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An update for firms located outside the European Union of the possible extra-territorial impact of certain provisions in the recast Markets in Financial Instruments Directive and Markets in Financial Instruments Regulation (together referred to as “MiFID2”).

The focus is on the issues that are most likely to have an impact on non-EU firms, including buy/sell side financial institutions and private banks.

That the impact of MiFID2 will be felt far beyond the EU, particularly in relation to product governance, inducements and dealing commission, trading obligations, position limits for commodity derivatives and the new regime for accessing EU markets.

Non-EU firms need to assess their interaction with EU clients, counterparties and markets to identify the likely impact of MiFID2. Relevant interaction could include: manufacturing and distribution of financial instruments; the provision of investment research and dealing services to EU clients and trading in instruments which are admitted to trading on EU markets.

This article will be of interest to “third-country” firms, located outside the EU, but with a European connection, either in terms of European counterparties, investors or accessing European markets.

The purpose of this paper is to make a case for more process-based theorizing in the field of organizational change.

To emphasize the importance of a process perspective on organizational change, this paper challenges the prevalent theorizing approach that treats organizational change as entity and argues that process-based theorizing can help researchers gain a better understanding of organizational change.

To direct future research toward more process-based theorizing, this paper proposes a systematic four-step procedure for the analysis of qualitative data that helps researchers theorize organizational change from a process perspective.

Overall, this paper contributes to theorizing efforts in the field of organizational change by offering a reflective account on the challenges that entity-based theorizing entails, strengthening the position of process-based theorizing in light of these challenges and providing an outlook on how scholars can develop theoretical insights on organizational change from a process perspective.

The purpose of this paper is to examine how age and job identification affect entrepreneurial intention.

The researchers draw on a representative sample of the Austrian adult workforce and apply binary logistic regression on entrepreneurial intention.

The findings reveal that as employees age they are less inclined to act entrepreneurially, and that their entrepreneurial intention is lower the more they identify with their job. Whereas gender, education, and previous entrepreneurial experience matter, leadership and having entrepreneurial parents seem to have no impact on the entrepreneurial intention of employees.

Implications relate to a contingency perspective on entrepreneurial intention where the impact of age is exacerbated by stronger identification with the job.

Practical implications include the need to account for different motivational backgrounds when addressing entrepreneurial employees of different ages. Societal implications include the need to adopt an age perspective to foster entrepreneurial intentions within established organizations.

While the study corroborates and extends findings from entrepreneurial intention research, it contributes new empirical insights to the age and job-dependent contingency perspective on entrepreneurial intention.

To provide evidence-based recommendations on the types of leader behaviors organizations should target for a better return on leader training investment the authors draw on the destructive and constructive leadership behavior model and the bad is stronger than good proposition to examine the following question: Compared to constructive leader behavior, does destructive leader behavior have a greater effect on follower outcomes or is something more nuanced occurring?

The authors used Qualtrics online panels to collect data (N = 211 and N = 342) from full-time office-based participants. They used multivariate latent regression and dominance weights analyses to examine the relative strength of destructive versus constructive leader behaviors on followers' satisfaction with leader, and task performance.

Across both samples, leader hypocrisy and leader social undermining had relatively stronger effects on follower satisfaction with leader. Leader knowledge hiding had a relatively strong effect on follower task performance. Leader ethical conduct had the strongest association with follower satisfaction with leader in both samples. Hence, the authors' results were aligned with the bad is stronger than good proposition.

The authors' show that white-collar organizations can benefit from improved follower attitudes and performance by reducing leader hypocrisy and social undermining (destructive behavior) while simultaneously promoting leader ethical conduct (constructive behavior).

This paper examines and discusses the need for micro-level analyses of academic entrepreneurship and outlines a micro-level research agenda for the study of academic entrepreneurship.

Based on a review of academic literature on academic entrepreneurship, this study focuses on individual actors and suggests some future research agendas.

The authors highlight that more studies dealing with academic entrepreneurship need to take a micro-level perspective, thereby outline several fruitful avenues of research: (1) star scientists and principal investigators, (2) TTO professionals, (3) graduate entrepreneurs, (4) university administrators, (5) policy makers and funders as well as (6) micro-level organisational routines.

This paper derives three main implications for management practice and policy. First, there is a real need to develop the managerial skills, competencies and capabilities of scientists and individuals. Second, policy makers need to ensure the necessary resources to pursue a paradigm shift towards more entrepreneurial thinking and action and create adequate incentives. Third, firms need to offer support and guidance on how to best commercialise and transfer scientific knowledge and ideally complement support structures of universities and research institutes.

This paper provides an organising framework for the study of micro-level academic entrepreneurship and emphasises the need to focus further on individual actors and how their actions, behaviours and approaches contribute to academic entrepreneurship in different institutional, environmental and cultural contexts.

Digitalization is changing organizations with positive and negative impacts such as increased autonomy on the one hand and increased surveillance and control on the other hand. In this context, new modes of control occur: in addition to managerial control, new modes of control are multi-directed, stemming from colleagues, customers and underlying algorithms. This paper investigates the interrelation of autonomy and new modes of control in digital work contexts from the workers’ perspectives.

