This study presents the design and validation of an organizational attachment scale that integrates Bowlby’s attachment theory into the analysis of workplace behavior. Its goal is to offer organizations a rigorous and reliable tool to assess how attachment styles influence professional dynamics, such as interpersonal relations, stress management, collaboration, job satisfaction, and team performance. The theoretical relevance lies in explaining how individuals form, maintain, or avoid emotional bonds with colleagues, supervisors, and the organization itself, insights that are essential for enhancing both employee well-being and organizational effectiveness.

The research responds to the transition from Taylorist management models to contemporary “quantum” paradigms, where flexibility, complexity, and human factors are central, and organizations operate in BANI (Brittle, Anxious, Nonlinear, Incomprehensible) environments. Using a quantitative, non-experimental design, data were collected through LinkedIn from 204 team leaders and middle managers across various industries. Statistical validation included exploratory and confirmatory factor analyses, internal consistency testing, and assessments of convergent and discriminant validity.

Results revealed a solid three-factor structure, secure, anxious, and avoidant attachment, showing high reliability and strong construct validity. These findings confirm the instrument’s effectiveness in distinguishing attachment styles in professional contexts and highlight their influence on emotional regulation, communication, engagement, and performance. The study’s originality lies in creating the first psychometric tool in Spain specifically tailored to organizational settings, addressing workplace hierarchies and norms. It thus advances theoretical understanding and provides a practical framework for cultivating healthier, more resilient, and productive organizational cultures.

Why some chief executive officers (CEOs) pursue risk-taking at the firm level while others favor caution remains a foundational question in management. We adopt the microfoundations perspective to tackle this question. As we examine the impact of CEO origin on firm risk-taking, we further investigate how CEO origin interacts with contingencies – temporal orientation and cognitive focus – to shape firm risk-taking. We assert that outsider CEOs are more likely to pursue risk-taking, while such an effect is attenuated by the temporal orientation of short-termism, and reinforced by the temporal orientation of long-termism and the cognitive focus of broader attention. Using a 20-year panel dataset of the S&P top 100 firms, we offer insights into firm risk-taking particularly under the conditions that better explain why CEOs could differ in firm risk-taking. By linking executive characteristics to behavioral context from the microfoundations perspective, we offer an integrated framework of firm risk-taking.

This study examines the role of normative values and stakeholder commitment in the evalua-tion and implementation process of social and organizational innovations in highly regulated systems, using the example of the four-day work week in German healthcare. Based on 26 expert interviews across micro, meso, and macro levels, the study reveals how actor-specific values and institutional contexts shape judgment about ecological, economic, social, and or-ganizational performance sustainability. The findings show that commitment to innovation is not determined solely by functional considerations but emerges in a field of tension between normative aspirations. Stakeholders align themselves differently along axes such as employee vs. patient orientation or short- vs. long-term thinking, resulting in competing innovation scenarios. The study proposes a transferable framework enabling organizations to map stakeholder values, locate areas of tension, and assess the depth and direction of commitment.

This study explores the visual aesthetics of organizational space by contrasting coworking spaces with traditional open-plan offices. Drawing on signaling theory and symbolic interactionism, we examine how ambience communicates symbolic meaning. Employing an archaeological approach to retrieve large-scale online photo data from Coworker and Pinterest, we then apply AI-driven deep learning visual contrast analysis to reveal clear aesthetic distinctions in organizational space. Coworking spaces evoke a homely, dining-room-like ambiance, with artwork, plants, warmer color palettes, and a more homely and hospitable ambience. Traditional open-plan offices, by contrast, tend toward cooler colors and industrial design elements. Findings suggest that coworking spaces visually signal greater affective and sensory value, promoting belonging, creativity, and warmth. The study contributes to organizational space theory by theorizing how visual aesthetics act as symbolic cues that shape workplace experiences and by introducing a methodological framework that integrates AI-based analysis with interpretive meaning-making.

