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The purpose of the paper is to position Chester I. Barnard as a “management pioneer,” someone who offers an example of management theory through moral persuasion, authenticity, and trust in his “acceptance view of authority” and “zone of indifference.” The work of Barnard is supported by philosophical foundations that provide prophetic lessons for present day leaders.

The approach used to research the topic was inductive reasoning and constructive hermeneutics. Primary resources relied upon Barnard's foundational work in The Functions of the Executive as well as books and journal publications by scholars such as Isocrates, Aristotle, Smith, Kant, Weber, Follett, Gadamer, Bennis, Drucker, Cartwright, Heames, Harvey, Lamond, Wolfe, and Wren.

The research demonstrates the significance of Chester I. Barnard as a “management pioneer.” Barnard provides wisdom for effectively navigating the twenty‐first century organization under the auspices of the “acceptance view of authority” and “zone of indifference.” These concepts are predicated on Barnard's moral persuasion, authenticity, and trust as foundations for leadership. His work is a testament for bridging the gap between theory and practice and provides a model from which business schools can educate present and future leaders.

The paper examines the underpinnings of Barnard's “acceptance view of authority” and his “zone of indifference” as predicated on morality, authenticity, and trust in creating effective organizational leadership for the twenty‐first century. The work has practical applications in the education of present and future business leaders by academic institutions.

In support of Chester I. Barnard as a “management pioneer,” this paper explores some of the less commonly discussed implicit qualities and philosophical foundations for Barnard's moral persuasion, authenticity, and trust that promote the success of his “acceptance view of authority” and “zone of indifference” in the twenty‐first century. The timeless quality, application, and potential for leadership education, ensure Barnard's position as a “management pioneer.”

The purpose of this paper is to examine the nature, strength and significance of the links between organizational climate and employee turnover.

Using a self‐administered questionnaire, 70 employees from an Islamic bank were surveyed in order to examine the five main hypotheses of the study.

The study results revealed that employees' perceptions of corporate climate plays a significant role in the rate of staff turnover. Organizational justice, as a component of corporate climate, found to be the most important factor in explaining the variance in employee turnover.

The theoretical and managerial implications of the findings are discussed in the paper, together with some recommendations for managing corporate climate and turnover in today's diverse work teams and environments.

The paper examines the links between organizational climate and employee turnover for the first time, to the authors' knowledge, in the UAE and the Arabic context.

The purpose of this paper is to highlight Barnard's groundbreaking ideas, and to interpret his contributions to the philosophy and practice of business as they apply to the twenty‐first century executive.

The paper makes use of primary data by focusing on Barnard's The Functions of the Executive, as well as other material written by, and about, him. Barnard's insights on executive management are then reinterpreted in light of Ramey's Leadership Quality Commitments, whose balance is deemed an essential marker of success for twenty‐first century leaders.

The paper presents Barnard as a pioneer philosopher in the field of management, whose rich contributions have permeated management theory and practice since he first published his seminal work 71 years ago. Barnard's concept of cooperation is re‐discovered as the basis of a leadership framework that places the executive at the center of a system responsible for balancing an unstable equilibrium among life, work, and society.

The paper suggests that Barnard's contributions are as relevant now as they were 71 years ago. Exploring the competencies that make executives effective and efficient, for example, provides insights regarding the combined roles of the executive as leader and manager.

The bulk of Barnard's contributions is found in the field of management, yet his views on cooperation, moral responsibility, motivation, positive interdependence, decision making, authentic self‐hood, strategy and legacy seem incredibly in line with leadership theory. Re‐discovering him as a leadership thinker may help to bridge the conceptual gap that is perceived to exist between management and leadership literature.

The purpose of this paper is to conceptually demonstrate that the relationship between turnover and innovation is not direct as some research suggests, but rather indirect, with organizational learning as the prerequisite social mechanism that ties the two phenomena together.

This paper integrates research across a number of related areas to develop a model of the immediate and indirect organizational consequences of different rates of knowledge worker turnover.

