Business and Management INK

­Resilience in the Face of Adversity: Frontline Employees as ‘Heroes’
Business and Management INK
July 10, 2023

­Resilience in the Face of Adversity: Frontline Employees as ‘Heroes’

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‘Optopia’ and the Politics of Hope
Business and Management INK
July 7, 2023

‘Optopia’ and the Politics of Hope

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Common Method Bias in Academic Papers: Cause for Rejection or No Big Deal?
Business and Management INK
June 30, 2023

Common Method Bias in Academic Papers: Cause for Rejection or No Big Deal?

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Partnering for Impact: Collaborative Design and Co-Creation
Business and Management INK
June 14, 2023

Partnering for Impact: Collaborative Design and Co-Creation

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How Frontline Instructors Can Cultivate Effective Student Teams

How Frontline Instructors Can Cultivate Effective Student Teams

This study investigates how frontline instructors cultivate student team effectiveness and uncovers some of their tacit theories about student teams.

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Disjunctions in Management Learning

Disjunctions in Management Learning

Bruno Américo and Stewart Clegg discuss organizational methodology research and answer questions about their paper, “Disjunctions in the Context of management learning: An Exemplary Publication of Narrative Fiction,” published in Management Learning.

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When the Right Thing to Do is Also the Wrong Thing: The Pandemic as a CSR Paradox

When the Right Thing to Do is Also the Wrong Thing: The Pandemic as a CSR Paradox

Professor Heidi Reed discusses the COVID-19 pandemic as a CSR paradox and explores her new paper, “When the right thing to do […]

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When Grand Challenges Literature Becomes the Tower of Babel

When Grand Challenges Literature Becomes the Tower of Babel

The management community’s sudden interest in Grand Challenges risks turning Grand Challenges literature into a Tower of Babel.

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Would You Step on Board an IT Project Named Titanic?

Would You Step on Board an IT Project Named Titanic?

This anecdote illustrates the joy of doing this research. It shows that IT project names sometimes exhibit an unexpected twist and can have a completely different effect than anticipated. One project name even surprised us as researchers on this topic.

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A Broader View of Discrimination Toward Muslims in the Workplace

A Broader View of Discrimination Toward Muslims in the Workplace

Jaya Addin Linando discusses discrimination against Muslims and answers questions about his new paper, “A relational perspective comparison of workplace discrimination toward Muslims in Muslim-minority and Muslim-majority countries,” published in International Journal of Cross Cultural Management.

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Welcome Boomerang Employees Back — Effectively

Welcome Boomerang Employees Back — Effectively

A recent Paychex survey asked individuals who quit their jobs if they were satisfied with their original decision and whether they had any regrets. About 80 percent of the more than 800 employees surveyed said that they did have regrets about quitting. In addition, 78 percent of individuals who left their jobs said that they would like to have their old job back, and 68 percent had tried to do so. Paychex dubbed this the “great regret.” However, these results give employers valuable information about the potential to work with those who have been called “boomerang employees” in previous generations.

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How to Practice Aristotelian Deliberation in Business Organizations

How to Practice Aristotelian Deliberation in Business Organizations

The authors argue that Aristotelian ethics of deliberation is a safeguard against the risks of ideological conditioning, false debates, and instrumentalization of power by the strongest people.

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