Journal of Management Studies最新文献

{"title":"Transformational Hybridity: Shape, Shake, and Shift Up for Societal Grand Challenges","authors":"Giacomo Ciambotti,&nbsp;Sophie Bacq,&nbsp;Helen Haugh,&nbsp;Silvia Dorado,&nbsp;Bob Doherty,&nbsp;Matteo Pedrini,&nbsp;Gideon Markman","doi":"10.1111/joms.13236","DOIUrl":"https://doi.org/10.1111/joms.13236","url":null,"abstract":"<p>There is wide agreement about the potential for hybridity – the combination of plural organizational forms – to address complex societal grand challenges. Unfortunately, advancements in this area have been unduly constrained by the fragmentation of research along the organizational unit of analysis. This Special Issue advances research by offering a framework that bridges hybridity research across the organizational, inter-organizational, and societal levels of analysis. We introduce a framework of transformational hybridity based on three interlinked mechanisms that drive societal transformation across different levels – <i>Shape up!</i>, <i>Shake up!</i>, and <i>Shift up! Shape up!</i> involves changes in organizational and inter-organizational hybridity practices. In turn, <i>Shake up!</i> involves changes in hybridity boundaries through organizational and inter-organizational arrangements. Through interplay, these two mechanisms may bring about <i>Shift up!</i>, a societal transformation that addresses a grand challenge. Taken together, this Special Issue paves the road for novel research directions and equips scholars and practitioners alike with a multi-level lens for tackling societal grand challenges through transformational hybridity.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 6","pages":"2149-2168"},"PeriodicalIF":6.4,"publicationDate":"2025-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13236","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144809320","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 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.13216","DOIUrl":"https://doi.org/10.1111/joms.13216","url":null,"abstract":"","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 6","pages":"2414-2416"},"PeriodicalIF":6.4,"publicationDate":"2025-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144811347","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":"What Is the Future of Future Making in Management Research?","authors":"Christopher Wickert","doi":"10.1111/joms.13230","DOIUrl":"https://doi.org/10.1111/joms.13230","url":null,"abstract":"<p>Future making, the work of enacting the yet-to-come by making sense of and giving form to imaginings of the future, has become topical in management studies lately. Triggered by pressing societal challenges like climate change, inequality and threatened democratic institutions vis-à-vis a societal ‘crisis mode’, management scholars have started to engage with the future as an open-ended temporal category, both as an object of analysis happening in and around organizations, as well as a way of scholarly inquiry. This <i>Point-Counterpoint</i> debate about future making in management research comes right on time, as future-making research seems to be at a crossroads, potentially heading to a bright – or not so bright – future. The contributions to this debate collectively ask: What is the future of future making in management research, and they could not be more different in the pathways they envisage.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 6","pages":"2417-2425"},"PeriodicalIF":6.4,"publicationDate":"2025-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13230","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144811141","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 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":"Future Making as Emancipatory Inquiry: A Value-Based Exploration of Desirable Futures","authors":"Alice Comi,&nbsp;Luigi Mosca,&nbsp;Jennifer Whyte","doi":"10.1111/joms.13227","DOIUrl":"https://doi.org/10.1111/joms.13227","url":null,"abstract":"<p>In their <i>Point</i>, Wenzel, Cabantous, and Koch set out how future making encompasses a broad range of future-oriented practices, including but not limited to planning, foresight, agile, and design-driven approaches. In this <i>Counterpoint</i>, we contest that viewing future making as any future-oriented practice may also encompass unsuitable and detrimental practices, and may blur the concept to the point of hindering, rather than sustaining efforts at theorizing future making. Adopting a Pragmatist perspective, we suggest viewing future making as an emancipatory inquiry aimed at imagining and reifying desirable futures, that is, collective, value-based judgements of what the future might and should be. This entails a reflective conversation with the social and material world, whereby concerned actors collectively deliberate, based on values, what futures are desirable – for themselves, for future generations, and the natural environment. In advancing this view, we also reject Wright's <i>Counterpoint</i> on future making as a management fad that ignores long-standing research on scenario planning, and instead, we argue that future making should depart from the managerialism of scenario planning. The main contribution of our <i>Counterpoint</i> is to suggest a theoretical perspective for advancing our understanding of how desirable futures can be crafted in practice.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 6","pages":"2467-2481"},"PeriodicalIF":6.4,"publicationDate":"2025-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13227","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144809267","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":"Back to the Future? A Caution","authors":"Alex Wright","doi":"10.1111/joms.13226","DOIUrl":"https://doi.org/10.1111/joms.13226","url":null,"abstract":"<p>This <i>Counterpoint</i> cautions that future making research treats <i>the future</i> too simplistically and fails to acknowledge the fundamental uncertainty inherent in all futures work. First, future making scholarship overlooks existing academic research, in which similar concerns have been pursued, empirically and conceptually, for years. Second, utopian futures are considered achievable if only actors have a vision of what they wish to create. Finally, most future making statements around grand challenges rely on little more than hope, failing to account for the complex relationalities shaping them. I substantiate my argument by drawing on the scenario planning literature, Knightian uncertainty, and anthropology of future research. I also critique the <i>Point's</i> call for future making scholars to adopt practice-based approaches (Wenzel et al., forthcoming) in their empirical inquiries, arguing that the ‘as Practice’ move in management studies is yet to achieve its aspirations. Additionally, I caution against the other <i>Counterpoint</i> in this debate that future making requires the realization of desired and emancipatory futures (Comi et al., forthcoming), as this view is too restrictive for broad and deep future making theorizing to emerge.