The paper finds that certain conditions and mechanisms must first be in place to pave the way to innovation. Grounded in social capital theory, this paper describes how turnover rates and organizational learning can be curvilinearly related with respect to ambidextrous learning; how betweenness centrality and learning culture can moderate this relationship; and why organizational learning should mediate the turnover‐innovation relationship.

Faulty decisions based on simplified beliefs place organizational performance in a precarious position. Studies must consider how changes in personnel affect activities where interpersonal relationships are critical. Turnover that beneficially breathes diversity, critical evaluation, and creativity should result in benefits that more than offset its costs.

By taking an in‐depth look at previously disconnected research, the paper offers a unified model that more accurately depicts the processes and outcomes that intercede and explain how knowledge worker turnover rates come to influence innovation.

The purpose of this paper is to examine and develop a cross‐level model of the phenomenon of bullying at three levels (e.g. individual, group, and organizational).

This is a theory‐based paper operationalizing transactional coping theory across three levels of an organization relative to bullying activities.

There can be spillover from bullying from the dyadic level to other levels in the organization. While bullying is frequently discussed as an individual‐to‐individual phenomenon, the conflict can reverberate up to the group and organizational level. The interaction between the three levels needs to be taken into consideration when developing effective managerial plans to address the negative consequences of bullying.

Additional research is needed to address the interaction effect between all three levels that can be impacted by bullying acts. Without addressing the spillover from one level to another, remediation programs will be less than effective.

Bullying appears to be increasing in organizations today and affecting financial as well as human resources. Owing to the increased complexity of conducting business in a hyper‐competitive global marketplace, bullying behavior needs to be addressed by management to prevent the proliferation of bullying acts in organizations.

The unique contribution of this paper is twofold: the first to identify the externality effect of bullying behavior, and the application of a single coping theory across multiple levels of an organization.

Fayol's theories were the original foundation for management as a discipline and as a profession. Also Fayol was the first to advocate management education. Yet he has critics who revile him (or at least disparage his work) as well as followers who respect and revere him. This paper intends to enlighten today's practitioners and academicians about the relevance and value of Fayol's theories today.

The paper addresses Fayol's contributions as well as the disparagement and the reverence. It compares Fayol's work with that of Follett, Mintzberg, Taylor, and Porter. In addition, it demonstrates the original and current interpretation and application of his theories. Finally, it indicates the alignment of Fayol's theories with strategic leadership and management.

Fayol's theories are valuable and relevant for organizational leaders because Fayol was a practitioner who documented theories that worked best for him and his co‐workers. While there are those who criticize Fayol's theories, there are many others who respect them and find them useful as academicians and as practitioners. The theory of management functions aligns well with strategic leadership and management models and theories.

The paper is the first to integrate Fayol's theories with a strategic leadership model.

The purpose of this paper is to summarize the life and works of Alfred Chandler and highlight the impact of his thoughts on organizational theory, strategy and history.

The paper analyzes Alfred Chandler's life and the lasting contributions his works have provided to many disciplines as well as the work of his revisionists. Furthermore, the paper analyzes his contributions to the understanding of US business history and global business history.

Chandler's conceptualization of the growth of large business and management practices have shaped business history by transitioning from an American exceptionalist view to a more global comparative perspective.

The paper provides Chandler's insights as well as those of his revisionists regarding USA and comparative global business history.

The paper highlights Chandler's cross‐disciplinary impact and analyzes Chandlerian and revisionist perspectives in both the American exceptionalist as well as the global comparative eras of Chandler's life.

The purpose of this brief commentary is to provide a brief overview of Max Weber's life, work, and contributions to management thought before addressing the question of whether his notion of authority still holds in the twenty‐first century.

The commentary begins with a brief biographical sketch followed by an examination of Weber's conceptualization of authority, its influence on the field of management and its relevancy in the twenty‐first century.

Weber's writings on charismatic authority have been and continue to be instrumental in shaping modern leadership theory, that the charismatic form of authority may be particularly applicable and effective in today's chaotic and rapidly changing environments, and that the empowered and self‐managing organizational forms of the twenty‐first century may represent merely a different incarnation of Weber's iron cage of legal/rational authority.

This commentary makes an important contribution to the management history literature by examining an important aspect of Weber's influence on management thought, theory, and practice.