Results 151 to 160 of about 8,157 (312)

Governing Transnational Commons: How International Treaties and Multi‐Stakeholder Organizations Shape Cooperation and Conflict

open access: yesJournal of Management Studies, EarlyView.
Abstract When common‐pool resources such as freshwater, clean air, and fisheries span national borders, the collective action problems encountered are particularly severe. This study explores the role of polycentric governance systems in overcoming these pressing problems, which frequently underlie global grand challenges. Integrating political economy
Amol M. Joshi   +4 more
wiley   +1 more source

Social‐Symbolic Work of Engaging Heterogeneous Communities: Participation Work and Entangled Effects on Organizations and Communities

open access: yesJournal of Management Studies, EarlyView.
Abstract Community participation is recognized as a crucial yet problematic element for addressing many issues in social development. Generating participation, however, is particularly challenging due to existing inequalities within heterogeneous communities, making it difficult for organizations to engage marginalized groups while letting go of their ...
Trish Ruebottom   +2 more
wiley   +1 more source

The Power of Posting: An Examination of CEO Social Media Celebrity

open access: yesJournal of Management Studies, EarlyView.
Abstract The increasing prevalence of social media has prompted discussions regarding its impact on the social evaluations of organizational leaders. In this study, we develop the construct of CEO social media celebrity, which arises when a CEO obtains high levels of attention and positive emotional responses from audiences on social media.
Ann Mooney   +2 more
wiley   +1 more source

Middle Managers’ Regulation of the Emotions of Others in Strategy Implementation: A Process Perspective

open access: yesJournal of Management Studies, EarlyView.
Abstract This article develops a process model of how middle managers regulate the negative emotions of their team members to support strategy implementation. Based on a 9‐month ethnographic study in a public broadcasting company, we examine how managers navigate emotionally charged resistance to top‐down strategic themes during meetings.
Henrika Franck   +3 more
wiley   +1 more source

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