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This study aims to demonstrate the importance of organizational networks in organizational performance is relatively rich; less understood are processes in organizational networking that entrepreneurs and organizations use in making sense of rapidly changing contexts for organizational performance.

This study conducts an exploratory organizational-level narrative analysis into firms’ experiences in two major emerging markets (EMs), namely, Russia and India – to identify organizational networking processes in the midst of institutional upheavals. The study is based on in-depth case studies of firms in EMs sourced from interview data from senior management and consolidated with secondary data.

The authors find that initially firms rely on informal networks (including blat/svyazi and jaan-pehchaan/jan-pehchan) and later formal (in the form of bureaucratic followed by proprietary) networks to make sense of the changes and uncertainties in turbulent environments. The authors also demonstrate the cyclical nature of strategic sensemaking in the process of developing organizational networks for performance.

The study has a number of theoretical and practical contributions. First, it extends the well-established business networking construct to a more inclusive organizational networking construct. Second, it demonstrates that sensemaking is dependent on interorganizational networking from the outset and throughout the growth of an organization in turbulent markets – from informal to formal bureaucratic and proprietary networks. Finally, this study is unique in documenting the entire process of sensemaking from scanning to performance as well as successfully demonstrating the cyclical nature of sensemaking.

Inspired by the internationalisation paths to prosperity of small and medium-sized enterprises (SMEs), where narcissistic leaders are diligent about organisations but also pursue their dark goals, this study aims to concurrently examine two avenues for the internationalisation of narcissistic leaders in SMEs concerning the function of team organisational citizenship behaviours (OCB): corporate social irresponsibility (CSI) and digital business model innovation (BMI).

This study utilised a quantitative design emphasising mature theory research, and data was analysed using multiple regression analysis and Hayes' process model. The data for this study was collected via surveys from 270 SMEs in Vietnam.

The study showed that narcissistic Chief Executive Officers (CEOs) can penetrate the global market profoundly by utilising both the righteous path, which is based on the power of the times via BMI, and the unethical path, CSI. However, team devotion via OCB can mitigate the unethical conduct of narcissistic CEOs.

The study endeavoured to find a path to internationalisation for SMEs in emerging markets with high economic openness and increasingly close connections with international markets, via two strategies for SMEs to conquer the international market more successfully, and with utilising the foundations of CEO narcissism and team citizenship behaviour.

This study contributed to the theory of SME internationalisation by employing the resource-based view and upper-echelon theory, with the updated Uppsala model as its foundation.

To explore the Fundamental Attribution Error (FAE) bias as a potential impediment to organizational learning and to develop a conceptual model for practitioners and scholars to consider.

Our methodology includes a review and adoption of concepts from social cognition, organizational psychology, and learning theory to examine the role of FAE bias in organizational learning.

FAE bias is characterized by providing implicit support for fostering employee cynicism and resistance behaviors and facilitates ongoing cognitive cycles that hinder collaborative learning and knowledge sharing.

By understanding the role of FAE bias in organizational learning, leaders can develop strategies to mitigate the negative impact of FAE bias on organizational learning dynamics and enhance a social cycle that can improve the organization's learning culture.

This viewpoint highlights that FAE bias in the workplace can lead to a breakdown in how individuals process emotions (affect), actions (behavior) and thoughts (cognition) in social scenarios, exacerbating employee cynicism and resistance, which in turn undermines effective collaboration, communication and the overall social fabric essential for organizational learning.

This viewpoint presents a novel perspective by linking FAE bias directly to cognitive cycles that can impede organizational learning processes through cynicism and resistance behavior, which we propose should be proactively considered by organizations leveraging learning as a key management strategy.

Criticality cognitions regarding the same workplace event often differ between leaders and employees. Nevertheless, its consequences on employee work outcomes remain unknown. In this study, we draw on cognitive dissonance theory to examine how and why leader–employee differences in cognitions of workplace event criticality impact employee job-related outcomes.

Wu used multilevel polynomial regression analyses from a time-lagged, multi-source field study with 145 leader–employee dyads to test our proposed model.

Leader–employee differences in cognitions of workplace event criticality can bring both benefits and perils to employees. Specifically, such differences can cause employee rumination, which in turn leads to an increase in both employee voice and fatigue.

