The challenge to embed sustainability in the formal curriculum has been greatest for the business studies curriculum. Schools of business have been perceived as key socialising agencies for the intelligentsia of advanced capitalist societies, whereas the students of sustainability need to be helped to critique the dominant capitalist paradigm and consider its alternatives. Drawing on a critical perspective of education for sustainability, this paper presents a detailed examination of the sustainability curriculum at a regional university in Australia. The paper contributes to the discussion needed to understand what sustainability skills are required by managers and how tertiary education programs may need to change to develop these skills. In this way the nature of the role that business schools should be playing in leading and managing change towards sustainability is further informed.

The present study examined the contributions of mindfulness meditation practice on job burnout, a choice of stress coping styles, and job satisfaction. The online survey data were obtained from 93 meditation practitioners and 54 non-practitioners in Thailand (total n = 147). Results from partial least squares regression suggested that respondents who had regularly practiced mindfulness meditation tended to report lower burnout. In addition, they tended to adopt more problem-focused coping and less emotion-focused coping in order to deal with work-related stress. The author also found that regular mindfulness meditation practice also contributed indirectly to higher job satisfaction.

We propose a research agenda that can assist in developing a dynamic and comprehensive theory of boards of directors. It is based upon the concept of temporality, with time being organised around the life-cycle metaphor, and integrates research on agency theory, decision-making theory and resource dependence theory. We identify three key roles of boards of directors:

1. 1.monitoring and controlling top management;

2. 2.involvement in strategic decision-making; and

3. 3.providing access to resources and networks.

Our analysis suggests that boards perform all three roles, but that these roles change over time. We propose clear researchable questions for each stage of the organisational life cycle as well as the transition between the stages.

This paper explores whether top management teams’ (TMTs) knowledge and experience are significant predictors of a firm’s strategic decisions and organization outcomes. The existing research throws little light on how firms with limited resources embedded in TMTs, particularly in emerging markets, innovate and achieve success in foreign countries. We focus on the impact of TMTs’ functional background heterogeneity and international experience on innovation and internationalization, as well as examine the relationship between innovation, internationalization and performance. The proposed relationships are empirically investigated in a sample of Taiwanese-listed companies operating in the electronics industry. The results demonstrate a positive association between a TMT’s functional background heterogeneity and a firm’s innovation. Moreover, a TMT’s international experience relates positively to a firm’s innovation and internationalization, therefore firms with a higher level of innovation achieve a higher level of internationalization.

Drawing on affective events theory (AET) and workplace incivility spiral, this study tested a conditional process model to explain, when and how, affective workplace events (workplace ostracism and workplace incivility) affect employees’ emotions and work effort. Data for this cross-sectional study were collected via an online survey from 251 employees at three public sector universities in Quetta, Pakistan. Results indicated that both ostracism and incivility encumber work effort, and that one way via which ostracism negatively affects work effort is by provoking targets’ negative affect (NA). Results also revealed that workplace incivility exacerbated positive relationship of ostracism and NA such that this relationship was stronger when incivility was high and weaker when incivility was low. Moreover, the indirect effects of ostracism on work effort were also contingent on workplace incivility. Practical implications are discussed at the end.

The direct positive relationship between empowering leadership and subordinate empowerment is well established. However, leader–member exchange (LMX) research, which concerns a leader’s relationship-building with subordinates in a work unit, suggests that the direct leader empowering–subordinate empowerment association may be more complex than understood in the current literature. Accordingly, this study examined LMX theory-based mediation and moderation processes occurring between empowering leadership and subordinate empowerment. In a field study employing 132 administrative workers in 26 work groups, as expected, an individual subordinate’s perceived LMX mediated the positive effects of empowering leadership on the subordinate’s psychological empowerment. In addition, LMX differentiation cross-level moderated the linkage between empowering leadership and perceived LMX. Together, study findings suggest that subordinates’ perceived LMX in a dyadic relationship with a leader and in a work group needs to be carefully considered in empowering leadership processes.

The sense of calling has emerged as a burgeoning research interest for the past decade due to its close connection to the meaningfulness of work. However, the effects of a sense of calling and how it functions in the workplace remain unclear. This study aims at enhancing the concept of calling and understanding its application in organizations. Therefore, a cross-level model was proposed according to data collected from 24 organizations in Taiwan. As a result, our study demonstrated that sense of calling is positively related to individual performance, and the supportive organizational climate also plays an important role in the relationship between sense of calling and contextual performance. Consequently, by incorporating factors at both the organizational and individual levels into the mechanism of calling, a valuable insight into and application of an individual’s sense of calling in the work context has been established, and management implications were also provided.

