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This study aims to investigate why companies use the internal price of carbon (IPC) for carbon management.

The authors adopt sustainable transition management theory to design the research and explain the findings of empirical models. The sample includes companies that participated in the Carbon Disclosure Project (CDP) questionnaire survey, derived from 37 countries and regions for the period 2015–2018.

The results first reveal that transition management facilitates an upward adoption trend annually during the study period. Second, the authors find that the proxies for transition management are all correlated with the adoption of the IPC in the predicted direction. Third, the authors identify spatial patterns and driving factors for adoption of the IPC.

This study provides additional insight beyond the limited prior literature in this area. In particular, the findings regarding the influence of physical environment on climate-related decisions have not been documented in extant literature. IPC is expected to interact with and complement external price of carbon for climate change governance. Thus, the exploring results of the paper fill an important gap and pave the way for future study to examine emerging issues in the burgeoning field of carbon accounting for climate change.

The purpose of this paper is to reflect on actions and obstacles in the conceptual transition from mainstream service management (1970‐2000s) to a new approach synthesized in service‐dominant (S‐D) logic (2000s).

The paper takes the form of a review of approaches to service in the literature, education, and practice in management disciplines and economics.

S‐D logic has triggered considerable interest in the global academic community. Its ten foundational premises (FPs) hold that service(s) and the roles of suppliers/customers be reconceptualized on a higher level of relevance and generalization. The new logic is not final but – to use its own terminology – is a value proposition that opens up for co‐created theory improvements.

To transition from a goods/services divide to a goods/service union, the platform for future service research requires the superordination of mainstream service management by a new language and lexicon and the generation of new theory; testing of the new theory by comparing its robustness with that of extant theory; conduct of empirical studies through hypotheses‐testing and real world, in‐depth research and the application of complexity theory, network, and systems theory; co‐creation by and between researchers; focus on validity and relevance by using the full range of S‐D logic compatible methods and metrics; and investigation at both micro and macro levels.

Business, marketing, governments, and politicians should focus on service and value and abandon the goods/services and producer/customer divides. Textbooks and educators should transition from outdated concepts and models. Improved education is strongly supported by IBM's service science programme.

The paper suggests that several developments in mainstream service management that once brought attention to service now provide obstacles both in research, education, and practice.

The present paper examines the barriers hindering the implementation of circular economy practices in Indian automotive industries and identifies the most critical barriers to be eradicated during the circular economy implementation.

Using a questionnaire survey-based analytic hierarchy process (AHP) approach, 21 barriers to circular economy implementation are identified through a literature review and ranked using the opinions of relevant industrial experts.

Barriers, minimal or no proper economic incentives, difficulty in ensuring product quality and costing of CE products are identified as top barriers to be eliminated first to boost the chances of successful implementation of circular economy practices in Indian automotive industries.

The study not only offers a roadmap on the order of elimination of barriers towards a circular economy but also provides insights from industrial experts on how these barriers can be eradicated and the ill effects of each barrier from an automotive industry perspective.

The authors develop a theoretical framework for barrier analysis for circular economy implementation in the Indian automotive sector using the classic AHP approach to identify the most critical barriers against successful implementation. Further, this study offers managerial implications on how these barriers can be eradicated in real.

The purpose of this study is to propose a matrix framework to understand the interdependencies of domains and scales of protein transition towards diets based on plants and alternative sources of proteins.

The abductive research approach is used in building the framework, and the proposed framework is illustrated using the regional food system in Central Finland as an example. Focus groups and interviews were used to collect qualitative data from 28 respondents.

This study provides a framework for protein transition, with five domains and five scale levels. Interactions between public and private governance activities at different scales, domains and governed niche and regime levels are discussed. The study shows how micro-level activities at individual or community levels are linked with broader governance activities.

Due to the relatively narrowed set of empirical data, further research is required to test the framework in different regional and cultural settings.

This paper presents a practical illustration of the matrix framework, and considering this, the paper discusses the possible implications of matrix interdependencies for protein transition management.

This study proposes that understanding the coevolution of domains and scales, with the help of accurate policies and business models, can lead to effective protein transition.

This study fulfils an identified need to study protein transition in a broader frame, which highlights the structural activity interdependencies between different scale levels and domains.

Despite the systemic nature of circular economy (CE), theorisation that draws from a supply network perspective is only incipient. Moreover, the operations and supply chain management (OSCM) field has engaged in little dialogue with circularity. This study explores social network analysis (SNA) to depict how the shift from linear to circular not only leads to higher rates of resource economy, repair and recycle but also reshapes governance dynamics and network structure of supply networks.

The study departs from a systematic review of the literature and draws from core concepts in OSCM, CE and SNA to offer theoretical propositions that articulate how social network metrics can depict supply network circularity. The framework is illustrated with examples from fashion and electronics industries.

