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This study aims to analyze the configuration of the board of directors of the five largest banks operating in Brazil, which are members of a financial elite that directly influences the socioeconomic life in Latin America.

This assessment is inspired by Bourdieu's sociological approach and in the discussion on his work in organization studies and economic sociology. It addresses the organization as a field and investigates its associated field of power. The authors conducted qualitative research and relationally analyzed data related to the trajectory and the social properties of the councilors using the statistical technique called multiple correspondence analysis (MCA).

The results show that forms of social and cultural capital are particularly influential in the production of distinctions among banks' board members. Moreover, councils' priorities and configurations are diverse: some idealized and based on knowledge, others pragmatic and based on customs, others still anchored in a double logic of market satisfaction and family wealth preservation.

Understanding the objective power relations among these top agents may be crucial for effectively regulating certain aspects of their activities. Furthermore, understanding how different forms of capital affect the relative position of the board members may help us reduce representative bias in what seems today an inner circle.

This study is relevant because it makes an in-depth analysis of the composition of one of the most influential financial elites in Latin America, combining sociological theory and advanced statistical techniques for qualitative grouping (MCA).

This study, a theoretical article, aims to introduce new institutionalism as a framework through which business and management researchers can explore the significance of artificial intelligence (AI) in organizations. Although the new institutional theory is a fully established research program, the neo-institutional literature on AI is almost non-existent. There is, therefore, a need to develop a deeper understanding of AI as both the product of institutional forces and as an institutional force in its own right.

The authors follow the top-down approach. Accordingly, the authors first briefly describe the new institutionalism, trace its historical development and introduce its fundamental concepts: institutional legitimacy, environment and isomorphism. Then, the authors use those as the basis for the queries to perform a scoping review on the institutional role of AI in organizations.

The findings reveal that a comprehensive theory on AI is largely absent from business and management literature. The new institutionalism is only one of many possible theoretical perspectives (both contextually novel and insightful) from which researchers can study AI in organizational settings.

The authors use the insights from new institutionalism to illustrate how a particular social theory can fit into the larger theoretical framework for AI in organizations. The authors also formulate four broad research questions to guide researchers interested in studying the institutional significance of AI. Finally, the authors include a section providing concrete examples of how to study AI-related institutional dynamics in business and management.

This paper aims to analyze the publication structure of academic research on organizational creativity between 1975 and 2022.

Bibliographic data on organizational creativity are extracted from the Scopus database and then analyzed through VOSviewer and R Statistical Software.

This paper analyzes 416 publications on organizational creativity from 1975 to 2022. Accordingly, the study identifies the most productive countries, universities, authors, journals and prolific organizational creativity publications. Also, the study uses VOSviewer and R Statistical Software Bibliometrix Package to visualize the mapping based on co-citation, bibliographic coupling and co-occurrence of keywords.

The study’s main contribution is that it provides an overview of the trends and trajectories of organizational creativity, which may help researchers and practitioners comprehend the trends and future research directions.

This paper aims to examine the evolution of organizational identification (OI) research over the past five decades and its journey through various lenses, such as the collaborative network of authors, organizations and countries. The conceptual and intellectual structure of the construct is analysed via keywords and co-citation pattern mapping.

OI research is rising in popularity, with 118 papers published in 2019, 168 papers in 2020 and 15 publications till February 2021 in the Scopus database. The Scopus database is used to retrieve 55 years of OI studies published between 1965 and 2021. The free bibliometric tools Biblioshiny and VOSviewer are used to analyse 1,034 journal papers.

The result showed that R. Van Dick is the most influential author and the USA is the most involved country in OI research. As per the findings, the Journal of Organizational Behaviour published most of OI research and “corporate social responsibility” and “organizational commitment” seem to be the most used keywords alongside OI.

