Murmann and Vogt's (2022) analysis of the automobile industry using a capabilities framework that integrates both dynamic and ordinary capabilities supports an informative table which sets out the major relevant capabilities that incumbents, start-ups, and diversifying entrants would need to develop or access via contract or other arrangement (see Murmann and Vogt, 2022, Table 3). Jiang and Lu (2022) have further discussed new industry paradigms which they suggest will greatly challenge – and perhaps overwhelm – automotive industry incumbents. We believe that their insights can be taken a step further by focusing on two areas: first, the greatly increased availability of outsourced manufacturing driven by the shift to electric vehicle (‘EV’) powertrains; and second, the ongoing transformation of the driver and passenger experience that is driven by software–user experience software integrated with networked consumer service ecosystems.

This study extends the extant literature on corporate philanthropy by exploring the indirect effect of physical attractiveness of CEOs on corporate philanthropy under conditional effects of family ownership and control. Recent empirical studies in psychology suggest that egalitarian values are negatively related to physical attractiveness. Based on these findings, we propose that physically attractive CEOs invest less in corporate philanthropic activities than less attractive peers as they have lower egalitarian values. Leveraging upper echelons and stewardship theory, we further consider the moderating impact of family ownership and control on the indirect relationship between the physical attractiveness of a CEO and philanthropy mediated through egalitarianism.

With the first issue of volume eleven, Management and Organization Review turns a new leaf by welcoming Cambridge University Press as the new publisher. I am very pleased to note that the complex and extensive transition from Wiley to Cambridge University Press, which involved a very demanding and detailed process, has been accomplished on time and almost without any crisis. I would like to take this opportunity to express my deep appreciation to Tina Minchella, MOR Managing Editor, for overseeing and supporting the transition process, Zhijun Yao, Executive Director of IACMR in Beijing, for her tireless support, and to Rebecca O’Rourke, Senior Commissioning Editor, Social Science Journals Cambridge University Press, and her team for making the transition as seamless as possible. We look forward to an active partnership with CUP which will elevate the awareness of MOR in every region of the world and grow recognition of MOR from leading libraries around the world. We also look forward to a new proactive, multifaceted marketing and media strategy under the leadership of Professor Sheen Levine, the new Deputy Editor-in-Chief for Research Outreach, which will draw attention to MOR's expanded editorial coverage and increase high quality submission of manuscripts.

Organizations largely depend on their employees’ creativity to attain a competitive advantage. Drawing on Ability-Motivation-Opportunity (AMO) theory, this study examines whether employees’ voice behavior (promotive and prohibitive) can be harnessed to improve their creative performance. By exploring the mediating role of psychosocial prosperity and moderating effects of employees’ perception of their influence at work and their feelings of alienation, this study offers a unique model that enhances the literature on voice and creativity. Data collected from 285 Information Technology professionals in India reveals that both forms of voice lead to creative performance, and psychosocial prosperity mediates this positive relationship. This finding offers different insight for scholars as much of the voice literature expects prohibitive voice to yield negative results for the employee because of its associated risks. Also, employees’ perceived influence at work strengthens the positive effect of promotive voice on psychosocial prosperity, while alienation weakens the relationship between psychosocial prosperity and creativity performance. The study concludes by discussing the implications, limitations, and directions for future researchers.

This article investigates the internationalization process of incubating, parenting, and eventually spinning-off overseas entrepreneurial ventures originating from emerging markets. In a comparative case study of Chinese high-tech firms, we leveraged multiple sources of data to reveal (1) how the exploitation of parent firms’ technological and platform resources enables them to initiate, support, and eventually profit from the international growth of foreign ventures that autonomously engage in the exploration of product and market innovations, and (2) how ambidextrous synergy was created through the continuous exchange, combination, and reconfiguration of knowledge and resources between parent firms and foreign ventures. These findings extend our understanding of how Chinese high-tech firms manage the learning process in overseas venturing. We draw implications of these findings for research and practice.

In this study, we use implicit leadership theory to investigate how leader integrity, one of the most important traditional Chinese virtues, influences subordinates’ organizational citizenship behaviour (OCB) in the Chinese context. The results of our survey reveal that leader integrity is associated with subordinates’ OCB, and that this relationship is fully mediated by leader effectiveness. In addition, traditionality moderated the relationship between leader integrity and leader effectiveness; the relationship was significant among less traditional subordinates, but insignificant among more traditional subordinates. We conclude with a discussion of the theoretical and managerial implications for leaders in China.

State-owned enterprises (SOEs) in China play a critical role in national economic development and the country's positioning on the global stage. Chinese SOEs have undergone substantial transformations from traditional government-run entities to a variety of corporate forms exhibiting different levels of state involvement. Despite their substantial influence, the internal diversity of SOEs – from wholly state-owned to mixed-ownership – has not been thoroughly examined. This paper provides an overview of SOEs' critical roles in the Chinese economy, the relationship between SOEs and privately owned enterprises (POEs), and the challenges of SOEs in different stages of Chinese economic development. It then introduces five research papers that explore the institutional, strategic, and organizational perspectives on how SOEs manage the dual pressures of state and market logic, respond to policy adjustments, tackle leadership challenges, and navigate current global trends such as digital transformation, technological innovation, and environmental sustainability. In this paper, we provide important implications for policy and managerial practices and highlight a future research agenda for the heterogeneity of Chinese SOEs, and how SOEs respond to these challenges in the evolving geopolitical landscape, adapt their strategies, and manage relationships with foreign governments and enterprises under such conditions.

This issue closes out a very active year for Management and Organization Review. In introducing this final issue of Volume 12, I wish to highlight two initiatives with this letter.

