International Journal of Management Reviews最新文献

{"title":"Beyond collaboration: A pluralistic review of interorganizational relationships in social entrepreneurship","authors":"Wiebke Heinze,&nbsp;Jarrod Ormiston","doi":"10.1111/ijmr.70031","DOIUrl":"10.1111/ijmr.70031","url":null,"abstract":"<p>This article explores the complexity of interorganizational relationships in social entrepreneurship. Although existing research has deepened our understanding of collaboration, there remains a need to examine the broader range of relationships social entrepreneurs navigate in practice. To address this issue, we adopt an ecosystem perspective, drawing on ecological systems thinking, to develop a typology of interorganizational relationships within the field of social entrepreneurship. Our systematic literature review of 221 peer-reviewed articles reveals a broad range of interorganizational relationships experienced by social entrepreneurs. Our findings highlight how social entrepreneurs engage with a diverse range of organizations through collaborative relationships, such as mutualism and commensalism, alongside more adversarial relationships, such as competition, parasitism, volatile relationships and coopetition. We differentiate between the antecedents, characteristics and outcomes of each type of relationship. We contribute to research on interorganizational relationships in social entrepreneurship by moving beyond the prevailing collaboration bias and offering a more balanced view of their diversity and outcomes. More broadly, we extend entrepreneurial ecosystem scholarship by showing how ecosystems shape relationship forms and outcomes and advance the ecological perspective by reframing categories as nature-based descriptors and showing the linkage between micro-level relationships and ecosystem-level dynamics.</p>","PeriodicalId":48326,"journal":{"name":"International Journal of Management Reviews","volume":"28 3","pages":""},"PeriodicalIF":13.4,"publicationDate":"2026-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/ijmr.70031","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148286563","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":"Neurodiversity in Organisations: Taking Stock and Shaping Future Research","authors":"Nancy Doyle,&nbsp;Miriam Moeller,&nbsp;Dana L. Ott,&nbsp;Matevž (Matt) Rašković","doi":"10.1111/ijmr.70030","DOIUrl":"10.1111/ijmr.70030","url":null,"abstract":"<p>Neurodiversity has emerged as an important yet still contested area of management and organisation research. While public discourse and organisational initiatives have accelerated, academic scholarship remains dispersed across disciplines, shaped by differing assumptions, conceptualisations and levels of empirical maturity. In management and organisation studies in particular, research is only gradually gaining momentum and continues to privilege a relatively narrow range of neurodivergent experiences, limiting conceptual clarity, theoretical integration and cumulative knowledge development. Drawing on insights from debates in biodiversity and cultural diversity, we show how well-intentioned institutional interventions can produce unintended consequences when interdependence and within-group heterogeneity are overlooked. Neuroinclusion efforts are thus better understood as system interventions whose effects unfold across interconnected organisational, relational and societal contexts. Building on this premise, we identify four priorities for future research: Ontological and epistemological reorientation beyond deficit logics; more reflexive engagement with power, reciprocity and agency; stronger attention to cultural and institutional contingencies; and intersectional approaches to better understand inequality, privilege and lived experience. We also highlight the need for a more mature and reflexive research cycle, including greater use of longitudinal, multi-level and intervention-focused designs, to strengthen both conceptual development and practical relevance.</p>","PeriodicalId":48326,"journal":{"name":"International Journal of Management Reviews","volume":"28 3","pages":""},"PeriodicalIF":13.4,"publicationDate":"2026-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148291623","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":"Correction to “Reflecting back and looking forward: A systematic literature review of SME–university collaborations”","authors":"","doi":"10.1111/ijmr.70026","DOIUrl":"10.1111/ijmr.70026","url":null,"abstract":"<p>Cao, Z., Verreynne, M.-L. &amp; de Oliveira, R.T. (2026) Reflecting back and looking forward: A systematic literature review of SME–university collaborations. <i>International Journal of Management Reviews</i>, 28, e12393. https://doi.org/10.1111/ijmr.12393</p><p>The affiliation Oxford Business College has been removed from author Rui Torres de Oliveira and affiliation 4 has been deleted.</p><p>We apologize for this error.