This study examines the effect of perceived organisational politics on organisational silence through the mediating role of organisational cynicism. In addition, it tests the effect of perceived support on this relationship. A quantitative (questionnaire survey) design was used to gather data from 346 employees in three public hospitals in Iraq. The structural equation model was used for data analysis. The results demonstrate that all the major hypotheses were accepted, and important role of perceived support in reversing the positive relationship between perceived organisational politics and organisational cynicism was also highlighted. Furthermore, the mediating role was clear in terms of organisational cynicism and the relationship between perceived organisational politics and organisational silence.

Strong performing companies often have intents that state their ambitions for the future and this will be clearly communicated to stakeholders by the chief executive officer. The chief executive officer should lead company strategy and play the key role in establishing and communicating the strategic intent. This conceptual paper uses insights mainly from the strategy process and corporate governance literature to build better understanding of how a business can achieve a strong sense of strategic intent to inform their strategy work. Three dimensions of the strategic intent construct are identified – shared vision, resource focus and foresight. Through the development of a series of research propositions a substantial future research agenda is offered in an area where the literature is quite limited. Points of interest to the strategy practice field are also discussed.

Viewing organizational citizenship behavior (OCB) engagement from the time cost perspective, this study not only investigates the direct effect of person—organization (P—O) fit on OCB but also examines the moderating effect of time evaluation on the effective magnitude of P—O fit on OCB. Specifically, I hypothesized that the positive relationship between P—O fit and OCB will be strengthened (weakened) if employees have a higher future (present) orientation time perspective. A sample of 262 bank financial specialists with supervisor-rated dependent variables is used to examine the hypothesized relationships. Research findings suggest that P—O fit can predict OCB engagement. I also found that time evaluation plays a moderating role in the relationship between P—O fit and OCB such that P—O fit will have a weaker predictive power if the employees have a higher present-orientation time perspective. The research results provide further understanding of why employees engage in OCB.

This study explores the relationship between high-performance human resource practices and organizational outcomes, using organizational learning capability as a mediating variable. By analyzing a sample of 85 Spanish companies in the chemical industry, the results suggest that the application of high-performance human resource practices is positively related to the development of organizational learning capability. This, in turn, is positively related to the financial and non-financial firm’s performance. The mediating role of learning capability is useful and should be considered in studies that analyze the link between human resource practices and performance, a central topic in the literature on strategic human resource management. Additionally, this study provides indications which can help companies design suitable conditions for promoting organizational learning capability, which is directly related to the development of human resource systems.

Social enterprises create innovative solutions to address social issues and achieve Sustainable Development Goals (SDGs). This paper examines the innovative social entrepreneurial processes using the theoretical foundation of responsible innovation (i.e., anticipation, reflexivity, inclusion and deliberation, responsiveness, and knowledge management). The data collected from three case study organisations reveals that social enterprises at the initiation stage address only a few SDGs. However, innovation development and implementation processes lead to products and services diversification and geographical expansion which broaden the SDG focus. During this process, enterprises iteratively conduct activities associated with different dimensions of responsible innovation and operate within ethics, values and rights-based boundaries. Based on these findings, this paper proposes a process model combining SDG literature with responsible innovation. The managerial implications of using responsible innovation perspective to achieve SDGs are also highlighted.

This study analyzes the effects of gender diversity in management on organizational performance using Korea Workplace Panel Survey data for 2005, 2007, and 2009. Few studies have examined this relationship for firms outside the United States, particularly in Asian countries. Similar to previous research, our findings show that gender diversity in management has a U-shaped relationship with firm productivity. Second, the curvilinear relationship between gender diversity in management and firm productivity is stronger in service-oriented industries relative to manufacturing industries, with the highest level of employee productivity within homogeneous management groups. Third, we include a measure of workplace family-friendly policies to moderate the relationship between gender diversity in management and organizational performance. We find that the U-shaped pattern also holds in firms with a large number of family-friendly policies. This suggests that gender diversity in management has considerable influence on the productivity of Korean firms through interactions with family-friendly policies.

The COVID-19 health crisis triggered changes in the workplace. This paper explores the insights from scholarly work published in the Journal of Management and Organization (JMO) and systematizes this body of knowledge to build a scientific overview that looks at how the COVID-19 health crisis and its repercussions may be managed by organizations. We conducted a bibliometric investigation of JMO's most influential papers published from 1995 to June 2020 that offers insights into the management of the COVID-19 crisis. Our bibliometric investigation reveals six clusters: (1) conservation of resources theory, entrepreneurs, gender and work–family conflict; (2) corporate governance, corporate social responsibility and stakeholder salience; (3) family firms, innovation and research methods; (4) creativity, leadership and organizational change; (5) job satisfaction and psychological empowerment; and (6) team performance. We discuss the theoretical and practical implications of our findings.

