Research uncovering the behavioural and cognitive foundations of capability development has gained traction in recent years. However, the emotional foundations of capability development have not been adequately addressed. This is an important gap; if emotions impact decisions and actions of key organisational actors, this suggests an influence on capability development processes in organisations, with implications for their survival and evolution. In this paper, we therefore explore ‘how do the emotions of key strategists enable and/or hinder capability development?’ Our in-depth qualitative research, based on five small- and medium-sized enterprises (SMEs), shows that emotions of key strategists, including emotional tensions and ambivalence, have multi-faceted effects on capability development depending on the activation level of pleasant and unpleasant emotions experienced. This adds to extant understanding of idiosyncratic foundations of capability development and extends conversations regarding the internal dynamics behind organisational survival and evolution.

The development of artificial intelligence has created new opportunities and challenges in industries. The competition between robots and humans has elicited extensive attention among legal researchers. In this exploratory study, we addressed issues regarding the introduction of robots to the practice of legal service through a semistructured interviews with lawyers, judges, artificial intelligence experts, and potential clients. An extended robot lawyer technology acceptance model with five facets and 11 elements is proposed in this study. This model highlights two dimensions: ‘legal use’ and ‘perception of trust.’ In summary, this study provides new specific implications and exhibits three characteristics, namely, derivative, macroscopic, and instructive, in the legal services with artificial intelligence. In addition, artificial intelligence robot lawyers are being developed with some of the abilities necessary to substitute for human beings. Nevertheless, working with human lawyers is imperative to produce benefits from this type of reciprocity.

Values in family firms are influenced by the complex interplay of family and business. Thus, research requires methods that grasp this complexity. This paper presents a fresh methodological approach for family business research with the example of an in-depth analysis of CEOs’ value orientations. Benefits of an integrated use of two qualitative methods – Q-sorts and narrative interviews – which were collected and analyzed for 16 CEOs of family firms are illustrated. Q-method was used to build value patterns, whereas narrative interviews were conducted to reveal how values were contextualized and interpreted. This integrated approach builds qualitative richness in different ways: first, by allowing for a deep understanding of individual experience; second, by providing more contextual insight, and third, by capturing the meaning of abstract values. The approach advanced here can be reproduced for other complex organizational dynamics. Thus, this user-friendly approach is particularly suited for organizational research in a managerial environment.

This study investigates how the transition to remote work during the coronavirus disease 2019 pandemic is experienced by employees. We investigate to what extent perceived work stressors relate to psychological strain through perceptions of social support, work–life conflict, and adjustment to remote work. The findings expound the mechanisms underlying psychological strain in the context of sudden organizational change. Specifically, this study shows that both challenge stressors and hindrance stressors have negative impact on adjustment to remote work, whereas hindrance stressors are more strongly negatively related to social support. The study further demonstrates that there is hardly any buffering impact of job control, work structuring, and communication technology use on the implications of these work stressors. These findings contribute to our theoretical understanding and provide actionable implications for organizational policies in facilitating employees' adaptation to remote work.

While research suggests that work centrality has a positive effect on work engagement and a negative influence on family satisfaction, these relations may differ as a function of one's work setting (onsite vs. remote working). In the present study, we examined the direct and indirect – through work-family conflict (WFC), family-work conflict (FWC), work-family enrichment (WFE), and family-work enrichment (FWE) – effects of work centrality on work engagement and family satisfaction. We also examined whether these effects of work centrality on work engagement and family satisfaction differed between onsite and remote employees. We used a cross-sectional survey design to test our hypotheses among a total of 432 employees, including 152 always working onsite and 280 working remotely. As expected, our results revealed that work centrality was positively related to work engagement and negatively to family satisfaction. Moreover, the indirect effects (IE) of work centrality on work engagement were significantly mediated by WFE, whereas the IE of work centrality on family satisfaction were significantly mediated by FWC, WFE, and FWE. Finally, the relations between work centrality and the outcomes (work engagement and family satisfaction) were stronger among onsite employees than among remote employees. These results revealed that remote working may act as a double-edged sword by buffering the negative effects of work centrality on family satisfaction but also limiting the positive effects of work centrality on work engagement. Organizations and managers should thus consider addressing employees' work centrality and work type in their efforts to promote employees' professional and personal well-being.