This study will be highly beneficial to OI researchers making their understanding about the construct better. It will also encourage social psychologists to understand the construct utility in workplace social welfare programmes. The research could also help governments and funding bodies to evaluate grant requests. Furthermore, researchers from countries with the lowest proportion of OI studies would be encouraged to spend more time and effort in this area. It will offer insight into international marketing and how individuals and stakeholders perceive and connect with an organization globally.

To the best of the authors’ knowledge, this study is one of the important research studies carried out in the domain of OI in the international context. This is also one of the few studies which is spread out across different disciplinary areas including international marketing and management. The success of this paper can open avenues and influence future researchers to study in the OI and related cross-disciplinary areas of international management.

This study aims to verify empirically that when a group of isomorphic organisations is subjected to institutional pressure that conflicts with their technical efficiency or interests, this group will embrace opaqueness and decoupling.

This is a multiple case study of 16 Brazilian academic journals. The authors analyse whether the editorial boards of these journals play an effective or merely ceremonial role in the administration of the journals.

The authors find indications that isomorphic organisations revert to decoupling when the pressures they are subjected to are in conflict with their technical efficiency or interests. The authors also find indications of an inverted U-shaped relationship between the collaboration recruiting power of a journal in an academic field and decoupling. This collaboration recruiting power is closely related to the journal’s position in academic rankings.

The authors have shown that, although some scientific journals can deal with internationalisation pressures, for others, this is difficult and leads to decoupling and opaqueness. This is not a desirable situation. It can be counterproductive and draw attention to bureaucratic procedures.

This relation between opaqueness and institutional pressure for a group of organisations within the context of neo-institutional theory has not yet been verified empirically. This study’s results show how institutional pressure and organisational opaqueness are related in an organisational field. This theoretical contribution has practical implications because of decoupling’s potentially negative effects.

Just as the Covid-19 pandemic has hit all areas of life, it has also hit the working life. Towards the end of the pandemic period, the concept of quiet quitting entered people's lives. The phenomenon of quiet quitting has been introduced as a brand new concept in the mainstream media and social media in general. The primary objective of this study is to investigate and define the emerging phenomenon of quiet quitting. Furthermore, this study aims to compare this novel phenomenon with other established theoretical approaches in the field of management.

This review study specifically examines the concept of quiet quitting, aiming to gain a deeper understanding of this phenomenon.

Contrary to popular belief, the phenomenon of “quiet quitting” is not a recent or trendy occurrence. Instead, it has persisted for numerous years and is intertwined with various theories such as motivation, commitment, engagement and social exchange theory.

This study provides employers, managers, HR practitioners with recommendations on how to address the employee's quiet quitting behavior.

This study represents a pioneering work that explores an uncharted territory, the phenomenon of quiet quitting. The authors demonstrated and relate the historical processes of management theories to the phenomenon of quiet quitting, which is a concept that appears to lack roots.

Although researchers have long recognized the importance of participating organizations’ (POs) relational behavior for mega construction projects (MCPs) performance, relational behavior may not be executed by POs without effective leadership from project owners. However, little is known about the mechanisms linking owners’ leadership styles to POs’ relational behavior. This study draws on full range leadership theory and role theory to examine the relationships between owners’ leadership styles (i.e. transformational and transactional) and relational behavior. POs’ role orientations (i.e. normative and economic) are considered as potential mediators.

Data were collected from 175 managers deeply involved in MCPs. Hierarchical regression model and bootstrapping methods were performed on the data to examine the direct effects of owners’ leadership on POs’ relational behavior and the mediating effects of POs’ role orientations.

The results revealed that both owners’ transformational and transactional leadership positively affect POs’ relational behavior, despite the former being higher than the latter, and indirectly influence relational behavior via POs’ normative and economic role orientation, respectively.

This study provides a clear picture of how owners’ leadership can motivate POs’ relational behavior to achieve high-quality inter-organizational relationships in MCPs. The findings can guide owners’ top manager selection by prioritizing those with transformational leadership, which is beneficial to achieving high-level relational behavior of POs. The results also imply that owners should pay greater attention to cultivating POs’ normative role orientation by encouraging teamwork and open communication to enhance their implementation of relational behavior.