The recent advancements in digital technologies have made remote work a core aspect of modern organizations, bringing opportunities and challenges for employee well-being. Drawing on the Job Demands-Resources model, the study investigates key stressors undermining employees’ well-being within digitalized settings. Fuzzy total interpretive structural modeling (F-TISM) and MICMAC analysis are employed to understand the hierarchical interrelationship and classify the stressors according to their driving and dependence power. The findings reveal low supervisor support, unrealistic supervisor expectations, digital overload, digital fatigue, and constant connectivity as critical drivers undermining remote workers’ well-being in these work practices. The proposed health impairment process of the JD-R model provides theoretical insights into how high job demands in digitalized settings undermine the well-being of remote workers, amid the growing emphasis on digital transition and flexible work models. The developed decision model provides actionable insights for practitioners and policymakers.

It has been over a decade since the conceptual foundation of collective psychological ownership (CPO) was first built in the organizational behavior and management literature. A significant body of empirical studies has been conducted to examine CPO at either the team level or the individual level, providing divergent views of CPO and its application in different contexts. This article offers insights into the genesis and emergence of CPO as an outgrowth of prior scholarship on psychological ownership at the individual level to the team level. It also includes a systematic literature review of 96 studies that cited the seminal study of collective psychological ownership and had CPO as a major construct in its conceptualization and empirical setting. We conclude with directions for future scholarship that would enhance the theory of CPO, as well as methodological recommendations for testing the role of CPO in different applied contexts.

This study challenges the predominantly positive view of entrepreneurial team diversity by exploring its negative effects on start-up survival across different development stages. Drawing on secondary data from interviews of failed start-ups retrieved from the Failory database, triangulated with additional publicly available sources of evidence, the research employs an inductive qualitative analysis grounded in the Gioia method and a retrospective approach, to examine which demographic, informational, personality, and cognitive diversity characteristics contribute to failure during the idea, product development, and launch stages. Findings reveal that personality and cognitive diversity are critical in idea development, personality and informational diversity during product development, and personality and demographic diversity during the launch stage. Adopting a dynamic perspective, the study deepens the understanding of team dynamics and venture survival in the entrepreneurial context. The findings guide managers and policymakers on leveraging diversity as a strategic asset while addressing challenges throughout the venture’s lifecycle.

Given the ubiquity of organizational change, it is fitting that considerable research has focused on employees’ responses to change, much of it collated in review articles. With the aim of integrating this diverse review literature and providing an employee-centric theorization, we provide a meta-review, a systematic review of reviews. We present the meta-construct of employee change orientation (EChO), which aggregates employee responses, attitudes, behaviors, and the associated psychological mechanisms related to organizational change. Our meta-review includes 50 scholarly reviews published between 2001 and June 2025, drawing on 1,606 primary studies. Through a synthesis of these reviews, we present the EChO framework and taxonomy. We identify areas for improvement, particularly for research design, and generate key insights for change practitioners working with employees experiencing change. Our meta-review contributes by clarifying well-researched areas, extending theorizing, and highlighting the need for further research to understand how employee responses to change influence outcomes.

Although the relevance of the dynamic nature of teams has generated a thriving literature, contributions have originated from a variety of disciplines. This situation has hindered scholarly understanding and collaboration. To assess the state of the dynamic teams’ field in an unbiased and comprehensive way, a literature review relying upon bibliometric techniques combined with content analysis was conducted. Considering all disciplines that have examined the subject, this study aimed at defining its knowledge structure, identifying its main research lines, methods, and key theoretical framework. Results revealed eight research lines. Teams/teamwork, membership change, performance, dynamic team, and membership change were found as the motor themes. In turn, decentralised control, access control, multi-robot system, and distributed system were found as themes that are either emerging or disappearing. The latter themes, related to the engineering and computing fields, are emerging and are likely to become central and developed. Future research lines are suggested.

