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This essay articulates the vision of a flourishing classroom, which arguably is the ultimate goal of a positive approach to management education. By demonstrating how improvisational theater is the epitome of a flourishing ensemble, this essay proposes that there are some lessons educators can glean from improvisational theater in order to achieve a flourishing classroom. The applications, benefits and challenges of applying improvisational theater in the classroom are also discussed.

This essay articulates the vision of a flourishing classroom, which arguably is the ultimate goal of a positive approach to management education. By demonstrating how improvisational theater is the epitome of a flourishing ensemble, this essay proposes that there are some lessons educators can glean from improvisational theater in order to achieve a flourishing classroom. The applications, benefits and challenges of applying improvisational theater in the classroom are also discussed.

Improvisational theatre can shed some light on teaching pedagogies within the classroom. Building trust in the classroom community, framing failure as learning opportunities, and promoting the improvisational mindset can enable students to learn better.

This essay articulates the vision of a flourishing management classroom, which arguably is the ultimate goal of a positive approach to management education. By demonstrating how improvisational theater is the epitome of a flourishing ensemble, this essay proposes that there are some lessons management educators can glean from improvisational theater in order to achieve a flourishing management classroom. The applications, benefits and challenges of applying improvisational theater in the classroom are also discussed.

For business and management higher education (HE) to transition graduates to digital workplaces and careers, it’s crucial they develop competencies (digital and traditional, soft and technical, new and old) that are relevant and applicable.

Insights are obtained from 60 comprehensive interviews with HE business students, educators and industry practitioners.

Six synergistic competencies are described that leverage synergies of (often) divergent competencies in the digital age of business, integrating them with a recently emerged multi-disciplinary competency framework. Each synergy states its target application, purpose and is aligned with specific HE practices.

Scholarship of competencies is re-oriented away from clusters and towards synergies, with a new inter-disciplinary competency framework validated to business in the digital age, with directions provided for HE.

This study aims to explore the potential benefits of integrating Artificial Intelligence (AI) with Social Emotional Learning (SEL) in educational settings.

A systematic review of emerging AI technologies such as virtual reality, chatbots, sentiment analysis tools, gamification and wearable devices is conducted to assess their applicability in enhancing SEL.

AI technologies present opportunities for personalized support, increased engagement, empathy development and promotion of well-being within SEL frameworks.

Future research should focus on addressing ethical concerns, fostering interdisciplinary collaborations, conducting longitudinal studies, promoting cultural sensitivity and developing robust ecosystems for AI in SEL.

This study contributes by outlining pathways for leveraging AI to create inclusive and supportive learning environments that nurture students' socio-emotional competencies, preparing them for success in a globally connected world.

As brands progressively become instruments for consumers to advocate for social change, many feel pressure to engage in social purpose branding (SPB) through addressing social issues. In a rush to remain socially relevant, brands have approached SPB differently; some genuinely intend to advance the social issue, while some intend to capitalise on social movements to mobilise the brand. This paper aims to explain these differences by theoretically outlining various approaches to SPB.

This mixed method paper draws on theory, interviews with marketing practitioners, and practical exemplars to present a typology of SPB approaches. 

Using institutional logics theory, SPB is categorised into four approaches: social purpose-driving, social purpose-driven, social purpose-aligning and social purpose-washing.

The typological framework for SPB advances this domain to outline effective and ineffective ways for brands to engage with social issues. A detailed agenda for further research is provided to guide ongoing SPB research. 

The typology presented reduces complexity and helps marketers understand the different approaches to engaging with a social issue. Given the growing intertwinement of brands and social issues, this research is essential for brands seeking to advance a social issue and remain relevant.

This paper offers a novel conceptualisation of SPB by defining it, identifying a framework of its characteristics, and detailing four SPB approaches. 

Business schools play a significant role in providing individuals with the ability to adapt to constantly changing environments. Such agile organizations require deans who, as leaders, possess the knowledge and attributes of astute and responsible executives. In this regard, the measurement of the attributes of leadership paves the way for evaluating a leader’s options process. In this study, we measure the attributes of leadership to pave the way for evaluating a leader’s decision-making process.

The rich data included the opinions of 93 university professors from seven countries: Iran, India, China, France, the UK, Canada and the USA. In appraising the responses, the authors considered the nationality and the development level of each participant’s country and continent. In this study, the authors developed an online questionnaire based on the best-worst method (BWM). By performing a one-way analysis of variance (ANOVA), the authors also determined the significant statistical differences of the scientific communities through the lenses of authentic leadership, leader-member exchange and social identity and leadership.

The results provide evidence of transparency, measured as the most important criterion for leading a business school, i.e. knowledgeable deanship. Furthermore, the findings reveal a meaningful difference between developed and developing countries in the context of an authentic leadership pillar.

This paper contributed to the literature in five major ways as follows: The authors investigated the attitudes of scientific communities from different countries, business schools, BWM, dean selection and leadership evaluation.By means of the BWM, the authors measured the criteria culminating in the selection of a knowledgeable leader for a business school.The authors compared and contrasted the attitudes of scientific communities in developing countries vis-à-vis those in developed ones.The authors addressed the differences and similarities among countries in relation to the selection of a knowledgeable business school leader.The authors provided beneficial insights by addressing the different perspectives of researchers on the weights of the criteria involved in the selection procedure for a business school dean.

Since research has already shown that social distance affects the relationship between employees and the organization, this study (1) examines job-related resources that contribute to teleworkers’ organizational commitment and (2) works out how internal communication professionals can strategically address them.

A total of 50 problem-centered, semi-structured qualitative interviews were conducted with teleworkers from Austrian and German organizations between March and June 2021.

The interview data resulted in eight job-related resources that contribute to teleworkers’ organizational commitment. By pointing out the communicative aspects of these resources, we discuss how internal communication professionals can strategically engage to maintain the connection between teleworkers and the organization despite the distance. It highlights the communicators’ role as a strategic communicators and networkers, as enabler and as key speaker for employees’ needs.

The data were collected during a health crisis (COVID-19 pandemic) in the context of Austrian and German organizations and refers to the perspective of employees for whom teleworking israther new.

The study provides in-depth insights into teleworkers’ expectations and entails clear implications for the practice of internal communication professionals to strengthen teleworkers’ commitment.

The purpose of this paper is to explore the phenomenon of organizational unlearning with a focus on challenging path dependence and its implications on the organizational change field. By generating a taxonomy of unlearning definitions and examining the dimensions, actors and processes involved, the authors aim to offer a holistic understanding of organizational unlearning and its potential applications for organizations facing ambiguity and uncertainty.

This conceptual paper draws the literature on organizational unlearning to map existing definitions and categorize them into a comprehensive taxonomy to propose a model focused on the outcomes.

The findings highlight that organizational unlearning involves the three main organizational dimensions (micro: individuals; meso: groups; macro: organizations) and that the macro-organizational perspective represents the best fit for the concept. Furthermore, the authors’ argue that the most appropriate process for understanding the unlearning phenomenon is through challenge, as it allows the questioning of the present and facilitates critical reflection. Finally, applying organizational unlearning to path dependence concept, the authors’ posit that organizations can overcome negative transfer effects and build new awareness to reinterpret their dependencies in light of environmental changes.

This study contributes to the literature on organizational unlearning by providing a comprehensive taxonomy of definitions, clarifying the dimensions, constructs and processes involved. The integration of challenging path dependence with organizational unlearning offers a novel perspective on the potential for organizational change field. The paper’s findings have practical implications for organizations striving to survive and develop in uncertain environments.