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 6","pages":"2452-2466"},"PeriodicalIF":6.4,"publicationDate":"2025-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13226","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144809316","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":"Future Making: Towards a Practice Perspective","authors":"Matthias Wenzel,&nbsp;Laure Cabantous,&nbsp;Jochen Koch","doi":"10.1111/joms.13222","DOIUrl":"https://doi.org/10.1111/joms.13222","url":null,"abstract":"<p>Management scholars are increasingly interested in ‘future making’, observing and theorizing how organizational actors produce and enact the yet-to-come. However, the rapid growth of the conversation runs the risk of emptying the notion of future making, calling into question its meaning and relevance. In response to these concerns, our <i>Point</i> is that there is value in understanding future making from a practice perspective. A practice perspective, we argue, is empirically sufficiently open to account for the plurality and open-endedness of futures and future making amidst the continual emergence of interrelated crises, large-scale challenges, and intractable technologies. Thus, it reinforces the relevance of research on future making as a central part of contemporary organizational life. At the same time, the four practice-based dimensions elaborated in this <i>Point</i> provide sufficient conceptual specificity to discern what counts as future making and what does not, thereby providing solid ground for cumulative theory-building and research in this area. Our <i>Point</i> extends research on future making in management studies by substantiating the relevance of examining and theorizing future making, and by articulating and clarifying a practice perspective on future making that directs scholarly attention to important areas for future research.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 6","pages":"2426-2451"},"PeriodicalIF":6.4,"publicationDate":"2025-03-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13222","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144811346","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":"Correction to “Decision Comprehensiveness and Corporate Entrepreneurship: The Moderating Role of Managerial Uncertainty Preferences and Environmental Dynamism”","authors":"","doi":"10.1111/joms.13212","DOIUrl":"https://doi.org/10.1111/joms.13212","url":null,"abstract":"&lt;p&gt;Heavey, C., Simsek, Z., Roche, F. and Kelly, A. (2009). ‘Decision comprehensiveness and corporate entrepreneurship: the moderating role of managerial uncertainty preferences and environmental dynamism’. Journal of Management Studies, 46, 1289–1314. 10.1111/j.1467-6486.2009.00858.x&lt;/p&gt;&lt;p&gt;On page 1291, paragraph 1, we correct the following sentences to incorporate missing citations:&lt;/p&gt;&lt;p&gt;…. one in which decision-makers consider alternatives and view strategy as loosely coupled (see also, Atuahene-Gima and Li, 2004; Priem et al., 1995).&lt;/p&gt;&lt;p&gt;…. in which a set of objective criteria are used to evaluate alternatives which decision-makers initiate in response to current problems and future opportunities (Hitt and Tyler, 1991; Miller et al., 1998).&lt;/p&gt;&lt;p&gt;On page 1296, paragraph 2, we correct the following sentence to incorporate the missing citation:&lt;/p&gt;&lt;p&gt;As discussed, comprehensiveness leads to a more “thorough and critical analysis of wide-ranging information”, and therefore increases the likelihood that risks and costs associated with the pursuit of CE will be made “explicit and salient” (Hendron and Fredrickson, 2006, K2).&lt;/p&gt;&lt;p&gt;On page 1300, we include missing citations:&lt;/p&gt;&lt;p&gt;…. because as long as firm performance meets a minimal acceptable level, managers may be little concerned with pursuing new initiatives (Dutton and Duncan, 1987; Gordon, Stewart Jr., Sweo and Luker, 2000).&lt;/p&gt;&lt;p&gt;…. perpetuating established modes of operating (Nelson and Winter, 1982; Gordon et al., 2000).&lt;/p&gt;&lt;p&gt;…. which has been associated with inertia, difficulty in processing information related to changing resources (Baker and Cullen, 1993)&lt;/p&gt;&lt;p&gt;On page 1305, paragraph 3, we correct the following sentence to incorporate the missing citation:&lt;/p&gt;&lt;p&gt;These decision-makers might believe they possess “valuable personal insights or understanding of their strategic situations and available alternatives,” such that they will not feel the need to exhaustively gather and analyse decision alternatives (Hiller and Hambrick, 2005, p. 309).&lt;/p&gt;&lt;p&gt;On page 1306, paragraph 3, we correct the following sentence to include the missing citation and correct page number:&lt;/p&gt;&lt;p&gt;Common method bias is unlikely to result in significant interaction effects or distort such effects (Atuahene-Gima and Li, 2004), for ‘artifactual interactions cannot be created; true interactions can be attenuated’ (Evans, 1985, p. 305).&lt;/p&gt;&lt;p&gt;On page 1312, we correct the bibliography to include the following references:&lt;/p&gt;&lt;p&gt;Baker, D. D., and Cullen, J. B. 1993. Administrative reorganization and configurational context: The contingent effects of age, size, and change in size. &lt;i&gt;Academy if Management Journal&lt;/i&gt;, &lt;b&gt;36&lt;/b&gt;, 6, 1251–1277.&lt;/p&gt;&lt;p&gt;Gordon, S. S., Stewart Jr., W. H., Sweo, R., and Luker, W. A. 2000. Convergence versus strategic reorientation: The antecedents of fast-paced organizational change. &lt;i&gt;Journal of Management&lt;/i&gt;, &lt;b&gt;26&lt;/b&gt;, 5, 911–945.&lt;/p&gt;&lt;p&gt;Hendron, M. G. and Fredrickson, J. W. (2006). ‘The","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 4","pages":"1856-1857"},"PeriodicalIF":7.0,"publicationDate":"2025-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13212","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143896825","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":"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}