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The purpose of this paper is to demonstrate that employee resource groups (ERGs) are a valuable addition to organizations and should be an important focus of research, particularly given the diversity and inclusion challenges faced by many businesses and communities today.

The authors review the ERG literature, develop a theoretical framework using social identity theory (SIT) and suggest research directions.

ERGs represent a fairly unexplored area of research. Using SIT, a series of propositions is presented for research into ERG effects on individual, group and organizational outcomes.

ERGs have impact beyond the topics explored using SIT. As ERGs become more prominent, there is ample room to conduct empirical research to learn more about the underlying process by which ERGs are affecting identity and employee integration (or lack of) into groups and organizations.

Despite their prevalence in the business world, there has been a scarce amount of theorizing and research focused on ERGs. To help facilitate the development of this work, the authors introduce a theoretical framework using SIT, as well as propositions that can serve to spur additional research on a critical topic for today’s businesses.

In 2023, the Leadership Pulse project will have been running for two decades. Since the inception of the program, we have engaged thousands of leaders around the world to quickly learn from them via short pulse surveys conducted multiple times per year. This chapter is the first overall discussion of what we learned during the last 20 years about leader energy, energy flow, predictors of energy, and outcomes of energy, which have been focused on individual and firm-level performance. Over the years, we learned that leaders are not immune to personal energy challenges; in fact, we find that their energy is continually tested by extreme demands within and outside their organizations. Also, we learned that there are solutions for helping leaders manage their energy better, and these do not have to be expensive, outsourced programs. In this chapter, we review key findings from the data and hope to help leaders continue learning to help themselves, their employees, customers, and the organizations they work in overall. I also will review three different interventions that we found to help leaders and employees work and stay at their best and enhance overall organizational goals and outcomes.

In this paper the authors aim to introduce a concept that they call the “entrepreneurial growth ceiling” (EGC). They develop arguments that new venture IPOs hit the EGC prior to their IPO, and the ceiling is part of the impetus for going public. The paper argues that proceeds from the IPO will aid firms in breaking through the ceiling if the proceeds are strategically allocated.

The study examines a cohort of firms that went public in the same year. The authors code data from the prospectuses of 366 organizations, including how proceeds were to be spent, and then add performance data post‐IPO.

The results from a longitudinal study of IPOs indicate that firms that allocate proceeds to human resources and innovation (research and development) are more likely to break through the EGC quickly and enhance long‐term stock performance.

Entrepreneurial firms will have higher success when investing money into their human resources (people) and in research and development (innovation). Given the current high rate of change in business, the authors expect these findings are even more relevant for not just IPOs but for all organizations going through change.

Organizations that support and fund entrepreneurship and new venture growth should consider expanding their training to include human resource management, in particular as it ties to innovation.

The entrepreneurial growth ceiling is a new concept introduced in this paper. This research has important implications for IPOs and other high‐growth organizations.