This paper addresses an important knowledge gap regarding the internationalization of family businesses. To understand the specific factors that influence the internationalization of these firms, this paper investigates the role and articulation of entrepreneurial orientation (EO) and family social capital (FSC) on internationalization performance. Our findings reveal that the more entrepreneurial the family business, the higher the likelihood of identifying and exploiting business opportunities in foreign markets. The moderating effect that FSC can have on the dynamics between EO and internationalization indicates that this relational family specific asset facilitates organizational stability and performance enhancement.

Responding to calls for more knowledge about the motivations (and changing motivations) of self-initiated expatriates (SIEs), this qualitative research examines 58 Australian SIEs working in culturally (dis)similar host contexts, to address the question: Why are Australian SIEs motivated to expatriate to South Korea or the United Kingdom? The findings demonstrate that, although personal/lifestyle considerations are important to SIEs, career-related considerations are either primary or become more prevalent following expatriation. The findings reveal that, while SIEs expatriate with particular motivations, over time their motivations may change as other factors determine desire to stay/leave a host country. Drawing on self-determination theory (SDT), the research highlights variations in extrinsic and intrinsic motivations of SIEs including those who intended to utilise their expatriation as part of a boundaryless career and those who unintentionally found themselves focused on career. Knowledge of (changing) motivations is salient to organisations' selection decisions and support for international employees.

Dynamic capabilities are central to firms' strategic decision-making and have received increasing attention in recent years due, in part, to the development of the information society. This research explores how web-based and human information sources interact and advance the development of dynamic capabilities. We use a mixed-methods approach executed in two studies. Study 1 reports insights gleaned from in-depth interviews with 12 senior managers. Study 2 provides the findings from a survey completed by 139 senior managers. The analysis indicates that the use of web-based and human information sources facilitates all dynamic capabilities types – sensing, seizing, and reconfiguring. Furthermore, sensing mediates the effects of the information sources on seizing and reconfiguring. This research highlights the strategic potential of using business information sources to advance dynamic capabilities while differentiating between the most commonly used information sources and inspecting their individual and synergistic effects on the advancement of dynamic capabilities.

Drawing on the configuration argument of strategic fit – i.e., an effective alignment of a firm's strategy with its environment, internal structures, and processes – and the resource-based view, this paper clarifies the impact of alliance strategy, alliance management resources, and alliance management capabilities on innovation performance in collaborative ventures. This study of 441 collaborative ventures in the electronics industry offers empirical support for the configuration argument. First, greater alliance strategy formalization influences innovation performance directly and indirectly. Alliance management capabilities – that reflect organizational routines to implement an alliance strategy – partially mediate this effect. Second, alliance management capabilities leverage alliance management resources in that the effect of the former on innovation performance is moderated by the latter. Furthermore, greater innovation strategy formalization affects innovation performance and moderates the direct effect of alliance strategy formalization on innovation performance; an effect that increases with technological uncertainty.

Indigenous entrepreneurial ecosystem development is not addressed in research. We define and characterise Indigenous entrepreneurial ecosystems and their evolution based on a qualitative study comparing Indigenous entrepreneurship in Chile and in Aotearoa New Zealand. We draw on interviews with 10 Mapuche entrepreneurs in Araucanía and 10 Māori entrepreneurs in the Bay of Plenty, observation, and a literature review to address the question – how does an Indigenous entrepreneurial ecosystem develop along with the social, economic, and political development of mainstream society? We find that Indigenous entrepreneurial ecosystems evolve with the economic and social environments of their countries because of an internal imperative towards cultural continuity and the resilience of culture to change. We find that mature Indigenous entrepreneurial ecosystems are associated with higher states of development and support a broader range of business models. Implications for policy, practice, and research are discussed.