</p>","PeriodicalId":48326,"journal":{"name":"International Journal of Management Reviews","volume":"28 3","pages":""},"PeriodicalIF":13.4,"publicationDate":"2026-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/ijmr.70026","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147725775","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":"From inclusion to (neuro)divergent safe space in organizations","authors":"Frederike Scholz,&nbsp;Amber Kersten,&nbsp;Joanna Maria Szulc","doi":"10.1111/ijmr.70019","DOIUrl":"10.1111/ijmr.70019","url":null,"abstract":"<p>Neurodiversity in organizations remains an underexplored area, leaving gaps in understanding how organizations may create safe spaces for and with neurodivergent employees. This article engages with current neuro-inclusion debates and advocates for a shift towards a framework of (neuro)divergent safe space, offering a more refined exploration of the underlying issues of exclusion. Addressing this gap, our critical review guided by the concept of safe space and the extended social model of disability thematically analysed 31 empirical and conceptual articles. We identified that existing organizational approaches focus on social relations, the physical workplace and flexible working arrangements. Although these practices enable neurodivergent workers to perform effectively (what they can <i>do</i>), they often overlook the need for individual agency to self-initiate practices that cultivate a positive bodily sense of self (who they can <i>be</i>). Despite its descriptive nature in mapping how these interventions promote neuro-inclusion, the literature informs our novel (neuro)divergent safe space framework, which comprises of four interrelated types of spaces. First, the <i>social-relational safe space</i> involves practices designed to challenge ableist behaviours and norms. Second, the <i>physical safe space</i> includes practices aimed at creating safer and accessible physical environments. Third, the <i>autonomous safe space</i> encompasses practices that allow workers to exercise flexibility and autonomy. Finally, central to a (neuro)divergent safe space is the <i>inner safe space</i>, prioritising the psycho-emotional wellbeing of neurodivergent individuals. We lay the foundation for future research to expand upon the conceptualisation of (neuro)divergent safe space and its constituent parts across the micro, meso and macro level.</p>","PeriodicalId":48326,"journal":{"name":"International Journal of Management Reviews","volume":"28 3","pages":""},"PeriodicalIF":13.4,"publicationDate":"2026-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/ijmr.70019","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146777291","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":"Leaning in together? A review of men's allyship in promoting gender equality in organizations from an ambivalence perspective","authors":"Ronit Kark,&nbsp;Claudia Buengeler","doi":"10.1111/ijmr.70025","DOIUrl":"10.1111/ijmr.70025","url":null,"abstract":"<p>As the stalling progress suggests, gender equality remains out of reach without the active and effective engagement of men ‘leaning in together’ with women, as partners in change. The literature increasingly recognizes men's allyship in work organizations as a vital force in the pursuit of gender equality, yet reaches different conclusions about its effectiveness. This paper presents a systematic and integrative synthesis of 110 articles and other sources on men's allyship for gender equality in work organizations, clarifying its triggers, barriers, behaviours and outcomes. We draw on ambivalence theory to develop the ‘Men's Coping with Allyship Ambivalence’ framework, which reconciles inconsistent findings by showing how ambivalence due to men's mixed cognitions and/or emotions toward allyship shapes four distinct allyship coping strategies. These strategies, shaped by internal and external barriers and triggers, lead to varied behaviours and outcomes across organizations. Our framework contributes a fresh and critical perspective by positioning ambivalence as central to understanding men's engagement in gender equality efforts. In doing so, it challenges linear accounts of allyship and opens new directions for theory, empirical research and practice aimed at fostering more reflexive and durable forms of men's allyship in organizations.</p>","PeriodicalId":48326,"journal":{"name":"International Journal of Management Reviews","volume":"28 3","pages":""},"PeriodicalIF":13.4,"publicationDate":"2026-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/ijmr.70025","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148291622","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":"The winner doesn't need to take it all: Unravelling the gendered value of work time","authors":"Marijana Baric, Rachel Nayani, Ivy X. Sheng, Sara Connolly","doi":"10.1111/ijmr.70035","DOIUrl":"https://doi.org/10.1111/ijmr.70035","url":null,"abstract":"How people understand, negotiate and use time at work shapes their daily experiences. Yet, when work time is divided, allocated and valued in workplaces, women often lose out. Despite pervasive empirical evidence of gender gaps, research