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The extant literature suggests that performance may be a function of the degree to which market information is systematically collected, disseminated and responded to (i.e. market orientation). However, the majority of empirical research on the market orientation to performance relationship has focused on manufacturers and has not distinguished between incumbents and new entrants. Our study of incumbent firms involves the market orientation to performance relationship in the context of services in the growing and competitive Internet industry. We found that market orientation did not directly affect performance, nor did the interaction of market orientation and perceptions of new competitors. However, perceptions of traditional competitors directly affected performance and interacted with market orientation to affect performance.

In 1930s Britain, tennis champion Fred Perry was a household name. However, the name Fred Perry is more commonly associated with striped-collar polo shirts featuring a laurel wreath logo. In the late 1960s, Fred Perry polo shirts were standard mod and Skinhead dress. When worn by working-class youth the shirt became subversive commentary on English elitism because it had originally been designed for the tennis courts. Many punks also aligned with the brand in dual demonstration of association with working-class ethics as well as an alternative to t-shirts. In the 1980s and onward, this sartorial style was appropriated by right-wing white nationalists, which stripped it of its subcultural spirit. Patriot groups, such as neo-Nazis and the alt-right have continued to co-opt the subcultural style, simultaneously turning the Fred Perry polo into a symbol of racism and bigotry. The multi-use of the Fred Perry brand creates a challenge in how to interpret visual cues when one garment has competing perceptions that at times can be completely opposing. This study examines the history of the Fred Perry brand through the lens of symbolic interactionism, specifically how the shirt evolved from a rather innocuous, yet subversive, form of merchandize repurposed from the tennis world to youth subcultures where the polo communicated group identity. As the brand has moved through fashion cycles, the association of the Fred Perry polo with deviant groups has reduced the brand to representations of hate and separation, which has impacted sales and brand image with its intended consumers.

Purpose: Being the victim of sexual violence can lead to long-term health consequences. In response, rape crisis centers provide support to survivors of sexual violence including medical and mental health treatment or referrals to treatment. A history of exclusion and provision of service by cisgenderist binary categories limit the ability of rape crisis centers to serve transgender survivors of sexual violence. Can gender be a way to provide safe, inclusive healthcare or is it necessarily a way to enact gender oppression? How can rape crisis centers and other healthcare organizations become more inclusive of transgender people?

Methods: In addition to fieldwork at a rape crisis center that had a trans inclusion project, interviews were conducted with staff and volunteers at the rape crisis center.

Findings: I found that gender-based service provision is problematic, especially when based on an understanding of gender conflated with sex category. Even organizations aiming to challenge gender oppression can reproduce it.

Practical Implications: Options for health organizations to become more trans inclusive are presented.

Originality: Research on the transgender experience, particularly at rape crisis centers and other healthcare organizations that provide gender-segregated service, is limited That literature often presents those organizing women-only space as monolithic and struggles around the inclusion of trans people oversimplified. My research illuminates how gender inequality is reproduced in an organization aimed at challenging that inequality. My research shows the logics of those engaged within an organization reproducing oppression despite individuals' desires to challenge oppression.

We review the state of the literature concerning work–family conflict in the military, focusing on service members’ parenting roles and overall family and child well-being. This includes recognition that for many women service members, parenting considerations often arise long before a child is born, thereby further complicating work–family conflict considerations in regard to gender-specific conflict factors such as pregnancy, childbirth, postpartum, and breastfeeding. Subsequently, we consider more gender-invariant conflict factors, such as the nature of the work itself as causing conflict for the service member as parent (e.g., nontraditional hours, long separations, and child care challenges) as well as for the child (e.g., irregular contact with parent, fear for parent’s safety, and frequent relocations), and the ramifications of such conflict on service member and child well-being. Finally, we review formalized support resources that are in place to mitigate negative effects of such conflict, and make recommendations to facilitate progress in research and practice moving forward.

In recent years the role of business incubators (BIs) within the small-medium enterprise (SME) dimension has grown fast, supporting SMEs, especially during the early stage. For these reasons, this paper aims to investigate how BI supports entrepreneurs in the early stage and what specific instruments are used? What kinds of relations do start-ups use (RQ2)? Finally, the authors intend to explore the long-term influence of these relationships on the economic value of the start-ups (RQ3)?

