Results 281 to 290 of about 325,385 (370)

The Power of Calling: How Founder CEOs Drive Ambidexterity and Innovation in Firms

open access: yesJournal of Management Studies, EarlyView.
Abstract This study investigates the phenomenon of founder CEOs playing an inordinately crucial role in achieving firm innovation performance. While existing research compares the effectiveness of founder and non‐founder CEOs, the reasons behind founder CEOs’ advantage in achieving high innovation performance remain unclear.
Jingzhou Pan   +5 more
wiley   +1 more source

Human-in-the-loop active learning for goal-oriented molecule generation. [PDF]

open access: yesJ Cheminform
Nahal Y   +8 more
europepmc   +1 more source

Spatial Modesty: The Everyday Production of Gendered Space in Segregated and Assimilative Organizations

open access: yesJournal of Management Studies, EarlyView.
Abstract This article explores the relations between organizational spatiality, gender and religion‐informed cultural practices. Theoretically grounded in Lefebvre's spatial theory and informed by Islamic feminism, it examines the significance of Islamic spatial modesty in (re)constructing and sustaining gender (in)equalities in financial institutions ...
Shafaq Chaudhry, Vincenza Priola
wiley   +1 more source

It Takes a Village: Translating Management Ideas through an Ecology of Roles

open access: yesJournal of Management Studies, EarlyView.
Abstract Although research has provided valuable insights into how management ideas circulate across contexts and undergo translation, the prevailing focus remains on the one‐directional journey from idea suppliers to adopting entities. In contrast, we advance an ecology of roles perspective to capture the dynamic relationships between multiple actors ...
Kasper Trolle Elmholdt   +3 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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