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Tensions arising from temporary versus permanent forms of organising are a managerially relevant and commonplace phenomenon. How ensuing tensions unfold and what implications this has for organising responses across different levels of organising is the key concern of our inquiry. The authors draw upon a case study of what has been dubbed the German refugee crisis to make three contributions to the literature on managing temporary organisational phenomena: First, the authors offer a temporal continuum along which one can distinguish between comparatively fast responses of emergent temporary organisations on the micro-level and relatively slow responses by macro-level institutions that are predominantly engaged in permanent organising. The authors built upon this continuum to highlight the role of temporal lags, which arise from the different reaction times of micro- and macro-level organisations and which is filled by the respective other organisational form, a phenomenon the authors label temporal co-dependence. Second, the authors offer a distinction between deliberate and emergent forms of temporal organising. Third, the authors unearth boundary conditions that make the likelihood of this interplay between different levels possible.

Temporary organisations are time-limited organisations that are created with a deliberate termination point. Temporary organisations can increase flexibility, allow for innovative and transformative activities with less resource commitment, and reflect a ‘Zeitgeist’ of acceleration and time limitation in society. They also give rise to tensions and paradoxes that require new adaptive and coordinative practices. Research on temporary organisations has moved from primarily exploring the distinction between temporary and permanent organisations to using temporary organisations to study a range of phenomena such as temporality, acceleration, identity, and attachment–detachment dilemmas. This volume reflects this new orientation. We map empirical phenomena along the lines of events, projects and networks, and explore three conceptual themes that run through the nine chapters that comprise this volume: (1) temporality in temporary organisations; (2) the interaction between temporary and permanent organisations; and (3) the strategies and practices that temporary organisation develop in response to tensions and paradoxes.

The author analyzes households' inflation expectations data for India, collected quarterly by the RBI for more than a decade. The contribution of this paper lies in two folds. First, this study examines the relationship between relatively recent inflation expectations survey of households (IESH) and the actual inflation for India. Secondly, the author employs a structural VAR with the time period 2006 Q2 to 2020 Q2 on inflation expectation survey data of India. A short-term non-recursive restriction is imposed in the model in order to capture the simultaneous co-dependence causal effect of inflation expectation and realized inflation.

This paper studies the dynamic behavior of inflation expectations survey data in two folds. First, the author analyzes the time series property of the survey data. The author begins with testing the stationarity property of the series, followed by the casual relationship between the expected and actual inflation. The author further examines the short-run and long-run behavior of the IESH with actual inflation. Employing autoregressive distributed lag and Johansen co-integration, the author tested if a long-run relationship exists between the variables. In the second approach, the author investigates the determinants of inflation expectations by employing a non-recursive SVAR model.

The preliminary explanatory test reveals that inflation expectation is a policy variable and should be used in monetary policy as an instrument variable. The model identifies the price puzzle for India. The author finds that the response of inflation to a monetary policy shock is neutral. The results also indicate that the expectations of the general public are self-fulfilling.

IESH has only commenced from September 2005, hence is relatively new as compared to other survey in developed countries. Being a new data set so far, the author could not locate any study devoted in analyzing the behavior of the data with other macroeconomic variables.

The purpose of this paper is to understand the impact of virtualness on extra‐role performance within software development teams and the moderating effect of task interdependence on this relationship.

Data were collected from 192 software professionals from 33 software development teams. Teams were taken as the unit of analysis. Extra‐role performance was measured using organizational citizenship behavior (OCB) scale and task interdependence within the team was measured by interdependence scale developed by Pearce and Gregersen. Virtualness was measured using an objective measure developed by the authors. Regression was used to study the moderation and main effects.

Virtualness negatively influenced overall extra‐role performance within the team. In terms of individual dimensions, virtualness had a negative influence on extra‐role performances directed towards team as an entity (civic virtue and generalized compliance) but it had no impact over extra‐role performances directed towards other team members (altruism and courtesy). Although task interdependence had a positive impact on OCBs, it did not moderate the relationship between virtualness and OCBs.

The findings will help teams understand the need to manage virtualness within the team in order to increase extra‐role performance among its members.

The authors have developed an objective method to compute virtualness within the team context. The moderating effect of task interdependence on the relationship between virtualness and extra‐role performance has been studied for the first time and is documented in this paper.

Although earlier research suggests a positive relationship exists between engaging in entrepreneurial marketing activities and firm performance, there may be contingent issues that impact the association. This investigation unpacks the relationship between entrepreneurial marketing behaviour and firm performance under the moderating role of coopetition, in an immediate post-COVID-19 period.

A resource-based theoretical lens, alongside an outside-in perspective, underpins this study. Following 20 field interviews, survey responses via an online survey were obtained from 306 small, passive exporting wine producers with a domestic market focus in the United States. The data passed all major robustness checks.

