Results 251 to 260 of about 344,169 (311)

Transforming Management Education: Insights from Social‐Ecological Systems and Social Innovation Research

open access: yesJournal of Management Studies, EarlyView.
Abstract It is clear that contemporary management education (ME) needs to be transformed to tackle complex social‐ecological crises effectively. However, the concept of transformation is often ill‐defined in the context of ME; while there is also a lack of understanding about what concrete transformation trajectories (also called scaling pathways) are ...
Laura A. Colombo
wiley   +1 more source

Decentralized knowledge assessment. [PDF]

open access: yesInnovation (Camb)
Sun K, Zhou L, Guo Y.
europepmc   +1 more source

Theorizing Waste as a Technique of Power in Capitalistic Stakeholder Relations

open access: yesJournal of Management Studies, EarlyView.
Abstract Waste is an important socio‐ecological challenge of contemporary capitalism, contributing to climate change and environmental degradation. Despite its pervasiveness and its impacts on diverse stakeholders, it yet remains largely underexplored in management and organization studies.
Elise Lobbedez   +2 more
wiley   +1 more source

Unveiling Propriety, Validity and Consensus: A Multi‐level Examination of Legitimacy Following the Global Financial Crisis

open access: yesJournal of Management Studies, EarlyView.
Abstract Previous work on legitimacy has conceptualized its multi‐level nature, encompassing individual‐level propriety and collective‐level validity. Recently, scholars have introduced the construct of consensus, the degree to which evaluators agree in terms of their propriety beliefs.
Patrick Haack   +2 more
wiley   +1 more source

A Theory of Leadership Meta‐Talk and the Talking‐Doing Gap

open access: yesJournal of Management Studies, EarlyView.
Abstract We identify managers' meta‐level talk about the positive purpose, meaning, and significance of their actions as an overlooked type of leadership behaviour and call it leadership meta‐talk. We outline why leadership meta‐talk is not necessarily truthful or deceptive, but selective and loosely coupled with leadership practice.
Thomas Fischer, Mats Alvesson
wiley   +1 more source

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