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Leading with vision while granting employees autonomy is one effective organizational response to the demands of a dynamic external environment. The former is thought to align followers' behavior by providing guidance, the latter to increase variance in their behavior by relinquishing control; both exert beneficial but distinct effects on organizational performance. What has remained uncharted heretofore is how these leader behaviors shape their followers' cognition and, subsequently, yield improvements in performance. The authors argue that a leader's vision communication transforms followers' cognitive representation of their work. This not only enables them to specify their goals in alignment with the vision (goal clarity) but also to locate the meaning of their work within the bigger picture of the vision (construal level). By contrast, perceived autonomy in terms of power-sharing might directly affect followers' work engagement more narrowly.

The authors tested the model on a sample of 408 employees from eleven enterprises of a holding company. In the survey, employees reported perceived vision communication and autonomy provided by their leader. Furthermore, the authors assessed the employees' goal attainment. To capture how employees represent their daily work activities, the authors measured their construal level and their goal clarity.

The results show that both perceived vision communication and granted autonomy improve employees' goal achievement. Moreover, two processes mediate the relationship between vision communication and goal achievement in followers: first, specifying goals in terms of clarity; second, composing a higher-level mental construal of their work. In contrast, no mediation of empowering leader behaviors was found.

Better goal achievement through visionary leadership is therefore achieved through cognitive alignment of followers, while leader-granted autonomy acts as a motivational tool directly on performance.

Carp is a traditional aquaculture fish with decreasing relevance in European markets. Despite this, it is a protein source which could contribute to the worldwide protein supply. Traditional carp ponds are part of human cultural heritage with high relevance for biodiversity. But, market shares of carp are small compared to other seafood market, mainly due to low consumer demand. The aim of this research was to contribute to the discussion on how to increase demand for carp by testing the acceptance of selected preprocessed carp products.

A quantitative online survey was conducted in Germany and Poland with the aim of identifying consumers' attitudes towards carp and carp products. On this basis recommendations on how to best market carp products are developed.

Carp is perceived to be a fish eaten primarily at Christmas and New Year's Eve and to be difficult to prepare. The analyses reveal that a potential for novel carp products does exist in Germany and in Poland. The wider introduction of a bonecut filet to the market, a better availability of carp products, and the avoidance of off-flavors are important prerequisites for higher market relevance of carp.

In this research consumer preferences were elicited “theoretically” by showing pictures of carp products and asking them for their preferences. In this regard, the results presented here state a general consumer interest and a potential for new carp products. Further research, integrating product tastings might give additional information on the likely success of new types of carp products.

In order to let people know about the new products and at the same time to combat the sometimes existent bad image of carp, product tastings, also in combination with information regarding local origin and environmental/cultural impact, should be offered at the point of sale.

Carp is a highly sustainable fish and offers a valuable protein source for human consumption. But, in its common ways of market presentation it is not highly appreciated by consumers. This paper demonstrates options of overcoming this situation.

The purpose of this study is to review the overall trends in diversity, equity and inclusion (DEI) research in the management field.

We performed a scoping review to comprehensively understand how DEI research has been conducted and to inform future research and practices in the management field. We reviewed 725 articles published from 1976 to 2022 in SSCI-indexed management journals. We examined publication profiles (number of articles and research focus), publication tendency (journals and years), chronological publication trends, work environments (traditional vs remote/virtual work settings) and dimensions of DEI, including age, gender, race and culture.

We identified six common DEI research themes: (1) DEI management and practice, (2) perspectives on DEI, (3) team/group diversity, (4) DEI conceptualization, (5) leadership for DEI and (6) DEI climate. Finally, discussion, implications and recommendations for future research are presented.

Our research provides a comprehensive outline of the DEI research and suggests future directions to contribute to and advance knowledge on DEI in the management field.