This study contributes to the event and cognitive discrepancy literature in four ways. First, prior event studies largely adopted a singular employee perspective for investigation (e.g. Chen et al., 2021; Lin et al., 2021). By examining the impacts of event criticality from the dual perspective of leaders and employees, we attain a more comprehensive understanding of the implications of workplace events in organizational life. Second, extant studies have predominantly focused on the dark side of cognitive discrepancy (e.g. Bashshur et al., 2011; Erdogan et al., 2004; Grandey et al., 2013). Our study reveals that leader–employee differences in criticality cognitions can have both a bright and a dark side on employee outcomes, offering a more balanced and dialectical view of the consequences of cognitive discrepancy. Third, drawing on cognitive dissonance theory, we introduce employee rumination as an underlying mechanism to explain the impacts of leader–employee differences in criticality cognitions on employee voice and fatigue. Finally, while prior cognitive dissonance research has primarily employed an intrapersonal perspective (e.g. Sivanathan et al., 2008; Pugh et al., 2011; Grandey et al., 2013), our study adopts an interpersonal lens and underscores that interpersonal differences in cognitions can also serve as an example of cognitive discrepancy to instigate internal dissonance processes. By doing so, we enrich our understanding of cognitive dissonance theory.

This study aims to investigate the relationships between managers’ cognitive styles, dynamic managerial capabilities and firms’ perceived international performance. The study is based on cognitive-experiential self-theory, dynamic managerial capabilities and international entrepreneurship.

Data were collected from 283 managers of small medium enterprises (SMEs) in Türkiye, an emerging economy. The research was conducted using quantitative methods, and Smart partial least squares (PLS) 4 software was used for data analysis. The data were examined through structural equation modelling and mediation analyses.

Findings indicate that rational cognitive styles positively influence managerial human capital, managerial social capital, managerial cognition and perceived international performance. However, the effect of intuitive cognitive styles was confirmed only on managerial cognition. Additionally, it was found that managerial cognition positively affects perceived international performance, whereas managerial social capital has a negative impact. However, the effects of managerial human capital could not be confirmed. Moreover, a full mediation relationship of managerial cognition between intuitive cognitive styles and perceived international performance was identified.

This research carves out a unique niche by synergizing cognitive-experiential self-theory with dynamic managerial capabilities to investigate their conjoined effect on firms’ international performance, an area previously underexplored. Unveiling insights from burgeoning economies like Türkiye enriches the existing body of knowledge, offering substantial contributions to the field of international business.

The study aims to attain insights into the role of destructive leadership and perceived organizational politics as catalysts for employee disengagement through the perspective of social identity theory. The research further considers employees’ defensive cognitions for a comprehensive understanding of these interrelated phenomena in the workplace.

In order to ascertain the pertinence and contextual relevance of the proposed framework, literary review was complemented by a survey-based study encompassing 114 full-time employees purposively selected from the six systemically important banks of Pakistan.

The findings accentuate the significance of destructive leadership in inducing withdrawal behaviours among employees directly and indirectly through continuance commitment. The results also underline perceptions of politics as a significant work environment impediment amplifying employees’ propensity to undergo psychological withdrawal.

The study contributes to strategic human resource management literature by offering an identity-based explanation for employees’ disengagement, considering Pakistan’s power-distant and collectivist orientation. The research further introduces an empirical novelty by postulating a total effect moderation model.

While corporate social responsibility (CSR) has been gaining support for the role it plays in employee outcomes, such as organizational identification (OID), the view of CSR from a social identity perspective is underdeveloped. This conceptual chapter explores the role of social identity processes grounded in organizational justice to develop a model of CSR attributions and the moderating role these attributions play in organizational member outcomes. CSR is understood as the relational processes happening with stakeholders, and these relationships engage specific organizational identity orientations. The social identity process flows from there, resulting in CSR attributions including strategic, relational, and virtuous. Using social identity, organizational identity, and organizational justice, this chapter makes two specific contributions: a CSR attribution typology grounded in organizational justice and the moderating impact of these attributions between activated justice dimensions and resulting organizational member outcomes.

Medical disruptive innovation is essential for deepening the reform of health-care system. The theory of general disruptive innovation assumes that innovations can diffuse by benefiting and attracting consumers through observed and objective relative advantages. Yet decision-makers for adoption in health-care settings are safety-sensitive professionals whose cognitions barriers about underperformance in focal attributes will impede further evaluation of innovation's ancillary performance. Existing studies do not answer the question of how such innovations can overcome safety barriers, find early adopters and grow to the early majority. The purpose of this study is to investigate the process, mechanism, and path of early diffusion of medical disruptive innovation.

