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To provide ways of how organizations can benefit from entrainment, the purpose of this paper is to create a better theoretically grounded understanding of entrainment in organizations by reviewing the literature, describing managerial implications and identifying future research directions.

A systematic literature review of relevant literature based on peer-reviewed research papers published in highly ranked scientific journals.

It provides a clear understanding as to what constitutes entrainment in organizations and emphasizes its complexity. Further, six benefits of entrainment are highlighted, including the positive relationship between entrainment and organizational outcomes. The review may also provide entrepreneurs and practitioners a scientific basis for developing innovative tools to help managers’ foster entrainment in organizations.

The review indicates that entrainment plays a much larger role in organizations than we think. Change leaders' actions may impact the emotions and actions of change recipients through entrainment. The selected keywords used in the search and the researcher's bias of including or excluding articles for this review are the major research limitations.

It is one of the first papers, to our knowledge, to provide a structured overview and understanding of the entrainment phenomenon in an organizational context, based on 41 peer-reviewed articles.

We argue that our understanding of how institutions matter has been undermined by a piecemeal approach to temporality in institutional analyses. This paper addresses this shortcoming in the literature. We bring temporality to the fore by conceptualizing practices, which constitute institutions, as understood, situated, and coordinated in time by temporal structures. We elaborate an integrated framework of temporal structures that consist of three types: temporal patterns, temporal conceptions, and temporal orientations – and outline how each type contributes to the reproduction of practices. We discuss the implications of this framework for sustainability initiatives and conclude by suggesting future avenues of research on the temporal foundations of institutions.

This study aims to extend the temporal perspective on ambidexterity by investigating how and under what conditions top management team (TMT) temporal leadership improves innovation ambidexterity.

Using a questionnaire survey, data were collected from 165 small- and medium-sized enterprises in China. Ordinary least squares regression models were applied to test the hypotheses.

The findings show that TMT temporal leadership has a positive effect on innovation ambidexterity and temporal conflict mediates this relationship. Market dynamism and institutional support moderate the indirect effect of TMT temporal leadership on innovation ambidexterity.

Managers wishing to promote exploration and exploitation simultaneously should pay attention to the temporal aspects of their innovation strategy and improve their temporal leadership activities.

This study highlights the temporal conflicts in ambidexterity and clarifies the enabling role of TMT temporal leadership. It contributes new insights to the research on organizational ambidexterity and strategic leadership.

The aim of this paper is to develop a multidisciplinary approach towards supply chain partnering to increase sensitivity for providing more powerful explanations of this complex, dynamic and sometimes paradoxical phenomenon.

The methodology employed is conceptual theory development, grounded upon transaction cost economics, organizational design, and organization behaviour theory.

The main concerns of partnering are appropriation, coordination and adaptation. The relative importance of each concern varies depending on the partnership's stage of development. The paper argues that the different bodies of literature each emphasize a different concern. Consequently, the multidisciplinary approach developed has a temporal nature and the three mentioned bodies of literature fit in different stages with associated concerns.

Propositions for empirical testing are developed, regarding, for example, the impact of adaptation on the risk of appropriation.

Understanding the interrelation between the different concerns can increase the success of a partnership.

The temporal approach contributes by drawing a full picture of supply chain partnering, which is not obtained by viewing each one of its constituting bodies of literature in isolation.

How and whether the rhythm, synchronization and sequence of firms' M&A and alliance activity over time impact firm performance is our core question. We seek to advance a temporal lens in the M&A and alliance discourse by explicitly incorporating time-associated theories, constructs and methods. A temporal view of M&A and alliance activity requires strategists to study fundamental questions related to when and under what conditions firms should accelerate, slow down and coordinate their M&A and alliance initiatives, whether firms' trajectory of M&A and alliance have discernible and distinctive patterns over time, and whether these initiatives demonstrate a temporal pattern that becomes an integrated part within firms' M&A and alliance routines that create a time-based source of competitive advantage. Using a sample of 57 small to medium-size firms in the global specialized pharmaceutical industry and their M&A and alliance activities for 19 years we find support for our temporal-based hypotheses.

The Congregation of the Blessed Virgin Mary (CBVM), a Catholic order founded in the early 1800s, was faced with a series of strategic concerns, including an aging clerical population, a changing laity, reduced finances, very limited vocations, and an evolving mission. Some of these concerns faced the Catholic Church in America as a whole (including sexual abuse, not discussed in this case) and several of these issues were also facing the Catholic Church worldwide. The serious matters facing them were threatening the continued viability of the order in America, and the guidance they were receiving from Rome - instruction to decide which of three suggested models for restructuring they would adopt - seemed to back them into a corner, requiring selection from among several strategies not devised by their membership and commitment to the selected strategy going forward. Change was necessary, but one of the major concerns of the order was that it remain consistent with its stated mission while adapting to a new environment and “operating system.” Their decisions were driven by Rome, but the decisions were not made by Rome; the CBVM was as autonomous in its decision-making as any decentralized international organization.

The purpose of this paper is to contribute to the understanding of intellectual capital (IC) by adopting a temporal lens and emphasizing the role time plays in IC analysis.

An action research case study (Alpha) related to a joint venture development process is conducted.

IC is a complex and dynamic system which can be observed from several different perspectives, not only according to the point of view adopted by the observer, but also according to the moment in which IC is being observed. Thus, the time factor must also be considered in the whole IC issue.

The limitations of this study are related to the particular research methodology adopted (action research). The main implication of this paper is that the temporal context and the time dimension have to be considered as variables in IC analysis. How to explicitly consider time in the IC question represents future research opportunities.