Unlike previous research focusing more on intra-organizational leader–follower relationship within one PO, this study is one of the first to empirically confirm owners’ leadership as a critical antecedent of POs’ relational behavior, thus enhancing the theoretical understanding of inter-organizational relationship management in MCPs. Based on role theory, this study considers a novel organizational psychology mechanism, i.e. POs’ role orientations, as the mediator to unravel how owners’ leadership affects POs’ relational behavior, which was rarely invoked in MCP leadership literature.

This study aims to examine the relationship between cultural intelligence and organisational commitment and its effect on learning goal orientation and turnover intention within the expatriate society of the United Arab Emirates (UAE).

A survey instrument was developed to collect data from 173 non-management expatriates employed by multinational corporations located in Dubai, UAE. SmartPLS bootstrap software was used to analyse the path coefficients and test the research hypotheses.

The results demonstrate that cultural intelligence enhances both learning goal orientation and turnover intention of expatriates. Moreover, organisational commitment partially mediates the relationship between cultural intelligence and turnover intention/learning goal orientation.

This study contributes by advancing extant knowledge with regard to cultural intelligence and organisational commitment effects on turnover intention and learning goal orientation of expatriates within a context of high cultural heterogeneity.

Based on social cognitive theory, this study aims to explore the influence of supervisor bottom-line mentality (SBLM) on employee knowledge behavior (knowledge territorial behavior and knowledge sabotage behavior). The study first investigates the role of an ethical decision-making mechanism (moral disengagement) in mediating this relationship. In addition, it considers the possible boundary conditions to supplement research on the influence of SBLM in the knowledge management field.

The authors collected 256 data points from employees across three stages using convenience sampling. The authors then tested the proposed hypothesis using hierarchical regression and bootstrap methods.

The results demonstrated that SBLM promotes employees’ moral disengagement, leading to more knowledge territorial behavior and knowledge sabotage behavior. Furthermore, high power distance orientation among employees exacerbates the ill effects of SBLM according to the first stage of a moderated mediation model. Employees with such an orientation are more likely to respond to a SBLM by exhibiting a higher level of moral disengagement, thus increasing their knowledge territorial behavior and knowledge sabotage behavior.

Research on the influence of SBLM in the knowledge management field is limited. This study not only clarifies the relationships between SBLM and two types of knowledge behavior (knowledge territorial behavior and knowledge sabotage behavior) but also enriches the research on the antecedents of these two types of knowledge behavior.

This study aims to explore relationships among supervisors’ socialization behaviors, newcomers’ socialization outcomes, organizational commitment, and work outcomes in three large companies in Korea.

The research was conducted via an online survey in three large firms in Korea. The sample comprised newcomers who had worked for more than six months but less than one year in these firms. The collected data were analyzed using descriptive statistics and structural equation modeling (SEM).

Derived from SEM, the study’s results confirmed a causal relationship between supervisor’s socialization behaviors and newcomer’s work outcomes, which was fully mediated by newcomer’s socialization outcomes. However, organizational commitment was observed as a mediating variable, not a moderating variable. All types of supervisors’ socialization behaviors were related to newcomers’ socialization outcomes. Providing appropriate feedback, supporting newcomers’ development and improving social relationships were most strongly related to newcomers’ socialization outcomes.

This study proposed a rationale for the potential effectiveness of supervisor socialization behavior training. Related variables such as supervisor training aspects and the effectiveness of supervisor training for newcomers’ organizational socialization could be examined further.

The study offers critical areas to consider when designing training programs focused on supervisors’ socialization behaviors. Human resource development practitioners should be aware of the importance of supervisors’ socialization behaviors for newcomers’ organizational socialization and develop a program to improve all types of supervisors’ socialization behaviors.

New areas of training and development for supervisors can be proposed to improve newcomer organizational socialization and, eventually, to enhance the work outcomes of newcomers.