The authors conduct a longitudinal case study of the diffusion of Enhanced Recovery After Surgery (ERAS) in China during 2011–2018.

The authors find that the diffusion process of medical disruptive innovations can be viewed as a cognitive evolutionary process that sequentially establishes conformity, differentiation and normalization. Cognition reframing of expert, meaning and benefit for professionals is its implicit mechanism. When adoption may trigger cognitive concerns, actors’ very early (dis)adoption is driven by a combination of structural position, innovation attributes and performance perceptions; central actors then play amplifier roles in the development from early adopters to the early majority.

This study proposes a process theoretical framework for the early diffusion of disruptive innovation. By dissecting the key processes and mechanisms from a cognitive perspective, the study offers theoretical contributions and practical insights into the diffusion of disruptive innovation in professional settings.

Using the upper echelons theory, this study aims to investigate the moderating effect of managerial discretion (MD) on the impact of dynamic managerial capabilities (DMCs) on established firms’ (EFs) response strategies to disruptive innovation (RStDI).

A cross-sectional study was conducted using an online questionnaire to collect data from senior management of sample firms, targeting the population of professional service firms (PSFs) operating in the Emirate of Dubai. After receiving 491 responses, data was analyzed using IBM packages (SPSS and Amos) through a covariance-based structural equation modeling technique.

As proposed, the underpinnings of DMCs (managerial human capital, managerial social capital and managerial cognitive perceptions) were associated with EFs’ strategies for responding to DIs. Surprisingly, despite theoretical predictions, MD did not moderate the relationship. These findings provided support to the main propositions of the upper echelons theory, however, not for its contextual moderator (MD).

The cross-sectional approach to testing the research model limits the identified significant effects that should be further investigated. The research sample was restricted to PSFs operating in Dubai, UAE, thus limiting the generalizability of the findings to the examined context.

The findings of this investigation are valuable to managers and hiring teams. They provide empirically supported insights on the critical role of managerial dynamic capabilities underpinnings (human capital, social capital and cognitive perceptions) in facilitating organizational RStDI. The findings also provide significant insights to policymakers, notably on the importance of innovative and well-crafted policies and regulative frameworks that enhance MD.

This study provides one of the first empirical quantitative analysis to assess MD and test its effects as a moderator, thus contributing significantly to the existing theoretical arguments on MD. To the best of the authors’ knowledge, this study is among the first to quantify the relationship between DMCs and organizational RStDI.

The process of fostering and enhancing employee creativity (EC) is multifaceted and involves various challenges and contradictions, with paradoxical leadership (PL) playing a crucial role. However, previous research has neglected the importance of employee emotions, resulting in an incomplete understanding of the underlying mechanisms. To address this gap, this study draws upon the triadic reciprocal determinism of social cognitive theory to construct a moderated mediation model. The objective is to investigate the mediating role of harmonious work passion (HP) in the relationship between PL and EC. Furthermore, the study aims to explore the moderating effect of proactive personality (PP).

Two surveys were carried out in eight enterprises situated in China. A total of 337 employees took part in the questionnaire survey to explore the correlation between PL, PP and HP. Additionally, 42 supervisors participated in evaluating the creativity of their subordinates. To test the proposed hypotheses, this study utilized hierarchical regression analysis on a sample of supervisor-subordinate pairs.

Paradoxical leadership is positively correlated with employee harmonious work passion. Harmonious work passion is positively correlated with employee creativity. Harmonious work passion plays a mediating role between paradoxical leadership and employee creativity. Proactive personality moderates the relationship between paradoxical leadership and harmonious work passion. Proactive personality moderates the indirect effect of harmonious work passion on the relationship between paradoxical leadership and employee creativity.

The results of this study provide practical suggestions for improving EC. For example, organizations can select supervisors who exhibit PL qualities and enhance the training programs for leaders in the domain of paradoxical thinking. Furthermore, it is crucial for leaders to prioritize the development of employees' HP and to be attentive to the distinct individual variations present within their workforce.

This study enriches the research on the mediating and moderating mechanism between PL and EC and opens the black box from the perspective of emotion. Moreover, this research examines the boundary condition under which PL functions. The study reveals the interaction of environment, personality, cognition and emotion on creativity and provides a new perspective and empirical support for future research.