In a Schumpeterian economic model, dynamic capabilities (DC) help entrepreneurial firms create competitive advantages. However, advancing the construct of DC in entrepreneurship is hampered by the incompatibility of some key assumptions in entrepreneurial ventures. In this paper, we propose that dynamic managerial capabilities (DMC), which builds upon the DC perspective by drawing attention to the role of managers, is a better alternative in analyzing entrepreneurship research. We find support for our ideas in a systematic analysis of extant research. Our review highlights the evolution of DMC literature in entrepreneurship and traces its dominant intellectual structures. In concurrent analysis, we highlight the limitations of utilizing DC. Additionally, we shed new light on the emergence of organizational capabilities, and present new avenues for future research.

An employee's inability to balance work and non-work related responsibilities has resulted in an increase in stress related illnesses. Historically, research into the relationship between work and non-work has primarily focused on work/family conflict, predominately investigating the impact of this conflict on parents, usually mothers. To date research has not sufficiently examined the management practices that enable all ‘individuals’ to achieve a ‘balance’ between work and life. This study explores the relationship between contemporary life friendly, HR management policies and work/life balance for individuals as well as the effect of managerial support to the policies. Self-report questionnaire data from 1241 men and women is analysed and discussed to enable organizations to consider the use of life friendly policies and thus create a convergence between the well-being of employees and the effectiveness of the organization.

This study estimated and specified a model of corporate reputation, its social performance, and firm-level variables in the context of an emerging country. Corporate reputation is the overall estimation of a firm by its stakeholders expressed by the demonstrative behaviors to its customers, employees, investors, business partners, and general public. The social performance of the firm has been conceptualized in terms of its demonstrative responsible behavior toward community, environment, and employees. Organizational variability has been captured in this study through the representation of firms from various industries as the relationship between corporate reputation and firm’s social performance was contingent on the type of industry and expectation of industry-specific stakeholders relevant to the firm. Data were collected from 220 organizations representing 11 different industry verticals. The findings supported that corporate reputation is determined by the conjoint influence of a host of firm specific as well as its social performance factors. In addition, the reputational effect of firm’s social performance was found to vary both across and within sectors, according to the various types of social performance activities the firm was engaged in. This study demonstrated the comprehensive measures of the firm’s reputation, social performance, and the associative relationship between them conditioned by firm-specific attributes and nature of the industry. The study has far reaching implications in terms of managing the firm’s boundary spanning activities and relationships in the perspective of emerging markets.

Firms managed by women present some differences in organizational conditions in terms of type of business and manager profile. The aim of this study is to check if those differences persist in family firms where the presence of female managers is higher, especially in second or subsequent generation family firms, than in non-family firms. The results reveal that family firms run by women are not smaller, but are concentrated in the services sector like non-family firms. Regarding the manager profile there are no differences either in the level of training or the age of female managers. They possess, however, less management experience but only in first generation family firms. In sum, gender differences in the type of business and in the manager profile found in the management literature disappear in family firms, only a sectoral gender effect persists.

This case describes the extraordinary growth story of LanzaTech, a New Zealand (NZ)-based company cofounded in 2005 by scientists Sean Simpson and Richard Forster. LanzaTech developed a microbe which fermented the waste gases generated from steel manufacturing to produce ethanol and other chemicals. This case builds on effectuation logic and entrepreneurial discovery to highlight the challenges and opportunities of research commercialization. The case is structured chronologically and outlines the steps that the entrepreneur has taken to build the technology from scratch. It covers the early phases of the company, focussing particularly on how LanzaTech developed, refined, patented and began to commercialize its research. A key strength of the case is its multidisciplinary focus. The case describes some of the crucial aspects of research commercialization including capital raising, developing a business model, forming partnerships and expanding internationally. The case also describes a company committed to retaining its research base in NZ, and some of the opportunities and drawbacks of operating in a small economy at a distance from key market players.

The issues of business ethics, corporate social responsibility and sustainability have come to attract increasing attention in management education in recent years, at least from the perspective of potential employers, accrediting bodies and business school alumni. This paper examines the extent of penetration of these three subjects in to global MBA curricula through an examination of course content and structure pertaining to the Financial Times Global MBA Rankings top 100, the Australian Financial Review BOSS top 17 ranked Australian MBAs, and the seven MBA programmes currently offered by universities in New Zealand. The findings reveal that: a variety of delivery modes are utilised; while the teaching of ethics has achieved considerable penetration, only about fifty percent of MBA programmes include it as a required subject (and even then it may only constitute part of a larger subject); and that the teaching of sustainability has achieved much lower penetration, with only six percent of MBA programmes examined incorporating the topic into their core curriculum. Implications for the design of MBA programmes and future research directions are then discussed within the context of a business environment in which increasing prominence is being given to these subject areasx.