This study examines the mediating role of subordinates’ perceived cost of feedback-seeking, which operates contingently upon their self-monitoring and the credibility of leader as a feedback source in the relationship between leader-member exchange (LMX) quality and subordinates’ feedback-seeking behavior. The authors tested this moderated mediation model using reports from 217 subordinates employed in five large banking institutions in Korea. Results showed that the relationship between LMX quality and subordinates’ feedback-seeking behavior was mediated via the perceived cost of feedback-seeking only for subordinates with low self-monitoring and when leader credibility was low. This conditional indirect effect provides an integrated understanding of how supervisor, subordinate, and dyadic characteristics influence subordinates’ decision of whether to seek performance feedback.

The purpose of this study is to investigate the relationships among human resource development (HRD) efforts, top management support, and employees’ attitudes (job satisfaction and organizational commitment) in the Korean context. Based on the Korean Human Capital Corporate Panel survey data, 3,899 responses from 159 large companies were analyzed by adopting hierarchical multiple regression analysis and a regression-based path analysis. The results indicated that HRD efforts positively affected organizational commitment through job satisfaction. In addition, job satisfaction had a moderated mediation effect on the interaction of HRD efforts and top management support on organization commitment. Finally, top management support moderates the relationship between HRD efforts and employees’ attitudes such that increased top management support for HRD efforts improves employees’ job satisfaction and organizational commitment.

Little is known about the relationship between political behavior and successful decision making in non-Western national settings, or about the impact of environmental factors on this relationship. Moreover, our understanding of the decision processes through which political behavior translates into decision outcomes is also not well understood. The present research extends previous studies by examining how political behavior influences decision success in a new setting, with reference to the moderating impact of three environmental factors representing industry and society/nation environment effects, and the mediating role of a decision process, intuition. The findings from a survey of 131 Tunisian firms suggest that the practice of political behavior negatively influences decision success. We also find evidence of the importance of product uncertainty and intuition in understanding this relationship. Our findings address key issues not yet well understood in the theoretical literature, and provide managerial insights into ways of improving strategic choices in organizations.

Sport management as an area of business management has gained ascendancy in the past decade with more people becoming interested in how sport incorporates social benefits in a society. Sport integrates social initiatives by enhancing an organization's competitiveness by improving its public image. Social responsibility and philanthropy in sport has become a mainstream business issue and the entrepreneurial ways that sport-related organizations do this is becoming more important. This paper interviews a well-known international sport academic and practitioner on the future directions sport management will take. As social responsibility, philanthropy and entrepreneurship in the sport sector are becoming more integrated, it is important to consider how sport management will change in the future. This paper focuses on sport management as an inspiring field of business management that has an accessible audience towards social responsibility. Sport management also offers a rationale for promoting social responsibility and philanthropy to organizations and business leaders that have an opportunity to model socially responsible practices in the sport context.

Grounding our research in social exchange theory and the conservation of resources perspective, we hypothesized a model that examines the effects of servant leadership (SL) on employees' workplace thriving via agentic work behaviors. To clarify the effects, employee core self-evaluations (CSEs) were investigated to determine boundary conditions on the relationship between SL and thriving. Data were collected at three points in time from 260 professionals across diverse functional backgrounds and industries. The analysis results confirmed an indirect effect from SL to workplace thriving via agentic work behaviors. Importantly, the moderation results demonstrated that the relationship between SL and workplace thriving is stronger when individuals have high CSEs. Implications for theory and practice are discussed.

Relationships between coworkers are an important, yet understudied, source of influence in people's lives. While psychological research widely supports the significance of peer relationships, too few studies have specifically examined the impact of relationships between coworkers. The present study was designed to add to the small but growing body of research on coworker relations. Drawing from a large sample of service-sector employees, we tested and found support for the hypotheses that positive coworker relationships independently increase employee motivation and intent to stay above and beyond two sources of supervisor support – immediate supervisors and senior managers. We also examined how employee job status moderates these relationships, finding that the impact of coworker relations on intent to stay was stronger for employees in high-status positions. Job status was not shown to moderate the relationship between coworker relations and motivation, with employees at both low- and high-status levels reporting higher motivation when coworker relationships were good.