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This paper aims to examine the shareholder versus stakeholder debate. This paper outlines how businesses are starting to move toward a stakeholder model, and also discusses what must be done to sustain the momentum toward the stakeholder model.

This paper uses examples from organizations to highlight the momentum toward the stakeholder model.

This paper suggests that countervailing forces - from financial analysts, institutional investors, and institutionalized practices in many corporations - will need to be overcome if businesses are to succeed in adopting the stakeholder model.

Thus paper discusses the role of educators in the process of changing the mindset of students, executives, and others from a shareholder to stakeholder mindset.

This paper discusses not only the trend toward the stakeholder model of businesses, but also how to sustain the momentum toward this model.

Firm performance remains at the heart of strategic management. In the quest to refine the field’s contribution, Venkatraman and Ramanujam (1986) argued that reliance upon single measures of firm performance is risky and firm performance should be treated as a multidimensional construct. Subsequently, researchers have examined trends in firm performance measurement ever since. Over a decade since the last examination of this issue, this study aims to add to the ongoing conversation.

The authors investigated 1,972 research papers published in five premier management journals for the years 2015–2019 to determine if multidimensional measurement of firm performance has improved.

The findings suggest that approximately two-thirds of papers that measure firm performance are published using only a single measure of firm performance, and approximately three-fourths do not measure firm performance across multiple dimensions.

This study contributes to the literature by emphasizing the necessity to consider the dimensionality of firm performance, use multiple measures and consistently ground firm performance variables with theory – especially control variables – to keep firm performance as the focus of the strategy field. Evidence and implications are discussed and recommendations for researchers and reviewers are provided.

This paper aims to examine the automotive industry and how it ripe for disruption. By examining the current state of the industry and how technology will shape the future of the car, this paper outlines why the automotive industry is ready to be disrupted and provides insights as to whom the major players may be in the future and why.

This paper uses examples from companies and the media to identify how the automotive industry is ready to be disrupted.

This paper identifies that the automotive industry is ready to be disrupted. With Tesla having secured over 400,000 pre-orders for its new Model 3 sedan, there is a movement that will pave the way to a new era of the automobile.

This paper demonstrates that a new way of thinking is needed for top managers at traditional automakers. In this paper, a new way of thinking about the future of the car is presented.

This paper takes a new perspective on what the future of the automobile may resemble and the companies that will likely be involved as a result of the disruption in the industry.

With today’s business faculty being tasked with making meaningful contributions to their community, corporate stakeholders, as well as in research and student learning, this makes faculty engagement and performance outputs key to metrics of college success. Therefore, the purpose of this paper is to understand how faculty engage in shared governance at the college level is important to ensure success of the college.

The authors searched for research that examined governance structures in colleges of business and found this has received scant attention. After reviewing the research examining university governance, the authors evaluate how faculty engage in shared governance at the college level.

The authors identify four categories of decision-making that often involve shared governance and outline different shared governance options for colleges of business, along with their pros and cons. The authors posit that the most appropriate governance approach for a college of business depends upon the college’s external environment, culture and other contextual dimensions. Finally, guidance for future research and practice, including considerations for changing governance, is provided.

How colleges of business operationalize their governance structures has received scant attention in the management literature.

This chapter explores how stress may manifest among non-family member employees, family member employees, and family firm founders in family firms during the startup phases of the organization. Understanding how stress arises in family firm startups has received limited attention to date. Notably absent in the research is the understanding of how stress arises in non-family member employees, which is important to understand as non-family member employees often outnumber family member employees. As stress increases for the non-family member employee due to issues such as role ambiguity and conflict, negative outcomes resultant from this stress may increase the chances of the employee exhibiting withdrawal behaviors. It is suggested these outcomes increase the stress of the family firm entrepreneur and family members by increasing interrole and interpersonal conflicts and negatively impacting decision-making. These effects on the family members may adversely impact the family firm’s chances of performing well, thus decreasing its chances for survival. Recommendations for future research are also made.

This paper aims to study the formation and preservation of behavioral integration (BI) in the top management team (TMT) of The Church of Jesus Christ of Latter-day Saints from 1844 to the present.

An analytically structured history approach within a case exemplar framework is adopted. Theoretical insights are extrapolated from the case study to form a process model of BI formation and preservation in TMTs.

The findings reveal that three factors primarily influence BI creation (induction, education and cementation) and that BI is preserved via an iterative process that is driven by CEO conservatorship, intentional mentoring and social modeling.

This study investigates an unexplored area in upper echelons theory: the process by which BI is formed and preserved in TMTs and presents a process model of BI formation and preservation that shifts attention in the literature from analyses of the effect of BI on various organizational outcomes to how it can be formed in the first place and then preserved.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Choosing the right person as CEO, investing in them the responsibility to always do the right thing, and having only the highest expectations of them is what the top job is all about. Some succeed while others fail, and lessons can be drawn from both experiences.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The paper provides strategic insights and practical thinking that can have a broader social impact.

The briefing saves busy executives and researchers' hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.