Current recruitment and retention issues within the armed forces draw links with breach of the psychological contract – the dynamics of the employee–employer relationship. Compared with civilian contexts, a military position is unique, however, there is a dearth of conceptual investigation regarding the lived experiences of military personnel, particularly with respect to how such contracts form. This paper combined a phenomenological approach with the critical decision method to investigate the lived experiences informing contract formation and contract trajectory of ex-military personnel. Lived experiences pointed to the formulation of ‘fuzzy’ contracts, impressions from defence force recruitment, specific tipping points around organisational commitment, and large differences between the fidelity of the idealised and actualised self/job. Seven superordinate themes are elicited that trace the formation and trajectory of the contract. A schematised account of findings is developed to provide avenues to investigate how beliefs form in a military contract context and their outcomes.

How can an entrepreneurial education program simultaneously create entrepreneurial knowledge, skills and competencies, as well as new ventures and jobs? This is a particular challenge for universities that are keen to align with government policies and demonstrate impact. Our paper examines a novel approach to enterprise and entrepreneurship education that integrates training/learning with new venture creation by operating as an entrepreneurial ecosystem (EE). We outline a comprehensive EE framework and apply this model using an exploratory case study of an EE centred around an innovative academic unit called The Entrepreneurial Garden (TEG) at Burgundy School of Business in Dijon, France. TEG offers entrepreneurial education, research and new venture development as an integrated portfolio. This analysis shows how an academic unit can be developed as an EE building from local resources and expertise, aligning with macroeconomic policies and priorities, and leveraging partnerships to provide access to other entrepreneurial players, resources and networks.

Despite growing interest in Indigenous entrepreneurship and entrepreneurial orientation, few studies bridge these two domains empirically. We address this gap by developing a model for exploring entrepreneurial orientation in Indigenous communities. We assess the possible dimensions of Indigenous entrepreneurship orientation in a qualitative study of Māori business owners in New Zealand. The findings suggest that Indigenous worldview and entrepreneurial ecosystem influences the entrepreneurial orientation of participants, leading to a continuum of Indigenous entrepreneurial orientation. The results have important implications for Indigenous entrepreneurship policy, practice and theory.

This paper extends the resource-capability-based view in strategic management and discusses the capabilities for the firms to stay competitive in emerging economies. Faced with low levels of efficiency, technology, and skills, firms in emerging economies need to implement best management practices to overcome operational inefficiency while engage in innovation processes to address new opportunities. They have to develop the capabilities to enhance efficiency, the capabilities to undertake innovation, and the synthesis capabilities to combine the two to keep rivals at bay. The paper tests hypotheses against a data set of more than 20,000 firms from 36 emerging economies provided by the World Bank in 2012–2015 and finds strong evidence to support the arguments. The paper finds that the three sets of capabilities are positively related to productivity and, through it, financial performance.

The literature highlights two main approaches to designing an effective complaint management system: the mechanistic and the organic. The mechanistic approach emphasizes the establishment of guidelines for the correct processing, attention and resolution of complaints received. In contrast, the organic approach relies on creating a supportive internal environment for correct customer attention, made possible through training and empowering employees responsible for complaint management and by promoting extra-role behaviour among them. The present research aims to study the antecedents of adopting these two approaches. From a strategic perspective, we analyse the influence of organizational culture variables (the extent to which the firm is customer and innovation oriented) and the nature of the objectives pursued by complaint handling (defensive vs. improvement objectives). The proposed model is tested on a sample of 140 manufacturing firms. Findings indicate these antecedents shape the complaint management system in a diverse and significant manner.