First, the paper applies, in the accounting field, a research lens that is mainly used in organizational studies. Second, it stresses the role played by time in IC, a factor that authors tend to underestimate in their studies.

The purpose of this paper is to analyse, through a temporal lens and from a managerial perspective, the role played by intellectual capital (IC) and intellectual liabilities (ILs) “in practice” within the value creation and value destruction processes. In particular, this study is based on the following research question: to what extent are time and its attributes considered, measured, and discussed with reference to IC and ILs and their influence on financial capital (FC)? In order to achieve this purpose, the author has carried out a field study.

A field study method is adopted in order to understand IC and ILs “in action” from a temporal perspective.

This study highlights the relevance of time when IC and ILs are analysed from a dynamic perspective. In particular, the main findings are the following. First, it emerges that the time dimension of IC tends not to be measured due to the complexity of IC itself and to the lack of adequate accounting practices. Second, IC time is generally considered to be non-cyclical and random. Third, even if time is not measured, some companies talk about it and when this is done with regularity, time perceptions move from an individual sphere to a collective one and they become more and more reliable. Moreover, IC performance is perceived to be “distant” from FC performance: the succession of events and the time lags are difficult to define and quantify as the influence of IC on FC is mediated by several resources and events. Lastly, the value destruction process related to ILs tends to generate negative effects faster than the value creation one, especially with reference to the impacts of IC on FC.

The main limitations of this study are twofold. The first is related to the methodology adopted and the related risks that the results may be subject to both interviewee and interviewer bias and interpretation. The second is related to the fact that the constructs to be discussed were not proposed by the firms but by the author, in order to make the results comparable.

This study contributes to the literature on IC and ILs “in action” and “in practice”. Moreover, this study enriches the extant IC and ILs literature focusing on time, a variable that is generally assumed to be a natural unchangeable phenomenon that does not deserve attention. In particular, the findings highlight the different behaviours and perceptions that occur when IC and ILs are looked at through a temporal lens. Finally, this study pinpoints that value creation and value destruction processes seem to have different timings as it takes more time to create value than to destroy it.

In comparison to previous studies, this study does not focus on the positive and negative effects of IC separately, but combines the two issues, also comparing the value creation and the value destruction processes in order to offer a complete picture. Moreover, it adopts a temporal lens, which has been applied only with reference to IC but not to ILs as well. Finally, while the extant literature on ILs tends to investigate them from a theoretical perspective and adopting a static approach, this research investigates ILs empirically from a dynamic perspective.

This paper aims to analyse how the temporal dimension is conceptualised in studies of the internationalisation process of firms and its implications. Theoretical models such as U-Model and INV explain the process of internationalisation as dynamic; nonetheless, time is approached as an underlying aspect of the process. In this essay, time is brought to the spotlight since, despite its strategic relevance, it has been treated implicitly in studies of the internationalisation processes, except in those that address the speed of internationalisation.

Based on a critical reassessment of the academic literature, the authors present theoretical arguments and highlight elements to be considered in the analysis of the temporal dimension throughout the internationalisation process of firms.

This essay focuses on expanding the comprehension of temporality in the internationalisation process, that underlies periods of changes, implied also in periods of stability. The paper discusses time dimension implications during the internationalisation process and reveals that there is an interaction between temporal verticality (context/events), subjective dimension of time (perception and interpretation of time) and objective dimension of time (stability and changes). Therefore, it sustains that these interactions compress past, present and future actions in the internationalisation process.

Because of the chosen research approach, this essay did not empirically apply the theoretical model and propositions. Therefore, future studies may empirically apply the propositions and use the temporal lens to look deeper at the temporality of internationalisation process and shed further light on the mechanisms that interlink the pre-and post-entry phases.

The argument helps entrepreneurs understand that actions throughout the internationalisation process are also influenced by the experience of time and not only governed by rational matters. Changes in the context can alter the perception of present time as being restricted, and in turn, may alter the flux of future internationalisation actions. However, if actions are conducted in a precipitated manner it can bring forth negative results for the firm. It is essential to recognise the importance of temporal verticality and subjective dimension of time as influencers of future actions of the objective dimension of time in the process of internationalisation.

While most research is restricted to understanding time as speed, this essay brings a theoretical model extending the knowledge of time in the literature of international business and international entrepreneurship, by including factors that imply temporality. By explaining the relationship between temporal aspects, it is argued that temporal verticality (events and context) influences temporal subjectivity (perception of the present and interpretation of the past) to direct future actions of the temporality of internationalisation (stability and changes).

The purpose of this study is to observe Intellectual Capital (IC) dynamics “in practice” through a temporal lens by considering IC as an on-going process, and thus taking into consideration its life cycle and how it changes over time.

A longitudinal case study has been investigated by adopting a participant observation approach to understand how the dynamics of IC are understood in practice.

This study spotlights three main conceptions of IC dynamics (value creation, IC activities and organizational change) which, although generally proposed in literature as separable concepts, do co-exist and interact, in practice as is reflected in the related managerial tools.

The main limitations of this study are twofold. The first is related to the methodology adopted and in particular, to the participant observation approach. The second is related to the specifics of the case study undertaken. This paper contributes to the literature on “Intellectual Capital in action” and “Intellectual Capital in practice” by enriching the understanding of IC dynamics.

By comparison to the extant literature in which the IC dynamics concepts are considered separately, this study combines the three different concepts and examines them in vivo, adopting a longitudinal perspective.