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This study aims to extend Mintzberg’s theory of organisational configurations to the specific context of ephemeral online communities. As such communities self-organise rapidly and temporarily, without fixed hierarchies, authority relationships or formal structures, they represent a novel and challenging subject of study from an organisational perspective. In this paper, the author argues that configuration theory can nevertheless be a powerful framework to understand how such communities organise collective action.

An analysis of a social experiment organised by the Reddit platform called “The Place” is used to study emergent coordination mechanisms in ephemeral online communities. Drawing on data gathered from Reddit and from the experiment’s outcomes, this paper focuses upon the coordinating mechanisms deployed by different communities to establish themselves in a position of power.

Using configuration theory, the author outlines four main ways for the participants to coordinate their actions in ephemeral online contexts. The findings suggest that, beyond the study of more traditional organisational contexts, configuration theory is a powerful framework for understanding more emergent and contemporary forms of organising.

This paper assesses the validity of a well-rounded theory in organisation studies, configuration theory, to study a novel type of organisations – ephemeral online communities. In doing so, it offers new insights into how online environments can facilitate and structure collective action without traditional organisational structures, thus advancing the study of online coordination mechanisms.

This paper aims to develop a heuristic ethical stance as a provocation for responsible leadership scholarship and practice within entangled human–environment systems. Through consideration of the failures of ethics – in particular Uyghur mass atrocities and their residues in global supply chains – the stance offers a reflexive pathway between the inner value orientation of leaders and the scope of interconnected interests affected by leader action and inaction.

Through an autoethnographic narrative, the applied ethic brings together work by the contemporary Holocaust philosopher John Roth with a motto spread by Anglican educational philosopher and social entrepreneur Charlotte Mason (1842–1923). The failures of ethics centre material, sensorial, religious and relational tensions that are explored through three conversational vignettes relating to the current mass atrocities of Uyghur Turkic Muslims in the Xinjiang region of China.

The resulting ethical stance relates individual personhood to meso and macro levels through Mason’s motto –I am, I can, I ought, I will –and is developed to contain self-reflexivity and identity, conscience informed by testimony, consciousness of the power to protest and resist and intention to pivot. The failures of ethics highlight the apparent centrality of religious ethical traditions to considerations of responsible leadership.

The lack of serious and sustained attention to the ethics in responsible leadership, in particular ethical failures and religious ethics, limits its relevance within entangled systems The paper brings to responsible leadership novel philosophical perspectives to link reflexivity between individual and governance level responses and enliven the imagination of conscience through the ubiquity of complicity.

Despite the advent of New Public Management theories over three decades ago, doubts persist regarding the practical implementation of these principles in the public health-care context. Challenges arise particularly from the type of system where this phenomenon is analyzed. In the Italian context, for instance, it can be arduous to define universally applicable organizational behaviors, given the interregional disparity that characterizes such a system. Furthermore, the professional identity of clinician-managers influences the perception of what “being a manager” means. This paper, thus, using the Italian context as a reference, aims to delineate what is the perception of Italian public hospitals clinician-middle-managers in terms of their responsibilities and tasks.

A survey-questionnaire was distributed to 6,011 Chief Medical Officers (CMOs) in Italian public hospitals, representing 100% of such role holders in the country. With a response rate of 16.7%, 1,005 responses were obtained. The questionnaire assessed CMOs' attitudes toward specific activities relevant to clinician-management, ranked from most to least important. Activities were derived from literature and categorized to discern management styles. Subgroups based on geographical location and professional orientation were also identified to isolate regional effects and professional identity influences.

Results suggested that activities associated with a collaborative approach are perceived as most important. Furthermore, it clearly emerges the difference based on professional orientation of CMOs. However, it could not be appreciated the same level of difference basing the analysis on regional disparities.

The interest in the role of middle management in healthcare organizations has increased over the years. Nevertheless, currently the authors believe that not many studies are focused on defining what “being a manager” means for clinician-managers themselves, rather than explaining what clinician-managers shall do.

Measurement of the process of management innovation (MI) is critical for both practitioners and academics, yet the literature is scarce and characterized by a diversity of approaches and practices that can be confusing and contradictory. This study aims to create a novel instrument for assessing MI, achieved through a critical analysis of the literature focused primarily on identifying the dimensions of MI and, second, the scales used for their measurement.

Using survey data from 415 managers of the service sector from different companies in Italy, the validation of the MIINDEX was conducted. Internal consistency analysis (Cronbach’s alpha) was used to test the statistical reliability of the tool.

The paper offers a review of key publications on the proposed dimensions of MI and the scales used for their measurement that have been published in research journals within the past two decades. The validation of the index was deemed satisfactory. These research results lead to several conclusions that enrich the current academic debate about MI and contribute to managerial and business practices.

To the best of the authors’ knowledge, this paper originally proposed a clear and holistic framework covering the range of activities needed to capture all the nuances of MI.

This paper presents a unique approach to exploring how organizations can be designed to cope with uncertainty and benefit from unexpected events. Our focus is on antifragility, a concept gaining traction in organizational design.

We adopt a design perspective based on a socio-technical and complex adaptive systems perspective to explore the physical and social elements necessary for creating the landscape and pathways for antifragility. We present a framework that includes human systems and design elements and how these foster self-organization and adaptation.

Self-organization depends on the context in which it develops. Therefore, designing complex adaptive systems requires developing the landscape and pathways to generate self-organization. The interaction of the social and organizational elements promotes self-organization and antifragility. The design elements of redundancy, loose coupling, modularity and scalability influence the context within which self-organization emerges. Individual and organizational mindfulness, self-management and continuous learning allow for rapid reconfiguration under uncertainty, creating the landscape and pathways for organizations to benefit from unexpected events.