How organizations utilize capabilities to achieve competitive advantage and improve performance has received an abundance of scholarly attention. Both ordinary and dynamic capabilities (DC) enable organizations to achieve higher performance when leveraged appropriately and under favorable conditions. The complexity of an organization's motives for why and how different capabilities are acquired drives us further to explore what complementarities organizations might achieve and under what contexts. Specifically, we explore how firms engaging in mergers and acquisitions (M&A) to acquire dynamic and/or ordinary capabilities experience different market reactions and levels of short- and long-run value creation given environmental uncertainty. Our results support the acquisition of ordinary capabilities for predicting positive short-term market reactions and of DC for longer-run firm performance post-M&A, with uncertainty factors moderating these relationships. We discuss both the theoretical and practical implications of uncertainty and acquisitions of these capabilities and offer suggestions for future research.

Risks and uncertainties of increasing severity and variety characterise the operating environments of most multinational enterprises (MNEs). Surprisingly limited attention has been given to understanding the antecedents and nature of risk and uncertainty management capabilities. In this study, we contribute to the organisational capability research, by examining the antecedents of risk and uncertainty management capabilities and theorising how MNEs develop and transfer risk and uncertainty management capabilities across borders. By drawing on empirical evidence from MNEs operating in New Zealand, we conceptualise the role of environmental factors – including country risk profile and regulatory environment – in shaping firms' risk and uncertainty management capabilities. We also inductively theorise about the organisational factors that support the development of risk and uncertainty management capabilities in MNEs, and explain which factors influence their cross-border transferability. Finally, we discuss our study's limitations and offer future research directions.

Organizations characterized by a climate and culture of competition and overwork facilitate the emergence of the workaholism phenomenon, as they provide favorable conditions for employees to spend more time in the workplace. Many of these employees are successful in their careers both in financial terms and in job satisfaction. This article aims to study the influence of workaholism on the perception of career success. The sample consists of 234 Portuguese individuals who were working in a professional context. The results reveal that pleasure at work influences career success perception in both objective and subjective dimensions and that work involvement influences only the subjective dimension of the career success perception. The findings of this study will contribute to the increase of knowledge in the workaholism and career success areas in light of the coronavirus disease 2019 pandemic so that companies are able to adopt strategies in order to optimize their resources and increase their productivity.

The majority of supervisor organizational embodiment (SOE) research has focused on its role as an important boundary condition in the context of leadership and management studies. In a multi-source field study, we seek to extend this research stream by examining an antecedent and outcome of SOE. Specifically, we leverage social cognitive theory to develop and test a trickle-down model of organizational embodiment across three organizational levels (i.e., upper-level managers, middle-level supervisors, and lower-level employees). Subsequently, we propose and demonstrate that manager organizational embodiment (MOE) trickles down and positively impacts SOE. In turn, SOE trickles down and positively impacts employee organizational embodiment. Furthermore, supervisor neuroticism strengthens the relationship between MOE and SOE when supervisor neuroticism is relatively high compared to relatively low. The findings provide evidence for a trickle-down model of organizational embodiment. Theoretical contributions, practical implications, and future research are discussed.

Do perceptions of work conditions prompt employees to adopt entrepreneurial behaviors? Does well-being play a role in this relationship? This paper proposes an integrated model of the associations between perceptions of work conditions (job resources and job demands) and the dimensions of entrepreneurial behaviors (innovative behavior, proactive behavior, and risk-taking behavior). Following the job demands-resources model, we also explore whether employees' well-being (work engagement and emotional exhaustion) mediates the association between work conditions and employees' behavior. Survey data of 257 R&D employees from the chemical sector in Spain were analyzed. The research concludes that different work conditions correlate with the dimensions of entrepreneurial behavior of employees (EBE) in different ways. Job demands are associated with innovative work behavior. Feelings of engagement are related to the dimensions of EBE and play a mediating role between job resources and EBE. Moreover, feelings of exhaustion and risk-taking behavior are connected.