has largely overlooked the deeper role of time in shaping inequality. Our integrative review introduces a novel temporal lens by examining the <jats:italic>value of time</jats:italic> in workplace contexts. We reveal that the value of time is complex, subjective and socially constructed. The tangible and symbolic value of time are intertwined, and ‘having’ and ‘using’ time are imbued with social interpretation and meanings that are reflected back onto the individuals who are allocated and ‘use’ it. We integrate our synthesis into a heuristic framework for understanding the gendered implications of the value of work time, which we illustrate with exemplars from mainstream research that has identified gendered issues in the ways time is understood, negotiated and used in the workplace. Our review challenges research assumptions about why gender differences may be found in the workplace but are rarely tested and instead argues for integrating the value of time to understand why inequalities persist. In doing so, we offer a conceptual tool to support future research into the temporal dynamics of workplace inequality.","PeriodicalId":48326,"journal":{"name":"International Journal of Management Reviews","volume":"41 1","pages":""},"PeriodicalIF":8.1,"publicationDate":"2026-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148401015","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":"Challenges of integrating sustainability in management education: A 25‐year review of institutional logics, paradoxes and sensemaking","authors":"Simona Grande, Francesca Ricciardi, Eusebio Scornavacca, Andreas Erich Wald","doi":"10.1111/ijmr.70034","DOIUrl":"https://doi.org/10.1111/ijmr.70034","url":null,"abstract":"Although sustainability has been championed in management education for over 25 years, its integration remains uneven, fragile and contested. Existing literature mirrors this fragmentation—often descriptive, celebratory or narrowly focused, offering limited insight into the organisational processes that shape integration. Synthesising 70 peer‐reviewed articles, this systematic review asks: What explains the complexity and contested nature of sustainability integration in management education through inter‐, multi‐ and transdisciplinary approaches, and with what implications? We identify three predominant rationales underpinning integration: (1) skills/employability—preparing graduates for market demand in sustainability competencies; (2) standards alignment—compliance with frameworks such as Principles for Responsible Management Education, the Sustainable Development Goals and accreditation requirements and (3) moral/ethical—commitments to societal and environmental responsibility. Using institutional theory, we interpret these as manifestations of coexisting civic, market and professional logics. We further surface nine recurrent tensions that shape implementation and leverage paradox theory to group them across four domains: organising (stability vs. change; autonomy vs. control), learning (breadth vs. depth; conventional vs. transformative learning), performing (aspirations vs. resource constraints; rigour vs. relevance; neoliberal vs. public purpose) and belonging (disciplinary silos vs. integration; pluralism vs. coherence). Finally, mobilising sensemaking theory, we examine how educators and institutions actively navigate competing logics and paradoxical tensions through iterative processes of sensegiving, sensebreaking and sensemaking. By integrating these perspectives, the study advances an integrative, organisationally grounded framework that helps explain why sustainability integration remains complex. In doing so, the review reframes sustainability integration from a pedagogical add‐on to an ongoing organisational transformation, with implications for research, policy and practice in management education.","PeriodicalId":48326,"journal":{"name":"International Journal of Management Reviews","volume":"33 1","pages":""},"PeriodicalIF":8.1,"publicationDate":"2026-05-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148286580","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":"Conceptualising post‐growth to advance corporate sustainability research: A comparative literature review","authors":"Gianluigi Narciso, Yanfei Hu","doi":"10.1111/ijmr.70033","DOIUrl":"https://doi.org/10.1111/ijmr.70033","url":null,"abstract":"This comparative literature review explores how an expanding body of interdisciplinary post‐growth literature aligns, extends or challenges <jats:italic>ecocentric</jats:italic> Corporate Sustainability ( <jats:italic>e</jats:italic> CS) research in management (i.e., rooted in systems thinking, emphasising planetary boundaries, ecological limits and embeddedness). From a sample of <jats:italic>e</jats:italic> CS literature, we inductively extracted four recurring theoretical dimensions: Place, Resources, Scale and Time. We then systematically compared how <jats:italic>e</jats:italic> CS research and post‐growth scholarship approach these dimensions. Our results suggest that although