Empirical data are based on a mixed-methods approach combining qualitative interviews with 25 and a quantitative questionnaire with 127 workers from urban food logistics organizations in Germany.

The results show that new modes of control are relevant for work engagement in digital work contexts: managerial and algorithm control are perceived as support. Peer and customer control are perceived as coercion.

Besides investigating the interrelation of autonomy and control and differentiating new modes of control, our study also makes important contributions to the perception of control as support and coercion.

Research on biases in investment decision-making is indubitably important; however, studies in this context are relatively scarce. Unpacking bias has received attention in the psychological literature yet very little attention from management accounting research. This bias suggests that the perceived probability that an event will occur generally increases when the event's description is unpacked into a disjunction of subevents. The authors hypothesize that for a capital investment decision context, managers' judgement of the probability of a future event depends on whether the event is described as one packed event or is unpacked into several disjoint subevents. Additionally, the authors propose that altering the format of the description of an event's occurrence from percentage values to relative frequencies reduces unpacking bias.

To test the study’s hypotheses, the authors conducted two experiments based on a 3 × 2 mixed experimental design in which manager participants were asked to estimate the failure probabilities of technical systems in the context of an investment decision.

The authors provide evidence that unpacking bias occurs in an investment scenario, which can be characterized as a high-stakes decision context. Changing the format in which probabilities are presented from percentage values to relative frequencies significantly reduces the bias.

Additional instructions did not further reduce unpacking bias.

For investment decisions under uncertainty, performance indicators in management templates should be presented in relative frequencies to improve managerial decision-making. The fact that the authors could not show an additional effect of instructions in management accounting reports indicates that it is challenging for management accountants to reduce the biased decision-making of managers by “teaching” them through the provision of instructions.

The authors contribute to accounting research by illustrating unpacking bias and by deriving a debiasing mechanism in a capital investment decision context.

The purpose of this paper is to investigate how Chinese firms’ innovation is related to their perceived incentives and pressures from the transitioning institutional environment.

A sample of 166 manufacturing firms located in Guangdong Province (China) is analyzed using binomial and moderated multiple regression models.

The results show that institutional incentives are more effective in promoting incremental innovations than radical ones, whereas institutional pressures are more pronounced in facilitating radical innovations than incremental ones. In addition, the interaction between the two divergent institutional forces is negatively related to innovation performance.

The findings inform managers and policy makers in institutional transition environments to consider and balance the effects of institutional forces. Firms should match the institutional incentives and pressures with their own innovation objectives in terms of incremental or radical goals, and take caution to deal with the divergent institutional directions, so as to avoid the negative interaction effects. Policy makers should take a systems approach when considering the incentive-based and/or command-and-control designs of innovation policies and regulations.

The study contributes to existing literature on institutions and innovation by disentangling incentive and pressure effects of institutions, regulation and innovation policies, as well as the combined and interaction effects intrinsic within institutional mixes.

This article aims to place the emergence of coaching in its appropriate historical context and address the lack of historical attention given to this subject. In tracing the path the coach has taken in becoming a management concept, the article seeks to draw attention to its unique history as an object that has been transformed into a popular management concept.

This article reviews how coaching has been portrayed in various books, articles and research papers since appearing as a transportation object in the 15^th century.

The coach began as a technology used for transportation, evolved into an object that was associated with a type of status and then became a prominent character in sport, before ultimately becoming an influential management concept. Across historical periods discussions of coaching have tended to involve individuals who experience coaching. A consistent feature of these discussions is the issue of professionals and professionalism.

It is difficult to determine the date when our contemporary notions of the coach were first discussed, as these discussions originally involved slang, and a lag exists between talking about coaching and writing about it.

Concerns have been raised in the management discipline regarding the influence of research on practice and as advocates of coaching seek professional and scientific legitimacy, this historical review offers a perspective that can enhance discussions of these issues.

This paper places the popularity of this concept within a historical context that outlines how the idea of coaching evolved from a form of technology to a concept associated with a wide array of management topics.

Does client embeddedness lead to improved employee quality of life, such as job satisfaction, affective commitment and employee engagement? If so, is this relationship affected by gender, age, tenure and psychological contract breach (PCB)? The paper aims to discuss these issues.

Regression and ANOVA analysis of a two-wave sample (n=121) of employees working for an aged care provider.

Client embeddedness at Time 1 predicts employee quality of life at Time 2. However, in this sample, this relationship is unaffected by gender, age and length of service. High levels of PCB weakens the relationship between client embeddedness and job satisfaction.

The employee-client relationship directly improves quality of working life. However, it is unclear whether this finding is unique to this organisation, or whether client embeddedness can be cultivated over time or is a characteristic of an employee.

Organisations can substantially benefit from encouraging appropriate client-employee relationships. By adopting HR practices aimed at acquiring and cultivating client embeddedness through recruitment, performance management and training practices, organisations may increase employee quality of working life, and reduce employee turnover.

This paper substantially increases the understanding of client embeddedness by clarifying the direct effects of the client-employee relationship, and by identifying boundary conditions on the effect of client embeddedness. It also points to a distinct approach to recruiting and developing employees in client-facing industries.