Previous corporate governance research has paid little attention to the role of chief executive officer (CEO) labor markets in controlling CEO behaviors because the CEO labor market has been considered inefficient. With the increasing mobility of top executives across firms, however, the potential of CEO labor markets to serve as an external disciplining force has been growing. In this study, we argue that CEOs will be more pressured to engage in desirable behaviors as the CEO labor market becomes more efficient. Using a longitudinal sample of S&P 1500 firms in high-technology industries in United States from 2011 to 2019, we found that CEOs tend to increase R&D investment as CEO labor market supply increases. We also found that the tendency is greater when external CEO succession is more frequent in the market. Our results demonstrate that CEO labor markets have the potential to function as an effective external governance mechanism.

This study builds on the relatively limited work examining police officer identity, dedication, and organisation citizenship behaviours (OCB), by connecting illegitimate tasks to these outcomes. From the textual analysis of focus group responses by members of an Australian state police service, a clear social identity of ‘copper’ emerged among constables, and when this copper identity was threatened, the constables' dedication and levels of OCB depleted. The most serious threat to that identity was the need to perform illegitimate tasks based on perceived time-wasting activities. However, a new negative phenomenon, tasks reducing professional discretion, emerged as a third type of illegitimate task. The study also indicates that future studies of police dedication and OCB depletion need to consider the negative socio-political aspects of managerialism.

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 how employee perceptions of the availability and the (in)effectiveness of human resource (HR) practices in schools relate to employee performance via work engagement. Incorporating the views of 208 Dutch primary and secondary education teachers, this study's findings show that both the availability and effectiveness of HR practices are positively associated with teacher work engagement and in turn job performance. However, when employees perceive the available HR practices as effective, this has a stronger effect on teacher work engagement compared to when they only perceive the HR practices as available. Moreover, results show that HR practices that are mentioned as available, but considered ineffective, are negatively related to employee engagement and job performance. Finally, our results provide initial evidence for potential differential effects of ability-, motivation- and opportunity-enhancing HR bundles on work engagement and job performance, depending on whether the availability, ineffectiveness or effectiveness of HR practices is studied.

A previous meta-analysis of dimensional structure research published during the latter half of the 20th century revealed significant intercorrelation among structural dimensions inspired by Max Weber's bureaucratic ideal type, providing support for continued research on dimensional structures and for the bureaucratic structural model that served as its theoretical foundation. A new meta-analysis reported in this article, motivated by questions regarding the continued applicability of bureaucratic dimensional models in the later era of new organization forms, indicates that many of the interrelationships among five structural dimensions (formalization, standardization, specialization, vertical differentiation, and decentralization) have weakened since the time of the earlier meta-analysis. The results of this study, conducted using a sample of 346 correlations from a collection of 155 published articles, are interpreted as failing to provide consistent evidence supporting a central tenet of the bureaucratic structural model, therefore, as indicating that dimensional structural research now lacks a viable theoretical foundation.

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.

Although the potential of arts to promote social inclusion is recognised, barriers to social inclusion for disabled people in the arts is under-researched. Based on 34 semi-structured interviews with disabled people and those without disability from four arts organisations in Australia, the paper identifies barriers for social inclusion for disabled people within performing arts across four dimensions: access; participation; representation and empowerment. Findings highlight barriers are societal, being created with little awareness of needs of disabled people, supporting the social model of disability. Findings have implications beyond social inclusion of disabled people within the arts, demonstrating how the arts can empower disabled people and enable them to access, participate and represent themselves and have a voice. Our framework conceptualises these four barriers for social inclusion for disabled people for management to change.

The success and competitiveness of an organization recruiting the emerging workforce i.e., millennials can be ascribed in part to the organization's corporate social responsibility (CSR) engagement. This study explores the impact of organizational CSR on Nigerian millennials' joining intention through CSR motive perceptions: CSR-based organizational attractiveness (CSR-based OA) and perceived altruism (PA). To examine the empirical relationship among variables, data were obtained from respondents who were seeking employment or in-between jobs. Results revealed that CSR-based OA and PA significantly mediate the relationship between CSR and millennial joining intention. Findings present a unique perspective that significantly expands the literature. The implications of results are discussed and recommendations to managers are presented.

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.