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This study aims to investigate the relationship between feminine gender identity and leadership intention. Based on the theory of planned behavior and social role theory, the indirect relationship between feminine gender identity and leadership intention was analyzed through affective motivation to lead and perceived leadership self-efficacy. In addition, drawing on the person–environment fit theory, feminine gender identity was examined as a moderator of the relationship between cooperative organizational culture and leadership intention.

A cross-sectional survey was administered among a sample of 183 full-time employees.

Results demonstrated that controlling for sex, perceived leadership self-efficacy mediated the relationship between feminine gender role identity and leadership intention. In addition, feminine gender role identity acted as a moderator in strengthening the relationship between cooperative organizational culture and leadership intention such that highly feminine individuals in high cooperative organizational cultures showed higher intentions to become leaders than did individuals with less feminine identities.

In research on leadership intentions, it will be important to measure both sex and gender, as gender identity explains variance in important outcomes over and above sex. In addition, beginning to include organizational characteristics (such as perception of culture) in this stream of research is important.

Organizations wishing to promote more feminine individuals to leadership roles should examine their organizational culture to determine if it is cooperative, as this type of culture allows these individuals to be more intent on seeking leadership roles.

This research adds up to the literature by looking at an organizational factor, culture, and analyzing its role in increasing leadership intention in highly feminine individuals. In addition, by studying gender while controlling for sex, this paper suggests that regardless of sex (being a female or a male), feminine individuals will benefit from a cooperative environment. This includes any individuals (females and males) that identify more with communal behaviors.

The purpose of this research is to increase academic understanding of the relationship between systems' political identity and their viability, and to contribute to anarchist-cybernetics by examining the idea of organization proposed by Malatesta using Viable Systems. The research also develops the understanding of the relationship between Viable Systems and the environment.

The author developed a content analysis method that uses dynamic analysis, identifying how some variables affect others, and data is analysed using the Viable Systems Model. The author used Dynamic Causal Diagrams and the Viable System Model to draw conclusions and build theory. The author examined 137 documents produced by Errico Malatesta, studying in detail 39 documents containing the researched concepts.

The article identifies the literature, proposes an organizational theory for society and for cooperatives, strongly grounded in both, self-management and control. It presents a theory of self-management as a balancing effort to the control exercised by the external economic, political and societal forces of the environment. The literature also shows a form of organization that can be interpreted using the VSM framework. The ideas about self-management found in the literature, extend to economics, social theory, ethics, organizations, management and even operations management. The article finishes proposing a set of committees linked to the VSM structure, and successfully bridges anarchism and organizational cybernetics.

The article presents a novel method of systems analysis for the study of literature. It discovers the theory proposed by Malatesta not identified previously. Using the VSM framework, the ideas presented by the author, are translated into the organizational identity, and the operation of cooperatives. It makes an important contribution to anarchist-cybernetics.

This study aims to explore the managerial conception of the determinants and barriers of sustainability integration into management control systems (MCS) of manufacturing companies in Sri Lanka. Although existing literature has explored the factors that influence the adoption of specific management controls to handle environmental and social issues, the role of management conception has been underrepresented. Specifically, literature is scarce in identifying contextual and organisational factors that influence corporates beyond mere adoption of controls but to integrate with regular controls, especially in developing countries such as Sri Lanka.

A multiple case study approach has been used to identify the management conception of barriers and enablers for sustainability control integration. The analysis is conducted based on a theoretical framework extending the work of Gond et al. (2012) and George et al. (2016). To obtain an in-depth and multifaceted view, semi-structured interviews were conducted with managers in charge of different functional departments of five manufacturing companies.

The findings identified managers’ perceived factors, such as environmental impact, stakeholder pressure (customer, competitor and regulatory authorities) and top management commitment, showing a clear difference between strongly and weakly integrated companies. Contrary to the literature, domestic regulatory pressure and multinational ownership do not sufficiently drive MCS sustainability integration.