the two literatures share the same intellectual foundations grounded in ecological realism (i.e., natural science insights about biophysical limits and their implications for human organising), they diverge significantly in that the post‐growth literature has drawn out the political–economic implications of such ecological realism more explicitly than <jats:italic>e</jats:italic> CS (e.g., challenging neoclassical economic principles; paying more attention to the requisites for political and structural change; and embracing experimentation with alternative organising). We elaborate on the implications of such divergences, from which we propose future research directions towards <jats:italic>post‐growth‐oriented</jats:italic> CS, that is, a synthesis that combines <jats:italic>e</jats:italic> CS's engagement with firm‐level organising and post‐growth's institutional, political and economic critique of growth imperatives.","PeriodicalId":48326,"journal":{"name":"International Journal of Management Reviews","volume":"5 1","pages":""},"PeriodicalIF":8.1,"publicationDate":"2026-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148286583","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":"The road to hell is paved with good intentions: A review and research agenda on rebound effects and win–win strategies","authors":"Jozef Cossey, Aurélien Acquier","doi":"10.1111/ijmr.70027","DOIUrl":"https://doi.org/10.1111/ijmr.70027","url":null,"abstract":"Rebound effects describe how efficiency improvements in energy or resource use can increase demand, thereby partially or fully offsetting expected environmental savings. This dynamic complicates win–win strategies that aim to improve environmental and financial performance. Yet, management research has not systematically engaged with the concept. To address this gap, we review the rebound literature using bibliometric techniques and content analysis. We trace its origins in energy economics and document its subsequent theoretical and empirical diversification, particularly in industrial ecology. Across these domains, research has focused predominantly on estimating rebound magnitudes, offering limited insight into how rebound effects are perceived, managed or ignored by decision‐makers. Building on this review, we conceptualize rebound effects as a form of means‐ends decoupling and develop a taxonomy that distinguishes four types of win–win strategies based on how rebound effects are understood and acted upon. Overall, the paper advances the literature on corporate sustainability by clarifying when win–win claims are likely to be unreliable and by outlining directions for integrating rebound effects into future research in strategy, organization and innovation studies.","PeriodicalId":48326,"journal":{"name":"International Journal of Management Reviews","volume":"32 1","pages":""},"PeriodicalIF":8.1,"publicationDate":"2026-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148291624","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":"Decoding the paradox: The effects of gendered perceptions of time on sustainable hybrid work","authors":"Olivia Kyriakidou, Joana Vassilopoulou, Dimitria Groutsis","doi":"10.1111/ijmr.70029","DOIUrl":"https://doi.org/10.1111/ijmr.70029","url":null,"abstract":"Hybrid work arrangements are frequently promoted—yet increasingly contested—as pivotal to a sustainable workforce future, as they can challenge and dismantle traditional gender roles by providing opportunities for greater work–life balance, shared caregiving responsibilities and flexibility that can benefit everyone. Yet, their transformative potential is not uniformly realized, a disparity intricately linked to deeply ingrained gendered perceptions of time that paradoxically undermine the very sustainability they promise. This integrative literature review systematically synthesizes fragmented research on hybrid and remote work, gender and sustainable work scholarship, positioning time as the central analytical construct that connects these literatures. We introduce and elaborate on four critical paradoxes—flexibility, visibility, work–life integration and inclusion, which illuminate the complex and often contradictory ways in which gendered temporal biases shape experiences and outcomes in hybrid work. By underscoring time as a socially valued and normatively judged mechanism, rather than treating equity as a starting point, this paper offers substantive theoretical advances by challenging existing assumptions about time and work. It explains why flexibility alone is insufficient to deliver enduring and inclusive outcomes. It provides actionable insights for scholars, policymakers and practitioners to foster truly gender‐inclusive, sustainable hybrid work environments throughout the life course.","PeriodicalId":48326,"journal":{"name":"International Journal of Management Reviews","volume":"8 1","pages":""},"PeriodicalIF":8.1,"publicationDate":"2026-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148286634","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}