The statistical findings indicated that entrepreneurial marketing activities positively and significantly influenced firm performance, while coopetition provided a non-significant moderation effect. Field interviews suggested that entrepreneurs’ attemps to scale up from passive to more active export activities in an immediate post-pandemic period helped explain the findings. Owner-managers rejoined trustworthy and complementary pre-pandemic coopetition partners in the immediate aftermath of coronavirus disease 2019 (COVID-19) for domestic market activities. In contrast, they had to minimise risks from dark-side/opportunistic behaviour when joining coopetition networks with partners while attempting to scale up export market activities.

Unique insights emerge to unpack the entrepreneurial marketing–performance relationship via the moderation effect of coopetition, namely, with the temporal setting of an immediate post-COVID-19 period. Firstly, new support arises regarding the likely performance-enhancing impact of owner-managers’ engagement in entrepreneurial marketing practices. Secondly, novel findings emerge in respect of the contrasting role of coopetition in both domestic and export market activities. Thirdly, new evidence arises in relation to a resource-based theoretical lens alongside an outside-in perspective, whereby, strategic flexibility in pivoting facets of a firm’s business model needs effective management following a crisis.

This conceptual article develops a theory-based set of themes that characterize how a leader and member interact based on their attachment style, motivation to lead and follow and their interpersonal orientation.

This study proposes that the leader's and member's attachment styles, effectuated by their motivation to lead and/or follow and their interpersonal orientation, determine the emergence of primary (most frequently occurring) and secondary (less frequently occurring) leader–member relationship (LMR) themes.

The themes are labelled mutual affirmation, control, prestige, mutual indifference, conflict, imbalance and co-dependence. The article describes how these seven themes are grounded in their own streams of research, including leader–member exchange (LMX) as the basis for the first three, and how the themes vary in behaviors that generate the operational outcomes of psychological safety, proactivity and functionality, which, in turn, yield performance outcomes. Performance outcomes affect the leader's and member's perceptions of their relationship and their anticipation for the future. Leader–member similarity, situational pressures and perceptions of others' relationships moderate LMR development.

Each theme reflects a pattern of interactions that produces degrees of psychological safety felt by the leader and member, proactivity of the leader and member to devote energy to their relationship and how well the leader and member function together. The behaviors, in turn, influence how the leader and member perceive each other and themselves and their anticipation for the future of the relationship.

The model can be used by organizational development and human resource professionals to assess leader–member dyads and train leaders and members to be aware of factors that influence their relationship and how these factors affect performance outcomes.

The model contributes to the literature on leader–member relationships by suggesting a theory-based set of themes that characterize how the leader and team member interact and how their relationship develops.

The paper seeks to examine cycles and common cycles in the real estate markets of the UK, Japan, Singapore, Hong Kong and Malaysia using a combination of time domain and frequency domain methods.

The paper identifies the patterns of cyclical movement (if any) in the five public real estate markets, and searches for common cycle characteristics and patterns in international real estate markets. In addition to the time domain analyses, these empirical investigations are further empowered by a frequency domain method that includes spectral and co‐spectral analyses.

International real estate markets are characterized by cyclical behavior that exhibits phenomenal fluctuations. The markets are also pro‐cyclical; they do tend to move together. Furthermore, some differences in the patterns of the common cycles and their lead‐lag linkages are evident.

International investors would probably benefit from diversifying real estate stocks across the UK and Asian real estate markets, especially in the short and medium terms. However, the long‐term cyclical patterns across the national real estate stock markets are not sharply different, indicating that smaller diversification benefits are to be expected in the long term.

Common cycle analysis advances investors' understanding of the long‐term relationship and medium‐ and short‐term linkages across international real estate markets, thereby allowing investors and portfolio managers an opportunity to discern any contrasting cyclical patterns at all frequencies so as to assist in their portfolio decisions.

For the past several decades, the field of global leadership has made noteworthy theoretical and empirical progress. The role of a global follower, however, has not been addressed to date. This chapter focuses on global followers and global followership as vital elements of a global leadership process supporting a traditional followership view that “leadership can only occur if there is followership” (Uhl-Bien, Riggio, Lowe, & Carsten, 2014, p. 83). Two assumptions ground the arguments: global leaders and global followers are engaged in a partnering process of global leadership, and followers and global followers have distinctive characteristics influenced by their specific environments. To explore those assumptions, we start by introducing the followership theory and relevant followership characteristics. Subsequently, we address the role of context in global leader–follower dynamics, extrapolate global followership characteristics from relevant multidisciplinary literature, and offer an example of a global leader–follower partnership. Next, we examine mentions of global followers and global followership in academic and nonacademic literature, and define a global followership construct. The conceptual framework, global followership model, research agenda, and practical implications conclude the manuscript.