The findings have implications for managers and practitioners to anticipate the potential barriers and determinants of sustainability integration and provide guidance to take proper measures to deal with them when designing and implementing their MCS.

The study adds value to the literature by presenting a theoretical framework based on the triangulation of different theories to recognise the significance of management idea in sustainable integration. Furthermore, because sustainable integration of MCS is a novel idea, this research is one of the earlier attempts to highlight problems from the perspective of developing countries.

This study aims to investigate contextual factors affecting the deployment of strategy-driven manufacturing accounting techniques (SMAT), as well as the impact of SMAT usage on organisational competitiveness. Seven major SMAT were investigated, namely, benchmarking, integrated performance measurement, environmental management accounting, strategic costing, strategic pricing, strategic investment and life cycle costing.

By using multi-informant strategy, structured questionnaire was used to gather survey data from 129 senior accounting, finance and production personnel of publicly quoted manufacturing companies in Nigeria. Data was analysed using structural equation modelling and propensity score matching.

Result shows that the usage rate of the SMAT is generally moderate. Market orientation and deliberate strategy formulation are notable determinants of SMAT usage. The inability of competition intensity and perceived environmental uncertainty to notably affect SMAT usage suggests that external environmental pressure to use SMAT is weak.

Although the impact of SMAT usage on organisational competitiveness is positive and statistically significant, it is conceivable that the impact of SMAT could have been more assuming SMAT recorded extensive usage. Thus, the lack of competitiveness of manufacturing companies in Nigeria may not be unconnected to the superficial usage of SMAT.

The study contributes to knowledge in three ways. First, it extends studies on the contingency theory that contextual factors influence the adoption of management accounting innovations. Second, it exposes the contextual factors affecting the adoption of SMAT in a developing country. Third, it provides evidence on the value relevance of management accounting innovation in enhancing organisational competitiveness.

Based on cognitive appraisal theory of stress, this study develops an integrated model to examine the double-edged sword effect and boundary conditions of the impact of organizational crisis on employee behavior.

This study collected 672 employees’ data through three stages of longitudinal follow-up. Hierarchical regression analysis and SPSS macro process were used to test the hypotheses.

The paper finds that organizational crisis induces unethical pro-organizational behavior through enhanced job insecurity and foster taking charge by stimulating career calling. Employee resilience negatively moderates the relationship between organizational crisis and job insecurity as well as the indirect effects of organizational crisis on unethical pro-organizational behavior through job insecurity. Conversely, it positively moderates the association between organizational crisis and career calling and the indirect effects on taking charge through career calling.

This study not only expands the research on the mechanisms of organizational crisis' effects on employees' behaviors but also provides practical guidance for corporate managers on how to respond to organizational crisis.

The following insights are available to organizations and managers: first, this study confirms that organizational crisis can be perceived as threatening stressors that create job insecurity, which in turn leads to pro-organizational unethical behavior. Therefore, managers in organizational crisis should focus on stress regulation and guidance, pay timely attention to changes in the mindset of employees to reduce job insecurity, and strictly prohibit unethical pro-organizational behavior. They should promptly calm and control the atmosphere of panic and anxiety in the organization, do a good job of coordinating the division of labor, reduce personnel conflicts and contradictions, create a good organizational climate and reduce employees' sense of stress and negative perceptions of organizational crisis, thus reducing job insecurity and being able to meet the challenges in a better state. Secondly, this study confirms that employees also perceive organizational crisis as challenges and develop career calling, which in turn inspires proactive change behaviors. This suggests that managers in organizational crisis should promote the positive perception of organizational crisis as challenge, stimulate the career calling of employees in organizational crisis and call on and encourage employees to actively adopt taking charge. Therefore, managers should promptly give employees work affirmation, rewards and punishments, enhance the sense of participation and intrinsic motivation of subordinates, improve self-efficacy and self-confidence levels, effectively reduce the negative perception of organizational crisis, awaken positive psychological energy within individuals, increase their sense of belonging to the organization and thus, increase employees' awareness of the positive challenges of organizational crisis, stimulate employees' career calling through positive and optimistic beneficial pressure drive them to lead the corresponding changes in the crisis. Finally, this study confirms that employees' own resilience can change the double-edged sword effect of organizational crisis. Employees with high resilience are more likely to see organizational crisis as challenge and are thus more likely to develop career calling and are more inclined to initiate change, while employees with low resilience are more likely to see organizational crisis as threat, are more negatively affected by them, develop greater job insecurity and are, thus, more inclined to commit unethical pro-organizational behaviors. This reflects the fact that organizations should constantly cultivate employees' resilience and enhance their cognitive toughness at the same time. For instance, the organization can regularly use promotional lectures and scenarios to help leaders and employees establish corporate ethics, strengthen moral beliefs and correctly understand the nature of unethical affinity behavior. Managers should encourage and advocate positive and correct behaviors such as overcoming difficulties, positive innovation and positive suggestions to promote the sustainable and healthy development of the organization.

