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The popularity of employee resource groups (ERGs) has grown, yet there has been limited critical examination of the outcomes of membership individuals. This paper aims to better understand ERG member experiences and the role and impact of allies, or members who do not share the identity around which the group is centered.

Two survey studies collected data from ERG members and non-members to uncover individual membership outcomes.

Our findings reveal that ERG members report greater career satisfaction yet also experience higher levels of emotional loneliness compared to non-members. Additionally, the presence of allies in ERGs has a complex impact, offering both positive and negative effects on the experiences of focal group members.

Our findings provide a more expansive view on employee experiences related to ERG membership and suggest decisions to allow or require openness of ERGs to everyone should be undertaken with caution. Implications for theory and practice are discussed.

This study contributes to the diversity management literature by exploring individual outcomes of ERGs, a popular type of organizational diversity practice.

Small and medium-sized enterprises (SMEs) are critical in the global business environment, yet they face significant challenges of survival. This study aims to investigate the role of continuous learning and resilience dynamic capabilities (RDC) on SME performance.

The authors conducted a quantitative survey of leaders from 290 SMEs to examine the relationship between continuous learning and performance. Structural equation modeling (SEM) is used to test the dependent relationships in this study. In addition, the Monte Carlo Method is used to test the mediating effect of RDC.

The results suggest that there is a direct effect of continuous learning on firm performance, as well as an indirect effect through RDC. In other words, the effect of continuous learning on firm performance was partially mediated through RDC.

The authors also explored whether firm life cycle stage matters regarding the role of continuous learning and RDC in SMEs. The mediating role of RDC becomes more pronounced (fully mediated) as SMEs transition from the growth stage to maturity stage of their life cycle.

The purpose of this article is to deepen understanding of how emotional intelligence (EI) and artificial intelligence (AI) affect organizational behavior from a phenomenological perspective. Through philosophical lenses – particularly Descartes, Husserl and Merleau-Ponty – it highlights the contrasts and similarities between these forms of intelligence. The study aims to explore how AI and EI shape human experience and meaning-making in organizations, providing insights into how AI integration can foster more human-centered organizational practices.

This study employs a phenomenological approach to explore the philosophical underpinnings of EI and AI. By examining Descartes’ Cartesian dualism and Husserl’s phenomenology, the study analyzes the alignment and divergence between AI and these philosophical perspectives. The methodology integrates literature review and conceptual analysis to link philosophical insights with their organizational behavior implications, offering a framework that critically examines AI’s impact on human experience and organizational dynamics.

The findings highlight that emotional intelligence, rooted in the body-mind interaction, offers a human-centered view of experience, distinct from artificial intelligence. However, combining AI with EI can enhance organizational behavior by promoting more empathetic approaches. While AI can mimic cognitive functions, it lacks the embodied emotional experiences essential for human interaction. This insight emphasizes the need for AI systems to support, rather than disrupt, organizational meaning-making processes.

This article offers an original interdisciplinary perspective, merging phenomenological philosophy with organizational behavior. By examining emotional and artificial intelligence through Descartes, Husserl and Merleau-Ponty, the study presents fresh insights into AI design that prioritizes human-centered development. It contributes to AI ethics and organizational behavior literature by emphasizing the role of emotional intelligence in guiding AI integration within organizational contexts.

This paper investigates the impact of International Financial Reporting Standards (IFRS) adoption and domestic investor protection on the relationship between United States (US) cross-listing and earnings management.

The paper applies ordinary least squares (OLS) regression analyses to a matched sample of cross-listed and non-cross-listed firms from 2000 to 2018, covering 38 countries.

We find that US cross-listed firms have lower real earnings management. The results also show that real earnings management is lower for US cross-listed firms that adopt IFRS and from high domestic investor protection countries. Our results further show that real earnings management is higher when cross-listed firms use Level 1 American Depository Receipts (ADRs) to cross-list but adopting IFRS and high domestic investor protection help reduce real earnings management. Using the SEC’s Rule 12h-6 as a quasi-natural experiment, we document that post-12h-6 Rule, firms in high domestic investor protection countries experience a reduction in both accruals and real earnings management. However, the result is the opposite in countries with low investor protection.

Our findings have implications for regulators and policymakers on the impact of ADR levels and Rule 12h-6 on earnings management.