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This study aims to test a moderated mediation model of the relationship between neurodiversity and team performance, mediated by social cognitive integration and positively moderated by horizontal cognitive differentiation.

The authors used neurodiversity survey data from 40 intact organizational teams, including data from all team members and their leaders, and tested the moderated mediation model using bootstrapping. Neurodivergent conditions, horizontal cognitive differentiation (i.e. the distribution of knowledge and expertise among team members, expanding the range of available cognitive resources) and social cognitive integration (i.e. a collaborative process of knowledge sharing, evaluation and elaboration) were evaluated by team members, and team performance was evaluated by the leaders.

The results show that neurodiversity fosters social cognitive integration in teams only when horizontal cognitive differentiation is high. Moreover, social cognitive integration mediates the association between neurodiversity and team performance, whereas the remaining main effect of neurodiversity on team performance is positive and significant.

This study contributes to the limited body of knowledge that examines neurodiversity in organizational settings and presents one of the first empirical tests of the relation between neurodiversity and team outcomes, building on the combination of cognitive differentiation and integration.

This study examines in a cross-lagged design the relationship between ethical organizational culture (EOC), psychological safety (PS) and two organizational interventions aimed at fostering employee engagement and integration as well as increasing decision transparency and employee participation in work design (labeled as FIKA and “Start, Stop & Go”).

We use a cross-lagged design in which we assessed (in a sample of 581 employees) the strength of EOC before deploying two informal interventions aimed at stimulating the informal interactions between leaders and their followers and guiding participative reflections on the progress of work activities. After deployment, we assessed PS in relation to leaders, colleagues and customers as well as the strength of EOC, using the same scales as before the intervention.

Results show that a strong ethical culture promotes PS at the individual as well as at the group level. Although the interventions did not significantly change the strength of EOC, they do enhance the positive association between EOC and PS experienced in relation to the leaders.

More research is needed on the long(er)-term effects of the interventions studied to determine their lasting impact on EOC and PS. In addition, more research is needed on specific mechanisms through which organizational interventions potentially foster the emergence of EOC.

These findings highlight the importance of EOC in promoting PS and call for more research on the effectiveness of specific organizational interventions aimed at increasing the strength of EOC. Such interventions could help organizations create more supportive, inclusive and productive work environments.

EOC is a key antecedent of (socially) responsible organizational practices and understanding the interplay between EOC and PS is essential for promoting a healthier work culture and improving employee well-being and ultimately organizational financial and non-financial performance.

These findings highlight a systematic attempt to test the effect of informal organizational interventions on the development of ethical values in organizations and present initial empirical evidence concerning the relation between the strength of EOC and PS.

This paper aims to explore the integration challenges during the early stages of implementation of value streams as team aggregation structures as a novel organizational construct in a modern organization.

We use an immersive ethnographic approach to follow the transition to value streams as team aggregation structures in a large organization during the first three years of implementation. We integrate systematic observations with interviews to get insights into the dynamics of change and the most important challenges faced by the organization during this transition.

We integrate systematic observations collected during the organizational change with insights from interviews carried out with managers to provide tentative answers to some key questions related to the implementation of multiteam systems. We reflect on their performance, entitativity, autonomy as well as on the satisfaction of their members.

We discuss some of the most important managerial challenges during the transition to value streams as novel organizational constructs and we derive some actionable insights for team and value stream managers leading such change processes.

Our study provides a rich account of the first stages of implementing an organizational design that brings together different teams in organizational structures that are focused on the value provided to customers.

We grounded this study in the Too-Much-of-a-Good-Thing (TMGT) meta-theoretical framework to disentangle the costs and benefits associated with workplace friendship in a military setting.

We collected data cross-sectionally through self-reports from 287 employees from the Romanian Air Force.

The number of friends had an inverted U-shaped association with perceived social support. Our results show that as the number of friends increases from 9 to 10, so does the social support. However, as the number of friends further increases above 10, social support tends to decrease rather than increase. Furthermore, we found that social support and all dimensions of mental well-being (emotional, social and psychological well-being) were positively associated. Moreover, social support mediated the relationship between the number of friends and the three dimensions of mental well-being.

Our findings can help human resources policies in military organizations foster an organizational climate that cultivates friendship ties between employees, which is crucial for their social support and overall mental well-being.

This work provides additional information about the specific mechanisms through which the effects of workplace friendships on mental well-being occur.

The purpose of this paper is to extend the knowledge of social entrepreneurial ecosystems and test their effect on social entrepreneurial activity in a cross-border context.

The current research used the fuzzy set Qualitative Comparative Analysis method on a sample of 4,357 cross-border cooperation (CBC) projects implemented between 2014 and 2020, spread over 40 Euroregions.

Single ecosystem elements can be sufficient conditions but with a limited effect on cross-border social entrepreneurship. Configurations of ecosystem elements can be necessary conditions with synergetic effects. A geographical pattern was identified in the spread of configurations across Europe.

Geographical, quantitative and project data constraints exist. The authors call for research into synergies between ecosystem elements in cross-border contexts and ecosystem patterns across Europe.

Policymakers, their cross-border counterparts and Euroregions could coordinate their efforts to improve ecosystems’ impact and involve social entrepreneurs to scale impact in neighboring countries.

Involving social entrepreneurs in CBC projects will show how social impact in one country can be valuable for solving issues in the neighboring country. This will increase the valuation of innovative solutions, create opportunities for scaling social impact and contribute to the European (EU) Cohesion Policy.

The study uses a novel approach by investigating the effect of social entrepreneurial ecosystems in Euroregions on social entrepreneurial activity in a cross-border context. The study shows that the impact of social entrepreneurial ecosystems does not stop at the country’s borders.

The learning objectives are intended to stimulate the students’ comprehension of the various challenges faced by Indian social entrepreneurs. The case study offers a rich educational experience spanning diverse fields, including business operations, entrepreneurship, sustainable products, social innovation and financial planning. The case study on social entrepreneurship will guide students to comprehend its concept, significance, challenges and understand how businesses can be a force for positive social impact. The case study serves as a valuable tool for graduate students, helping them improve their critical thinking and solution-focused skills in preparation for their future entrepreneurial endeavors. Students should be able to analyze the case study, answer questions and evaluate the co-founder’s business expansion dilemma.

Social entrepreneurs are vital in tackling pressing societal issues, fostering innovation and creating lasting solutions for rural communities. However, their unique challenges often go unnoticed. This case study highlights the journey of Dr Saji Kurungatil Varghese, the co-founder of Sunbird Straws, an eco-friendly startup, and the complexities they faced while considering business expansion. The purpose of this case study is to provide insight into the world of social entrepreneurs and emphasize their importance and contribution on a wide scale.

This case study is suitable for undergraduate and postgraduate students.

Teaching notes are available for educators only.

CSS3: Entrepreneurship.