This paper focuses on themes of emotionality and emotional labour derived inductively from retrospective narratives constructed by employees who experienced rapid organisational change and specifically addresses the question: ‘How do people talk about the need to “dull down” their emotions during situations of organisational change?’ We highlight themes of loss associated with retrospective displays of emotion and argue that loss and emotion management are most typically associated with issues concerning transition from the past or resistance to the future. We show how emotional labour serves both to mute and, ironically, to heighten emotions in the talk of change and extend studies of emotional labour beyond the service encounter and into the realm of organisational change.

This qualitative study aims to explain how social support enables independent professionals to achieve work–life balance. Face-to-face interviews were conducted with 50 independent professionals in the Netherlands, Spain, and Sweden. The interview data were analyzed from a capability approach, from which work–life balance is understood in terms of capabilities. The most important sources of social support for independent professionals appeared to be their partner, family, as well as work and nonwork-related friends who were able to provide emotional and instrumental support. However, the extent to which social support can be converted into capabilities is influenced by individual (gender and cohabitation), institutional (the ease of doing business and formal childcare), and societal factors (financial hardship and familialism). The cross-national comparison shows that the institutional and societal context may hinder or reinforce social support for work–life balance, resulting in different experiences across countries.

This study extends previous research on organizational resilience by focusing on its relational resilience dimension and integrating with its operational resilience dimension. Our main goal is to understand relational resilience construct and complement it with operational resilience construct to have a complete and balanced picture of organizational resilience. We analyze complementary contributions of relational and operational resilience on organizational resilience in survival and sustainability dimensions. A multiple-case study has been conducted on two manufacturing and two service organizations. This study has conceptualized relational resilience beyond its survival dimension and extended it in sustainability dimension. This understanding enables congruence with the recent conceptualization of organizational and operational resilience in survival and sustainability aspects.

This study examined the operation of resources as a mechanism underlying the relationship between career adaptability and career satisfaction. Based on career construction theory and conservation of resources theory, we examined the interactive effects of career adaptability, career satisfaction, person–job fit, and job uncertainty. The results of two-wave data collection from 234 full-time workers revealed that employees with stronger career adaptability were more likely to report career satisfaction. The full mediating effect was found of person–job fit. Specifically, we found that career adaptability enhances person–job fit, which results in greater career satisfaction. Additional analysis revealed that job uncertainty interferes with the mediation model. We identified a new antecedent of career satisfaction (i.e., person–job fit) and revealed the functional mechanism underlying the effect of this antecedent. This study provides novel insights valuable to the field of career management.

Much of human behavior and the very fabric of our economies and culture relate to the nature of our climate, its regularity/variability and severity. Climate change should therefore be a central field of inquiry in the social, behavioral and organizational sciences generally. This is especially so given that much of the observed and current climate change is attributed with a high degree of confidence to human activities and further change is anticipated. Whilst historically biophysical research has tended to dominate attention to the climate-change issue, there is an emerging literature examining laypeople's environment-related knowledge structures and the changes in attitudes, beliefs and behaviors required to effectively implement responses to the issues raised by the physical sciences. However, there are limitations in this literature, particularly regarding how scientists themselves engage with and capture emerging knowledge related to the issue. Although there is a broad consensus that the environmental problems we are experiencing are essentially social, organizational and behavioral problems, insufficient attention has been given to the issue of how to cultivate a cross disciplinary approach to address what is a complex and systemic problem (Cash et al., 2006). This article seeks to bring that issue into focus and offers a whole-of-science agenda for climate-change related research. It is essential that social, behavioral and organizational scientists accept greater responsibility for helping to address and facilitate the social, attitudinal, behavioral and management changes required to ameliorate and respond to the environmental deterioration identified by research in the physical sciences. The need for further and ongoing multi-disciplinary and international research is both necessary and pressing. Moreover, it is an ethical and practical responsibility that individuals of all scientific persuasions cannot afford to shirk.

In this editorial, we are delighted to introduce the seven papers in this Special Issue. Each article considers various aspects of how management research can assist in the achievement of the United Nations Sustainable Development Goals (SDGs) in different contexts. Starting from a desire to provide a mechanism to drive real research outcomes for management research, this editorial considers the SDGs and their implementation/adoption in universities and businesses to date. It then introduces the different contexts for management research and the SDGs explored in the seven articles in the Special Issue. Finally, in a Postscript at the end of this Special Issue, we look at current progress against the SDGs, how COVID-19 has impacted this progress and what the future may hold for the links between management research and the SDGs.