The results of this study can increase the organization’s understanding of the negative effects of crisis, help the organization take measures to manage and guide the employees in organizational crisis, more effective and targeted functional changes within the organization, reduce stress damage and improve the efficiency and effectiveness of crisis management. It is also beneficial to improve competitiveness and foresight in the organization’s industry and enhance organizations and employees’ resilience.

This study explores the double-edged sword effect of organizational crisis on employees’ behavior from the perspective of the cognitive appraisal theory of stress, which theoretically opens up a new research perspective, enriches the research in the fields of organizational crisis and taking charge, pro-organizational unethical behavior relationship and practically provides theoretical guidance for enterprises and managers on how to effectively respond to organizational crisis from the employees, which is of great practical significance.

The study sets out to demonstrate how a lifecycle perspective on complex, public-sector procurement projects can be used for making qualitative assessments of procurement policy and practice and reveal those procurement capabilities that are most impactful for operating effectively.

Agency theory, institutional theory and the lifecycle analysis technique are combined to abductively develop a framework to identify, analyse and compare complex procurement policies and practices in public sector organisations. Defence is the focal case and is compared with cases in the Nuclear, Local Government and Health sectors.

The study provides a framework for undertaking a lifecycle analysis to understand the challenges and capabilities of complex, public-sector buyers. Eighteen hierarchically-arranged themes are identified and used in conjunction with agency theory and institutional theory to explain complex procurement policy and practice variation in some of the UK’s highest-profile public buyers. The study findings provide a classification of complex buyers and offer valuable guidance for practitioners and researchers navigating complex procurement contexts.

The lifecycle approach proposed is a new research tool providing a bespoke application of theory by considering each lifecycle phase as an individual but related element that is governed by unique institutional pressures and principal-agent relationships.

Drawing insights from institutional theory, this paper aims to examine whether and to what extent banks have reconfigured their management control systems (MCSs) in response to growing institutional pressures towards sustainability, understood as environmental, social and governance (ESG) issues.

The authors conducted an exploratory study at the three largest Italian banking groups to shed light on changes made in MCSs to account for ESG issues. The analysis is based on 12 semi-structured interviews with managers from the sustainability and controls areas, as well as from other relevant operational areas particularly concerned with the integration process of ESG issues. Additionally, secondary data sources were used. The Malmi and Brown (2008) MCS framework, consisting of a package of five types of formal and informal control mechanisms, was used to structure and analyse the empirical data.

The examined banks widely implemented numerous changes to their MCSs as a response to the heightened sustainability pressures from regulatory bodies and stakeholders. In particular, with the exception of action planning, the results show an extensive integration of ESG issues into the five control mechanisms of Malmi and Brown’s framework, namely, long-term planning, cybernetic, reward/compensation, administrative and cultural controls.