Creating organizations with a focus on deriving benefits, rather than striving to return to the previous state, especially in the face of unforeseen disruptions, represents a fundamental shift in perspective. This contribution is important given the predictions of a world that will increasingly face black swan events. Therefore, preparing organizations for thriving under stress has important implications for theory.

An organization’s ability to create value from stressors is a key advantage. As the goal of any organization is long-term sustainability, those with antifragile capabilities are better positioned for success. Organizations can move beyond mere recovery by using design to create conditions that promote antifragility, as is the case with robustness and resilience. This paper provides a roadmap for organizations to thrive amidst disruptions, offering practical strategies for implementation and equipping the reader with actionable steps to enhance their organization’s adaptability.

Designing organizations to benefit from disruptions represents a significant paradigm shift. The nascent field of understanding how organizations can embody antifragility is of great value. This paper is among the first to offer a design-oriented approach to this concept, adding significant value to the existing body of knowledge. The perspective and insights presented in this research will engage scholars and practitioners in organizational design and management.

Building on upper echelons theory, this study explores the influence of managerial cognition on firm innovation during times of crisis. Specifically, we aim to disentangle the concept of cognitive complexity by examining how CEOs’ cognitive depth and cognitive width differently influence their firms’ innovation outcomes. Additionally, we investigate how organizational slack moderates the impact of these cognitive attributes on innovation, providing a deeper understanding of the conditions under which managerial cognition drives firm adaptability in crises.

This study utilized a sample of 115 listed US firms ranked in the top 200 in terms of market capitalization share in 2020. We measured the key variables by analyzing text and archival data from interviews with CEOs, particularly focusing on their discussions regarding the impacts of the COVID-19 pandemic. Regression analysis was employed to test the hypothesized relationships in the research model.

The results reveal that under the crisis, CEO cognitive depth enhances firm innovation, while CEO cognitive width impedes firm innovation. Moreover, organizational slack weakens the positive relationship between CEO cognitive complexity and innovation.

This study significantly contributes to and extends the established body of research on a leader’s cognition during a crisis. Our study goes beyond traditional views of cognitive complexity by highlighting the distinct impacts of two critical elements: cognitive depth and width, on decision-making processes. This study contributed to the innovative decision-making literature by opening up the black box behind the decision-making process of innovation during uncertainty. This underscores the multifaceted nature of cognitive processes in innovation, highlighting the interplay between cognitive depth, cognitive width and organizational resources in driving firm innovative outcomes during the crisis. We also broaden the temporal scope of empirical research on CEO cognition by gathering data from CEO interviews conducted during the COVID-19 pandemic.

This study reveals that when CEOs have a broader focus and attend to a wide range of information, their ability to quickly utilize firm resources for formulating competitive actions decreases during uncertainty. Consequently, it is crucial for CEOs to acknowledge the limitations of their attentional capacity. The allocation of their attention and information processing capacity has significant implications for their innovative decision-making processes, particularly in navigating through crises.

Our study finds that excessive attention during times of crisis may not necessarily be beneficial to firm innovation. An excessive focus on problems can lead to scattered attention, impairing judgment and decision-making abilities. Moreover, excessive attention to problems may trigger panic and unnecessary stress, further impacting decision quality. High cognitive width can trap teams in short-term thinking and emergency mode, neglecting long-term strategies and opportunities such as innovation investment. Yet, firms with more slack resources can reduce the negative impacts of cognitive depth.

This study proposes a comprehensive cognitive model to understand managers’ decision-making during a crisis. The research posits that different dimensions of CEOs’ managerial cognition have distinct impacts on firm innovation in crisis environments. This study significantly contributes to the study of managerial cognition and innovation literature.

This article explores leadership as a philosophical attitude. The purpose is to get a deeper understanding of leadership in everyday working life.

The article is based on a thematic analysis of 16 qualitative research interviews with leaders of different levels within the Norwegian Labour and Welfare Administration (NAV).

Leadership is not merely a set of skills or a functional role. The study has identified the broader implications of leadership as a philosophical attitude for personal development, motivation and social responsibility; and the relational side of leader’s social mission.

The study has examined what the interviewees say; it has not observed what they actually do.

Leadership as a philosophical attitude deals with personal dimensions and shows how leaders can adjust their behaviour based on their character traits and the situational demands.

This article bridges theory to practice through the empirical application of philosophical attitudes in leadership practice.

Case studies are widely used in business education as an action-oriented teaching method to develop students’ problem-solving skills. While they are popular in the classroom, the authors know little about how best to design and use case studies and whether they improve students’ learning experience and outcomes. This paper aims to investigate whether pedagogically developed case studies lead to better student learning outcomes than do traditional case studies.

This large-scale, international quantitative research surveyed students (N = 159) at four major faculties of business and economics in Belgium, the Czech Republic, Germany and Poland to determine whether integrating pedagogical principles into the design phase of teaching cases and adhering to pedagogical principles in case study design affected students’ learning outcomes.

This study finds that pedagogically developed case studies have a more positive impact on student learning compared to traditional case studies. In addition, the authors found that students who have had previous experience with case-study work and who have positive perceptions of it had even better learning outcomes compared to students who have had no previous experience with case-study work and have negative perceptions of it.

Anecdotal accounts of using case studies in business education suggest that they have a positive impact on the teaching-learning process and learning outcomes, yet very few studies have surveyed students themselves to evaluate whether case-study teaching and learning does in fact lead to better learning outcomes. By empirically showing that teaching with pedagogically developed case studies leads to better learning outcomes, the study suggests that developing case studies using these methods can improve student learning. In addition, the study suggests that students with no prior experience with case studies or with negative prior experiences may need greater preparation and support to fully benefit from case-study work.