Journal of Management Studies最新文献

{"title":"List of People Who Reviewed for this Special Issue","authors":"","doi":"10.1111/joms.13199","DOIUrl":"https://doi.org/10.1111/joms.13199","url":null,"abstract":"","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 5","pages":"2083-2084"},"PeriodicalIF":7.0,"publicationDate":"2025-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144197602","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":"List of People Who Reviewed for this Special Issue","authors":"","doi":"10.1111/joms.13194","DOIUrl":"https://doi.org/10.1111/joms.13194","url":null,"abstract":"","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 3","pages":"1330-1332"},"PeriodicalIF":7.0,"publicationDate":"2025-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143770362","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":"Organizing and Strategizing in and for Extreme Contexts: Temporality, Emotions, and Embodiment","authors":"Markus Hällgren,&nbsp;Daniel Geiger,&nbsp;Linda Rouleau,&nbsp;Kathleen M. Sutcliffe,&nbsp;Eero Vaara","doi":"10.1111/joms.13201","DOIUrl":"https://doi.org/10.1111/joms.13201","url":null,"abstract":"<p>This special issue advances our understanding of organizing and strategizing in extreme contexts by focusing on temporality, emotions, and embodiment. Extreme contexts – marked by unpredictability, high stakes, and urgency – challenge organizational capacities and demand innovative responses. Drawing on the foundation of extreme context research, this introduction explores three perspectives: extreme as an event, a situational context, and a socially constructed practice. Together, these perspectives illuminate how organizations navigate, adapt to, and construct extremeness through temporal, emotional, and embodied processes. The contributions span diverse empirical settings and theoretical frameworks. By examining the contributions in the light of these dimensions, this introduction highlights the evolving and contested nature of extreme context research. The introduction concludes with a call for future studies to deepen engagement with materiality, relational dynamics, and methodological innovations, reinforcing the relevance of this field to broader management and organization studies.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 3","pages":"1063-1086"},"PeriodicalIF":7.0,"publicationDate":"2025-02-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13201","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143770622","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":"List of People Who Reviewed for JMS in 2024","authors":"","doi":"10.1111/joms.13191","DOIUrl":"https://doi.org/10.1111/joms.13191","url":null,"abstract":"","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 2","pages":"1020-1056"},"PeriodicalIF":7.0,"publicationDate":"2025-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143362431","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":"Essays in Management and Organization Studies: Past, Present, and Future of a Generative Genre","authors":"Thomas Roulet,&nbsp;April Wright,&nbsp;Stav Fainshmidt,&nbsp;Trish Reay","doi":"10.1111/joms.13149","DOIUrl":"https://doi.org/10.1111/joms.13149","url":null,"abstract":"&lt;p&gt;Essays are currently flourishing as a genre in the field of management and organization studies. Decidedly distinct from empirical, theoretical, or agenda-setting work, essays take a variety of forms throughout the field, including expository essays offering explanation, polemical essays providing critique, theoretical essays introducing new theoretical lenses, and narrative essays grounded in storytelling of personal experiences and emotions (Vince and Hibbert, &lt;span&gt;2018&lt;/span&gt;). Essays are an important platform where academics can recognize that our role is not only to predict or explain (Lindebaum and Wright, &lt;span&gt;2021&lt;/span&gt;) but also to motivate change through our writing. In this way, essays can be a generative genre for inviting purposeful (and sometimes radical) action towards changing our field.&lt;/p&gt;&lt;p&gt;The Journal of Management Studies is a strong proponent of this view of essays as a generative genre. In 2016, the journal launched its new essay section, entitled ‘&lt;i&gt;JMS Says&lt;/i&gt;’. In its eight years of existence, JMS Says has matured, and the essays we edit have taken on a more defined objective and format as we lean into the possibilities of essays as a generative genre. Our focus has sharpened on narrative essays, which provide the opportunity for scholars to set out a unique and personal view on our environment (for us, as management academics) and what it could ideally become. We note that several other outlets have also created their own essay sections in accord with their views of the essay genre and particular focus. As JMS Says advances, and based on our collective years as editors at JMS Says, here we set out our views on the role, format, and potential of essays as a generative genre for management and organization scholars.&lt;/p&gt;&lt;p&gt;Essays matter more than ever because they can help shed light on unspoken aspects of our work as academics, from the vulnerabilities we experience (Hibbert, &lt;span&gt;2024&lt;/span&gt;) to the increasing risk of research extraction in marginalized communities (Bothello and Bonfim, &lt;span&gt;2023&lt;/span&gt;). They can also flip the script by challenging the assumptions at the core of our profession, such as those we have around data sharing (Schwarz and Bouckenooghe, &lt;span&gt;2024&lt;/span&gt;) or the roles of the deans in business school (Cassell, &lt;span&gt;2024&lt;/span&gt;). In short, essays have the power to inspire us to be better at what we do.&lt;/p&gt;&lt;p&gt;Yet, we can only shape essays as a generative genre with a clear definition and expectation, which we have progressively refined for the Journal of Management Studies. We see that the strength of JMS Says is its distinctiveness in coexisting with more traditional genres such as empirical or theoretical work. As a generative genre, JMS Says essays need to (1) draw from personal experiences to carry emotional weight, (2) identify an original or overlooked issue among management scholars, and (3) offer a clear ‘call to action’ for our academic community. Building on this threefold man","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 1","pages":"518-525"},"PeriodicalIF":7.0,"publicationDate":"2024-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13149","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142860052","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":"Business, Conflict, and Peace: A Systematic Literature Review and Conceptual Framework","authors":"Jay Joseph,&nbsp;François Maon,&nbsp;Maria Teresa Uribe-Jaramillo,&nbsp;John E. Katsos,&nbsp;Adam Lindgreen","doi":"10.1111/joms.13139","DOIUrl":"10.1111/joms.13139","url":null,"abstract":"<p>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.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 4","pages":"1779-1810"},"PeriodicalIF":7.0,"publicationDate":"2024-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13139","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":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"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}

{"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}

{"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}

{"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}