The rise of remote work has reshaped organizational dynamics, necessitating a deeper understanding of its implications for leadership, employee motivation, and performance. This longitudinal study examined direct and indirect effects (via leadership behaviors) of remote work intensity on employee motivation and performance. Using three waves of survey data from 512 Norwegian employees, results indicate that higher remote work intensity positively predicted perceived need-supportive leadership and negatively predicted perceived controlling and laissez-faire leadership. Need-supportive leadership positively predicted intrinsic motivation, which in turn predicted adaptability and proactivity, whereas controlling leadership positively predicted extrinsic regulation and amotivation. Amotivation negatively predicted proficiency but was a positive predictor of proactivity. Laissez-faire leadership also positively predicted proactivity, suggesting that reduced managerial oversight may encourage initiative in certain remote work contexts. These results offer valuable insights for organizations navigating the future of work, highlighting the need for leadership strategies that enhance intrinsic motivation and adaptability in remote work settings.

We examined whether obsessive passion and harmonious passion interacted in the prediction of work–family conflict, and the indirect effects of obsessive passion on counterproductive work behaviors as mediated by work–family conflict. We collected data from two samples of employees with jobs in engineering (Sample 1) and administration (Sample 2). Obsessive passion was associated with higher levels of work–family conflict, whereas harmonious passion was negatively related to work–family conflict. Furthermore, the positive effects of obsessive passion on work–family conflict were lower at high levels of harmonious passion. Work–family conflict was also positively related to counterproductive work behaviors (Sample 2). Finally, the indirect effects of obsessive passion on counterproductive work behaviors (Sample 2) were lower at high levels of harmonious passion.

Upper echelons theory suggests that CEO values and personalities impact their actions, driving organizational performance. However, accessing the black box of a CEO’s values and personality is difficult. Numerous studies of senior leaders have informed research on discrete psychological characteristics such as drivers, risk, temporal focus, and emotionality. This study builds on this work by holistically sourcing these psychological characteristics through a LIWC (Linguistic Inquiry & Word Count) text analysis of top-ranked CEO Twitter (X) postings. These data were transformed via a principal component analysis into four distinct psychological profiles, termed by the authors ‘grey flannel suits’, ‘self-actualizers’, ‘empaths’, and ‘greyhounds’. Binary logistic regressions suggested divergence in CEO psychological profile occurrences based on firm size. The profile analysis failed to detect significant top CEO gender differences; however, some gender distinctions were discerned from follow-on t-tests of the profile’s underlying psychological characteristics. The paper concludes with a call for further top management team psychological profile-informed research.

The Journal of Management and Organization (JMO) is celebrating its 30th birthday, which is a significant event given how the journal has shaped and influenced global management research and practice. As part of the commemorative activities this perspective article aims to highlight how the journal has contributed to the development of several sub-management themes. Each theme is analysed in terms of articles published in the journal in terms of establishing existing knowledge then explaining future research ideas. This helps to solidify the journal’s reputation and standing in the field in order to foster more management research that contributes to both theory and practice. Novel social and business approaches to future organizational and manager’s needs are addressed. This will inspire more meaningful management engagement in order to further support the evolution of management research.

In the contemporary business-to-business (B2B) context, marked by technological, economic, and geopolitical turbulence, creating and maintaining Customer Engagement (CE) is both challenging and necessary for buyers and suppliers. However, while prior studies have already investigated how suppliers are adapting their practices to retain and attract customers, the buyers’ perspective is largely unexplored in existing literature. Therefore, drawing on the Paradox Theory as an interpretative lens, this research investigates the tensions that characterize CE through interviews with buyers from medium to large companies across various sectors. Results highlight that buyers are not merely passive recipients but active participants in the generation and management of tensions related to CE. At a managerial level, the study proposes an operational framework to support suppliers in adapting their engagement practices. Finally, the study suggests future research directions.

