding of multilevel effects of gender in team processes and outcomes is needed. Drawing from research in team configurations and dynamics explaining how inputs (e.g., team composition) can influence team processes (e.g., emotional exchange) that subsequently affect team outcomes (e.g., performance), we examine mediating effects of deep acting as a gendered group emotional mechanism, assuming it is more prevalent in female-dominated teams. 437 employees working in 92 teams responded to measures of emotional labor and performance. Employees were nested in teams, and data were analyzed using multilevel </span>structural equation modelling. </span>Mediation analyses showed that proportions of women are associated with higher team-level deep acting and subsequent team performance. Findings are discussed in terms of how organization theories could be strengthened by making visible gendered dynamics of shared emotional exchange processes and their effects in team performance, liberating genuine emotional responses among all team members.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"44 1","pages":"Pages 123-131"},"PeriodicalIF":7.3,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147427849","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}