This paper sets out 99 case studies of insider attacks that took place in the UK. The study involved interviewing investigators, heads of security, information technologists, law enforcement, security officers, human resource managers, line managers, and coworkers who knew the insider. The analysis elucidates how to identify insiders and pathways to these attacks. It also highlights examples of archetypal insiders, in addition to the ‘disgruntled employee’ (e.g., ‘the show off’, ‘the career criminal’, ‘the addict’, etc.). In contrast to other studies, this study highlights multiple pathways to an attack. A conceptual model is set out that considers indicators (both physical and cyber) that might be monitored in an insider risk detection programme. The model stressors need to continuously seek out methods to close down opportunities as well as to monitor behavioural change. It also elucidates potential deterrence and prevention strategies for organisations to consider in an ethical and legal manner.

In business the future is not predetermined, and the unexpected often happens. So how should entrepreneurs (and businesses) try to address that future uncertainty? This paper suggests that there are two main options:

1. 1. The often-preferred approach seeks to reduce uncertainty by forecasting and planning, using ‘left-brained’ logic and analysis.

2. 2. The alternative way seeks to live with, and to benefit from, uncertainty by using ideas derived from exploration, effectuation, antifragility and ‘trial and error’.

This paper compares the two approaches and considers their rationales and potential effectiveness. It suggests that forecasting and planning has many drawbacks and is often not the best way to operate in uncertain conditions. Nevertheless, it is often advocated and its thinking seems to have been adopted as the default philosophy for business. Therefore if, as has been suggested, uncertainty is the norm, do we need to advocate adopting a different way of thinking?

Drawing on social cognitive theory (SCT), this study examines the effects of employee resilience, through well-being, on job productivity, and relational satisfaction among extraverted versus introverted workers in Croatia, Thailand, and the United States during the early period of the coronavirus disease 2019 pandemic. Participants included 832 working adults from various industries. Moderated mediation analyses revealed employee resilience positively predicted psychological well-being which, in turn, positively predicted both productivity and relational satisfaction. Regardless of culture, extraverted workers reported less productivity but greater satisfaction with coworkers compared to introverted workers. Also, resilience dampened the negative effects of introversion on relational satisfaction. The findings support the multilevel perspective of resilience and SCT assertion that behavioral outcomes are determined by an interaction between personal and environmental factors and highlight the need to promote employee resilience and well-being during times of crisis. Recommendations on how managers can support employees during this unprecedented global health crisis are provided.

Social enterprises implement business-like approaches to address social problems. Scale-up of these enterprises beyond one geographical context can extend their impact to better match the scope of problems being addressed. Unfortunately, many social enterprises start but relatively few expand to new contexts, making scale-up one of the most important but least understood outcomes of social entrepreneurship. We explore this outcome empirically, extending existing research that is predominantly conceptual. The study adopts a multicase study research design. A dynamic capabilities framework reveals how resources are amassed and configured for expansion, a process that can be more difficult for social compared to commercial enterprises. Findings suggest scale-up may be a second act of social entrepreneurship because dissimilarities between initial and scale-up contexts necessitate product modification, different partnerships, and idiosyncratic resource configurations. We thus call into question existing literature’s focus on standardization – generic resource configurations – for scaling-up social enterprises to new geographical contexts.

Drawing on Wales, Monsen, and McKelvie's (2011, Entrepreneurship Theory and Practice, 35(5), 895–923) model of entrepreneurial orientation pervasiveness and the strong culture hypothesis (Denison, 1984, Organization Dynamics, 13, 4–22), this study investigates how entrepreneurial orientation (EO) strength, defined as the level of agreement in the shared perceptions of EO, serves as a boundary condition of the EO–firm performance relationship. Four field studies provide evidence for a valid and reliable 10-item multidimensional measure of entrepreneurial orientation, the EO-10, which in turn, may be used to assess EO strength. We establish content and construct validity of the EO-10 (study 1; n = 447 employees), criterion-related validity with revenue growth and sales growth (study 2; n = 412 employees in 43 profit centers), and convergent validity with Covin and Slevin's (1989, Strategic Management Journal, 10, 75–87) 9-item measure (study 3; n = 291 employees). Finally, in study 4 (n = 853 employees nested in 22 organizations), we demonstrate the interactive effects of EO and EO strength on profit growth and revenue growth. In sum, this study provides conceptual and empirical evidence for the importance of EO strength as a moderator of the EO–firm performance relationship.