Servitization is a key strategy for enhancing competitiveness in manufacturing, yet the managerial drivers behind this transformation remain underexplored. This study investigates the impact of top executives’ service cognition on servitization using a novel index derived from text-mined disclosures of Chinese listed manufacturing firms (2007–2020). Results show that executives’ service cognition significantly promotes servitization, even after controlling for endogeneity using instrumental variables and Heckman’s two-stage model. Mechanism analysis reveals that this cognitive orientation enhances human capital accumulation and R&D investment, which in turn drive higher service levels. Furthermore, the relationship is moderated by executive power concentration and regional internet penetration. Heterogeneity tests indicate stronger effects in high-tech industries, state-owned enterprises, and large firms. These findings highlight the critical role of executive cognition in shaping strategic transformation and offer practical implications for firms and policymakers aiming to foster servitization through leadership development and supportive digital infrastructure.

Indigenous values are increasingly recognised in helping organisations contribute to wellbeing within and beyond the workplace. Adopting the theoretical lens of Māori economies of wellbeing, this case study examines how The Southern Initiative (TSI), a unit within Auckland Council, incorporates Māori values to co-create place-based solutions and foster whānau (family) wellbeing. Through kōrero (conversations) with three people, a wānanga (collaborative discussion) with TSI members, and analysis of organisational literature, we identified how TSI’s organising approach synthesises social innovation and bureaucracy. We found that indigeneity-embedded intrapreneurship, distributed leadership, and whānau-centred design support TSI’s innovations. Mana (prestige) emerged as a primary organising principle, sustaining TSI’s approach to achieving systemic change. By bridging Indigenous paradigms and conventional managerial practice, this case study demonstrates how Māori values can transform public sector management, elevate social justice, and encourage community resilience. These findings highlight culturally grounded frameworks for delivering social impact and shaping equitable outcomes.

For organisations, change is becoming a necessity to adapt to the demands of an ever-shifting external environment. In such an environment, conflicting forces create frictions that organisations must address. This study explores the mechanisms through which organisations activate the path towards strategic agility. A single case study approach is used to develop a framework that traces the path to strategic agility in the context of paradoxical tensions. The work shows that strategic agility is the result of four action dimensions that involve values, decision-making processes, knowledge and data management, and of the interconnection of internal and external structures. Instead of eliminating tensions, strategic agility enables organisations to dynamically navigate them. Our work provides organisations with a useful framework for dealing with paradoxes in order to maintain performance in challenging contexts.

This study examines how entrepreneurs balance between short-term operational continuity and long-term development amid a polycrisis comprising economic volatility, geopolitical disruption, and regulatory instability. Using survey data from 150 entrepreneurs and four case studies, it develops the Integrated Entrepreneurial Resilience and Growth model, which theorizes resilience through three interlinked mechanisms: improvizational action, institutional workarounds, and strategic reconfiguration. Findings reveal that entrepreneurs employ dual temporal strategies, improvising for immediate survival while planning for future growth. Additionally, ecosystem engagement with accelerators, mentors, and investors enhances resilience by providing resources, knowledge, and legitimacy. The study advances a dynamic and embedded understanding of resilience by linking internal adaptive capacities with external institutional support. It bridges dynamic capabilities and entrepreneurial ecosystem perspectives to explain how entrepreneurs navigate overlapping crises. The study presents a novel framework for resilience under continuous structural disruptions, offering insights for policymakers and program designers seeking to support entrepreneurship in volatile contexts.

This study examines multilevel barriers to women’s participation and contribution to the process manufacturing industry in an emerging economy. We employed an exploratory multiple-case study approach, and 24 semi-structured interviews were conducted with senior corporate managers. Drawing on the behavioral reasoning theory, intellectual capital-based view, and institutional theory-based view, the findings highlighted several individual, organizational, sociocultural, infrastructure, and institutional barriers at micro, meso, and macro levels that inhibited female participation in the manufacturing sector. This study is one of the early empirical investigations to examine the obstacles hindering women’s contributions to the process manufacturing industry in an emerging country, applying three theoretical lenses – behavioral reasoning theory, intellectual capital-based view, and institutional theory-based view. Furthermore, the insights gained from the study contribute to the literature on diversity, equity, and inclusion in the operations management domain by developing a multilevel integrative model of barriers to women’s participation in the manufacturing sector.