By identifying the approaches banks followed in reconfiguring traditional MCSs, this research sheds light on how adequate MCSs can promote banks’ “sustainable behaviours”. The results can, thus, contribute to defining best practices on how MCSs can be redesigned to support the integration of ESG issues into the banks’ way of doing business.

Overall, the findings support the theoretical assertion that institutional pressures influence the design of banks’ MCSs, and that both formal and informal controls are necessary to ensure a real engagement towards sustainability. More specifically, this study reveals that MCSs, by encompassing both formal and informal controls, are central to enabling banks to appropriately understand, plan and control the transition towards business models fully oriented to the integration of ESG issues. Thereby, this allows banks to effectively respond to the increased stakeholder demands around ESG concerns.

The paper discusses how the management of a sports and fashion company, which we refer to as NULMA, successfully applied the neo/normative control technology “karma organisation” and gained employee engagement. Whereas other studies have documented employee resistance to organisational cultures when used for managerial control, our case demonstrates resistance to management practices that employees find inconsistent with the dominant karma culture.

The study is based on a six-year longitudinal organisational at-home ethnography conducted by one of the authors using methods of both participant and non-participant observation, semi-structured interviews and collaborative production of secondary data in the case organisation.

While our research shows that management can successfully apply neo/normative control which employees accept and support, we further show that employees mobilise the same values to resist management when it fails to deliver on the commitments and promises of the organisational culture.

The study contributes to the literature on organisational culture and, in particular, neo/normative control by theorising employee resistance as being by “accident”, by which we mean an inherent negative potentiality co-invented and released by managers establishing a “karma organisation”. Our theorising culminates in a discussion of the study’s implications for research and practice.

Organizations working in high-hazard environments contribute significantly to modern society and the economy, not only for the valuable resources they hold but also for the indispensable products and services they provide, such as power generation, transportation and defense weapons. Therefore, the main purpose of this study is to develop a framework that outlines future research on systems safety and provides a better understanding of how organizations can effectively manage hazard events.

In this research, we developed the high hazard theory (HHT) and a theoretical framework based on the grounded theory method (GTM) and the integration of three established theoretical perspectives: normal accident theory (NAT), high reliability theory (HRT) and resilience engineering (RE) theory.

We focused on the temporal aspect of accidents to create a timeline showing the progression of hazard events and the factors contributing to safety and hazards in organizations. Given the limitations of the previous theories in providing a coherent explanation of hazard event escalation in high-hazard organizations (HHOs), we argue that the highlighted theories can be more complementary than contradictory regarding their standpoints on disasters and accident prevention.

A proper appreciation of the hazard nature of organizations can help reduce their susceptibility to failure, prevent outages and breakdowns of systems, identify areas for improvement and develop strategies to enhance performance.

By developing HHT, we contribute to systems safety research by developing a new, refined theory and enrich the theoretical debate. We also expand the understanding of scholars and practitioners about the characteristics of organizations working in high-hazard environments.

This paper elucidates the role of anger in error management (EM) and organizational learning behaviors. The study explores how anger can catalyze learning, emphasizing its strategic implications.

A double-layered moderated-mediated model was developed and tested using data from 744 Chinese CEOs. The psychometric properties of the survey instrument were rigorously examined through structural equation modeling, and hypotheses were tested using Hayes's PROCESS macros.

The findings reveal that anger is a precursor for recognizing the value of significant errors, leading to a positive association with learning behavior among top management team members. Additionally, the study uncovers a triple interaction effect of anger, EM culture and supply chain disruptions on the value of learning from errors. Extensive experience and positive grieving strengthen the relationship between recognizing value from errors and learning behavior.

This study uniquely integrates affect-cognitive theory and organizational learning theory, examining anger in EM and learning. The authors provide empirical evidence that anger can drive error value recognition and learning. The authors incorporate a more fine-grained approach to leadership when including executive anger as a trigger to learning behavior. Factors like experience and positive grieving are explored, deepening the understanding of emotions in learning. The authors consider both negative and positive emotions to contribute to the complexity of organizational learning.