Four theoretical propositions enlighten how betweenness centrality, eigenvector centrality and network density can explain the shift from linear to circular supply networks across the three CE strategies of narrowing, slowing and closing.

The combination of biomimicry, CE, the push–pull dichotomy and social network metrics offer a theory-driven framework for supply network circularity.

The goal of this paper is to enhance consideration for the potential for institutions of higher education throughout the world, in different cultures and contexts, to be change agents for sustainability. As society faces unprecedented and increasingly urgent challenges associated with accelerating environmental change, resource scarcity, increasing inequality and injustice, as well as rapid technological change, new opportunities for higher education are emerging.

The paper builds on the emerging literature on transition management and identifies five critical issues to be considered in assessing the potential for higher education as a change agent in any particular region or place. To demonstrate the value of these critical issues, exemplary challenges and opportunities in different contexts are provided.

The five critical issues include regional‐specific dominant sustainability challenges, financing structure and independence, institutional organization, the extent of democratic processes, and communication and interaction with society.

Given that the challenges and opportunities for higher education as a change agent are context‐specific, identifying, synthesizing, and integrating common themes is a valuable and unique contribution.

Introduction: Technology and the environment remain uncertain for organisations that impose enormous challenges and opportunities to redesign policies and practices for human resources (HR). The use of technology is ubiquitous and pervasive. Technology has altered the way individuals and organisations seek knowledge, process information, instrument, and practice the learning outcomes.

Purpose: This conceptual paper highlights the change in technological and change nature of work impact on HR practices. Technology has changed the nature of work, which affects individuals and organisations. The dynamic change in technology forces organisations to rethink policies and procedures that fuel the organisation’s competence. The difference in HR practices (recruitment and selection, training and development, performance management, and turnover) is not a trend but rather a need for organisational survival. There is not only a transformation in technological implementation in an organisation but also in employee–organisation relations. The organisations install technology and replace employees.

On the contrary, employees leave an organisation and switch towards self-employed jobs entitled Gig-economy (World Bank, 2018). The individuals are moving towards a more flexible and self-employed relationship. Unfortunately, though, working flexibly create concern for an employee–employer relationship such as pension plan, health insurance, and paid leaves. It also creates income inequality.

Methodology: This is a conceptual paper.

Findings: Technology has a dual effect on the organisation and employees. Thus, technology affects employees, employers, and organisations. The change in technology moderates the psychological contract and career selection, leading to change in the policies and practices of the HR department. A research model is proposed in this conceptual research study which will further be tested to examine and confirm the impact of change.

The aim of this paper is threefold. First, to argue for a more historically engaged understanding of the development of management and organization studies (MOS). Second, to reveal the paradoxical character of the recent “historical turn,” through exploration of how it both questions and reinforces extant notions of the field. Third, to explore the neglect of the New Deal in MOS to illustrate not only the problem of historical engagement, but also to encourage a rethink of the paradigmatic limitations of the field and its history.

Adopting the theory of ANTi-history, the paper conducts an analysis of historical management textbooks and formative management journals to explore how and why the New Deal has been neglected in management theory.

Focussing on the New Deal raises a number of questions about the relationship between history and MOS, in particular, the definition of the field itself. Questions include the ontological character of history, context and relationalism, and the link between history and MOS, ethics, Anglo-American centredness, and the case for historical engagement.

The paper argues for a new approach to historical understanding that encourages a revisiting of what constitutes the field of MOS; a greater awareness of and opening up to alternative (hi)stories and, thus, approaches to MOS; and a re-evaluation of phenomena such as the New Deal and other more radical ways of organizing.

Positivist deductive research on transformational leadership brings along with it 25 years of researcher presuppositions. Such research not only suggests that a transformational leader’s influence is unidirectional but also that transformational leadership theory is a universal theory. In this chapter, I inductively seek to examine board-executive director interactions, free from the shackles of existing theory.

The current chapter uses an inductive research approach to the collection and analysis of the empirical material. By being open to surprises in the empirical material, I am able to explore behaviors and relationships, while analyzing a specific context – the nonprofit board-executive director relationship.

The current study finds evidence that individualized consideration in a governance model frequently occurs in the opposite direction. Despite organizational documents promoting a hierarchical structure, evidence of top-down, collegiality, and bottom-up individualized consideration suggests hierarchical boundaries are commonly crossed in the decision making process.

Results of this exploratory study suggest that in a governance context, hierarchical actors do not fit neatly into the boxes defined by 30 years of research on transformational leadership theory, suggesting that the leadership process is more complex than portrayed by current dichotomizations. The findings provide support for recent criticisms of transformational leadership theory.

The findings of this chapter provide evidence of the benefits of eliciting input from organizational actors at multiple hierarchical levels. The empirical evidence provides practitioners with a fresh perspective on board roles and relationship, diverging from the traditional structural prescriptions.