The present paper is supported by a qualitative methodology of a single case study. To reach the declared goal in terms of relationship observation, the paper applies the CAOS model (Paoloni, 2021), an interpretative model useful for analysing the relational capital within the SME dimension.

This first explanatory research confirms the crucial role of the BI in the firm’s development process. Especially in the early stage, the knowledge transfer from the BI allows the start-up to overcome its main difficulties: the organizational aspect and finance capacity.

The limitation concerns the number of start-ups observed. Future lines of research will be focused on the study of other firms to acquire more data on the topic of BI programmes and start-ups.

The managerial implication refers to advancing knowledge and practice in the area of knowledge sharing actuated by BIs. The present work underlines the importance of relational capital as an intangible asset in the development of the younger company.

This paper contributes to two different fields: knowledge sharing by relational capital and gender studies.

This study aims to offer an empirical analysis to identify the relation between the adoption of knowledge management practices and the improvement of social innovation capabilities as an outcome of the knowledge sharing. Specifically, social innovation capabilities are triggered by knowledge-sharing enablers, such as intrinsic and extrinsic socially driven motivations.

Based on a sample from 300 nonprofit organizations, the study explains causal relationships in terms of the multiplicity of triggers that act on a social innovation capability. The research applied the partial least squares structural equation modeling (PLS-SEM) method through SmartPLS 3.3 software. Data are collected from an online survey and highlight the employees’ and volunteers’ boost in nonprofit organizations to seek positive social change as a priority goal of their business model.

The results support the existence of a direct and positive relationship between knowledge-sharing enablers (i.e. intrinsic and extrinsic socially driven motivations), the mechanism of the formation of knowledge-sharing behaviors (an inside-out and outside-in process) and social innovation capabilities.

The study combines the open innovation framework with social innovation activities and investigates the role of knowledge sharing in the building of social innovation capabilities. To the best of the authors’ knowledge, the paper is the first attempt to describe a synergic framework, including open innovation literature, social innovation capability and knowledge-sharing processes.

This paper is a part of the research stream that focuses on the processes of distribution of knowledge flows along the boundaries of the organization. Thus, this study broadens the field of knowledge management and social innovation initiatives.

Previous studies show that sharing leadership in teams offers potential performance benefits across various contexts. This paper aims to investigate moderators of the effectiveness of shared leadership. In particular, it seeks to explore the moderating effects of team work function – manufacturing versus knowledge team work – and team autonomy.

In order to test the hypotheses, the authors conducted hierarchical regression analyses and ran moderated two‐way regression analyses using a field sample of 552 employees comprising 81 teams in a Danish manufacturing company.

Contrary to expectations, the results demonstrated a non‐significant relationship between shared leadership and team performance. However, as expected, work function significantly moderated this relationship such that shared leadership exhibited a negative relationship with manufacturing team performance and a positive relationship with knowledge team performance. Moreover, team autonomy was positively related to performance, and it significantly moderated the relationship between shared leadership and team performance.

The study provides a potentially useful framework for understanding boundary conditions for the effectiveness of shared leadership. However, since the design of the study is cross‐sectional, direct causation cannot be inferred. Moreover, the study took place within a single organization in a Danish context and, therefore, care must be taken in generalizing the findings without additional evidence from further research.

To the authors' knowledge, the study is the first to obtain evidence which indicates that the success of shared leadership may depend on the team work function and the level of team autonomy.

The onset of the COVID-19 pandemic certainly exacerbated the teacher shortage in the United States for all racial/ethnic groups, but especially for Black teachers. Black teachers account for 7–8% of the total teacher population and this percentage is the direct result of decades of systemic and structural barriers set against Black teachers in the form of racism. Still, Black teachers who enter the profession do so with the willingness to support all students and uplift Black students who often go years without seeing a teacher that looks like them. Black teachers often face different expectations than their white counterparts and these expectations, without the proper support, lead to Black teachers burning out at higher rates. In an effort to understand Black teachers' and the experiences that contribute them remaining in the classroom, the researchers explored Black teachers' working conditions through a phenomenological approach. The findings of this study suggest that Black teachers deserve working conditions that nurture who they are culturally and professionally, that reject actions of oppression toward them – both implicitly and explicitly, and offer spaces for Black teachers to be authentically heard.

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.