Despite increased interest in corporate social irresponsibility (CSI) among business scholars, the current research is still fragmented, its findings lacking a nuanced understanding. We conduct a systematic literature review of 173 journal articles on CSI published in the field of business and synthesize insights regarding the antecedents, consequences, and mechanisms of CSI. We begin by providing a clear definition, distinct types, and the measurement methods of CSI. Then, we provide a comprehensive research framework that demonstrates the three key components of CSI research: antecedent, consequence, and moderating. Building on this, we identify additional specific research methods for each component and apply them to assess and analyze the existing research findings and research gaps concerning CSI. We suggest that scholars pay more attention to (a) the impact of stakeholders on CSI behavior, (b) the different impacts of CSI on firm performance, (c) the relationship among CSI, corporate social responsibility, and firm performance, (d) CSI in the context of emerging economies, and (e) measuring CSI.

This study extends the extant literature on executive pay dispersion by exploring the cultural-cognitive social determinants. We investigate how religious institutional environments, including Buddhism- and Confucianism-based institutions, shape vertical executive pay dispersion. We theorize that a Buddhism-based institutional environment is negatively related to vertical executive pay dispersion. In contrast, we propose competing hypotheses regarding how a Confucianism-based institutional environment affects vertical executive pay dispersion. With a sample of Chinese public firms, we find that both Buddhism- and Confucianism-based institutional environments are negatively associated with a firm's vertical executive pay dispersion. Supplementary analyses show that the aforementioned main effects are attenuated when a firm is embedded by a communist party branch and has a younger CEO.

This article examines the impact of foreign diasporas on host country firms. It contributes to diaspora research by focusing on the context of emerging market host countries and the specific case of Chinese diaspora in Russia. Drawing on the concepts of organizational capabilities and organizational legitimacy, we explain how the Chinese diaspora can be beneficial for the competitiveness of Russian firms, and how Russian firms can uniquely leverage these potential benefits through engagement with individual Chinese diasporans and diaspora institutions. Our article adds to the diaspora literature in several ways. First, unlike the majority of past research, which tends to focus on the benefits for the diaspora's home country, we highlight the potential impact on host country firms, specifically their capabilities and legitimacy at home and abroad. Second, our model can be viewed as a direct response to the many calls in the literature to study the microfoundations of firms’ capabilities. Third, we add to the legitimacy literature by proposing that engagement with a foreign diaspora can help host country firms establish and maintain their legitimacy both at home and on a global scale. Although our framework is informed by the Chinese diaspora in Russia, we discuss its generalizability to other contexts.

Although studies pay increasing attention to how organizational citizenship behavior (OCB) affects work–family conflict, most research ignores the boundary conditions and underlying mechanisms of this relationship. Drawing on goal interdependence theory and conservation of resources theory, this research sees two types of goal interdependence as important boundary conditions of how helping behavior affects work–family conflict. We use a combination of quantitative and qualitative methods to test our theoretical model. Specifically, using two-wave survey data collected from 386 employees and 90 supervisors in a manufacturing company, our quantitative study shows that the interaction of helping behavior with cooperative goal interdependence is positively associated with work–goal progress, whereas its interaction with competitive goal interdependence is negatively associated with work–goal progress. In turn, work–goal progress is negatively associated with work–family conflict. The results further reveal that the indirect effect of helping behavior on work–family conflict via work–goal progress is positive and significant only when the level of competitive (cooperative) goal interdependence is high (low). We use 196 employees from the same organization to conduct our qualitative study, the results of which further substantiate and extend the findings from our quantitative study. Finally, we discuss the theoretical and practical implications of our findings.

In 2018, in the Dialogue, Debate, and Discussion section of MOR 14.3, an interesting series of articles was published in the ‘Forum on Tesla and the Global Automotive Industry’, where researchers discussed the future dynamics of the global automotive sector. In their work, Perkins and Murmann (2018) contended that, based on Tesla's success, a well-funded company could develop a new electric vehicle (EV) from scratch and move it into production within three to five years if it would invest one to two billion USD in design, development, and manufacturing. Expressing a contrasting view, MacDuffie (2018) questioned this possibility, arguing that EV product architecture is unlikely to become substantially more modular and any new entrant would therefore have to develop the ordinary capabilities that current automotive original equipment manufacturers possess, and there is no guarantee that a firm can develop such capabilities. Teece (2018) joined the debate by proposing a capability-based framework within which to analyze four paradigm shifts that have marked progress in the global automotive industry: EVs, autonomous vehicles, connected cars, and personal mobility services. He argues that these paradigm shifts have created opportunities for new entrants while posing challenges to incumbent firms. To navigate through the uncertainty associated with these paradigm shifts, incumbent firms need to enhance and refine their dynamic capabilities and leverage their integration skills. Jiang and Lu (2018) based their contribution to this debate on the development of the Chinese EV market. In MOR 15.1, published in 2019, Teece (2019) further elaborated his framework to facilitate analysis of the prospects for Chinese firms seeking a stronger foothold in the global automobile market. All these articles have been well received by MOR readers and were ranked among the top 20 articles in full-text view times between June 2021 and June 2022.

We investigate the multilevel interactive effects that CEO leadership behaviours and top-level managers’ support have on middle managers’ performance in China. Our sample consists of 608 middle managers and 140 of their direct supervisors (top managers) from 40 companies. After controlling for middle managers’ demographic variables, hierarchical linear modelling analysis shows that when non-caring, authoritative, or task-oriented CEOs lead the organization, supportive top managers more positively enhance middle manager performance. Contributions to multilevel leader influences and social exchange research are discussed.