R&D is uncertain work that involves the knowledge, skills, or perspectives of team members. When R&D teams develop new products or technologies, the need for psychological safety within the teams is increasingly emphasized. If R&D team members perceive that team psychological safety exists, they may be willing to offer knowledge or perspectives during the development process because they are not afraid of being rejected or embarrassed for speaking up. However, the application of the theory of team psychological safety to R&D teams is considerably limited. This study explores the antecedents and consequences of team psychological safety in R&D teams. Our research model is assessed using data from a sample of 245 team members from sixty technology R&D teams at a leading R&D institute and is analyzed using the partial least squares (PLS) method. The results of this study suggest that: (1) social capital exerts a positive and significant effect on team psychological safety; (2) team psychological safety has a positive and significant impact on team performance; (3) knowledge sharing and team learning positively and significantly mediate the relationship between team psychological safety and team performance; and (4) knowledge sharing exhibits a positive and significant effect on team learning. This study also discusses the implications of team psychological safety for R&D teams.

The purpose of this study was to acquire meaningful insights on the determinants of creativity with a meticulous examination, and by dint of that, expand the concerned literature. To accomplish the same, a conceptual model that includes authentic leadership, employee creativity, and leader–member exchange (LMX) was methodically developed and evaluated. This research is a quantitative study incorporating a self-report survey. The data were amassed from hotel employees in Northern Cyprus. Data from 314 applicable surveys were analyzed using Statistical Package for the Social Sciences (SPSS)-22 and analysis of a moment structures (AMOS)-18 programs. Based on the findings, it can be deduced that authentic leadership has a considerable impact on employee creativity, while LMX plays an intermediary role in this relationship. The results of this study are useful and relevant for both researchers and policymakers.

This paper examines office design as a spatial context of organizations. Organizations increasingly invest in designing workspaces to support employee creativity, foster company innovation and communicate a positive company image. This paper takes a critical view of this ‘hype’ by describing and analysing images of the headquarters of allegedly ‘creative workspaces’ published on the internet across a broad range of industries and corporations. Our analysis shows how their design follows standardized or stereotypical approaches to nurturing creativity: playfully or artistically designed open spaces, environments reminiscent of home, sports and play, nature, past/future technologies, or culturally aligned symbols. We discern underlying connections between office spaces and creativity, suggesting that creativity flourishes in happy, relaxed and playful communities within close-knit teams. We then identify three contradictions in relation to the existing literature on creativity and workspaces: individually versus collectively produced creativity; professionally designed workspaces versus workspaces created through participation; and planned versus emerging creativity.

In this paper we look at how managers perceive and manage meetings between different institutional logics in three types of hybrid organisations; a savings bank, a municipality and a hospital. The paper contributes to our understanding of organisational hybridity in two ways: First, drawing on Scott’s three institutional pillars, the paper shows how meetings between different institutional logics involve not just the cultural–cognitive pillar, usually highlighted in work on hybrid organisations, but all of them, including the regulative and the normative pillars. Second, the paper suggests a hierarchical relationship between meetings and responses, ranging from less elaborate responses that primarily involve the regulative pillar to more complex and all-encompassing responses that include not only the regulative and the normative but also the cultural–cognitive pillar, triggering questions and issues about identity and purpose.

Mentoring and coaching practices are helping businesses grow by supporting the development of their human capital. Family businesses have a unique atmosphere and distinctive features that make it especially important to discover whether mentoring and coaching affect their performance. We have used a resource-based vision and knowledge-based vision to analyse this relationship using structural equation methodology in a sample of 630 companies. The results show that there is a direct relationship between mentoring and coaching and the performance of family businesses.

This research aims to complement resource-based view with a cluster approach in identifying which elements, both internal to the firm and locally available, improve firms’ export performance. While in the resource-based view exporting firms are contingent upon the development of intangible resources, from a cluster approach exporters exploit local externalities, mainly related to local information, knowledge and resource spillovers. We present empirical evidence from the Iberian ham cluster in Spain, which confirms the relevance of intangibles such as R&D and marketing promotion, but also of cluster linkages with local institutions – technological centres, universities and use of Designation of Origins – in improving export performance. Contrary to expectations, employee education, organizational experience, and information and knowledge-based spillovers from proximate exporters have no significant effect. These findings suggest that an augmented framework may improve the predictive elements of export performance in clusters.

This paper advances the resource dependence and social networks literature by investigating a board's structural social capital created as a consequence of interlocking directorates. Using approaches and measures developed by social network analysis we compare the interpersonal directorship networks of the top 250 companies in the United States and Australia. We find that the smaller, sparser Australian network is only marginally less compact and connected than the larger US network at the firm level of analysis. However, at the director level of analysis the US network is much larger and more connected than its Australian counterpart. As a result, we argue that scholars studying the resource dependence role of boards should consider using measures of interpersonal links as well as traditional measures of inter-firm links.