Research on the knowledge sharing has exploded over the past decades due to trends and integration of knowledge and talent management in modern workplace. However, knowledge hiding has been left unexplored; moreover, efforts to foster knowledge sharing remain because employees are unwilling to share their knowledge for several reasons. Drawing on psychological ownership and social exchange theory, this article investigated the nexus between perceived organizational support, psychological entitlement, knowledge hiding behavior, and extra-role behavior, and the mediating role of knowledge hiding behavior. Utilizing survey data collected from 375 employees in Jordanian commercial banks, a structural equation modeling was applied to analyze the data. Results from structural equation modeling show that (1) perceived organizational support has a positive impact on extra-role behavior, (2) knowledge hiding behavior has a negative impact on extra-role behavior, (3) psychological entitlement has a positive impact on knowledge hiding behavior, and (4) knowledge hiding behavior mediated the relationship between psychological entitlement and extra-role behavior. Implications for theory and practice are discussed.

The main goal of the current study is to analyze the relationship between leaders' empowerment, radical innovation and organizational performance. A total of 300 Spanish companies participated in the study. In total, 600 valid questionnaires were obtained. Structural equations were used to validate the proposed hypotheses. Two different respondents in each company were selected to provide information. All the hypotheses proposed in the theoretical model were confirmed. This research provides empirical evidence of the relationship between leaders' empowerment and organizational performance, highlighting the mediation role played by radical innovation. Leaders who empower, promote radical innovation and, in turn, performance. To our knowledge, this is the first empirical study that analyzes the effect of leader's empowerment on radical innovation. Although in the former literature there are evidences of a positive relationship between empowerment and innovation, there are no studies that differentiate between innovation typologies.

Indigenous literature suggests Māori businesses are distinct within Aotearoa New Zealand, due to facing unique challenges and having different operating preferences. It could also be argued that Māori and non-Māori enterprises in the private, public and not-for-profit sectors are identical as a function of operating in similar markets. However, there is a paucity of empirical evidence, and the present article rectifies this with a study of 230 Aotearoa enterprises, including 24 Māori. We test differences and find Māori enterprises report higher cultural capital, which relates to employees' knowledge and skills towards working with and respecting cultural values. However, we find no differences across human capital, relational capital, entrepreneurial culture, and organisational performance. The findings suggest that apart from a culturally specific factor, Māori and non-Māori enterprises appear to be similarly enabled, which provides a useful benchmark for understanding Māori business. We discuss the implications for research.

While research on the role of employees’ characteristics as core to transformational leadership theory is burgeoning, limited research has focused on the differing aspects of employees’ self-determined motivation as mediating mechanism through which transformational leadership may impact outcomes. Drawing on the self-determined theory of motivation, we build and test a theoretical model linking employees’ perceptions of transformational leadership with engagement through an intervening variable of differing aspects of employees’ self-determined motivation. Data from a sample of 155 participants revealed that employees’ perceptions of transformational leadership were positively related to employees’ self-determined motivation (intrinsic, autonomous, and controlled) and work engagement. Specifically, self-determined motivation (intrinsic, autonomous) was positively linked with work engagement while intrinsic, autonomous and controlled dimensions of self-determined motivation mediated the relationship between transformational leadership and work engagement. We discuss the theoretical and practical implications of the results.

Goal-setting is fundamental to organisational management, yet not every manager knows how to do it well. A narrative literature review was done to explore current knowledge of definitions and classifications of goals, and principles of goal-setting in the healthcare sector. Online databases generated 65 relevant articles. Additional literature sources were snowballed from referenced articles, and textbooks. Most academic authors define ‘goal’ synonymously as ‘aim’ or ‘objective’, but there is evidence of hermeneutical confusion in general literature. Goal classifications are diverse, differing according to their contextual, structural, functional, and temporal characteristics. Many authors agree that goal-setting is problem-based, change-oriented, and can effectively motivate attainment if the goal statement is formulated with a specific and challenging or SMART framework. However, recent authors report varying definitions for SMART, and evidence of past studies that empirically examined the nature and efficacy of frameworks currently used for formulating goal statements for health programmes are lacking.