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In response to external conditions, organizations yearn to gain a competitive edge during unremitting change. Recognizing the importance of managing change, researchers have aggressively investigated organizational change at the macro level. This research, however, argues that an employee's ability to cope with change is a function of both micro (individual) and macro (contextual) factors.

The survey data were collected at an organization that was undergoing a significant internal change. Correlational and structural equation modeling techniques were used for data analysis.

The results suggest that individual differences (intolerance for ambiguity) and contextual factors (LMX, TMX receipts and TMX contributions) are important factors for understanding the ability to manage organizational change effectively. Additionally, it is argued that contextual factors not only have direct effects on coping with change but indirect effects through perceptions of work group effectiveness. Our results indicate that both micro and macro factors are important for understanding the ability to cope with and manage change.

The research leaves open some interesting questions around the role of contextual factors in coping with change, in addition to the interaction with individual differences.

Most sources discuss change as focused at the organizational level. Managers will be well served to understand that the degree to which employees cope effectively with change will be partly determined by the interaction of individual differences and the organizational and team level context.

This research extends our understanding of the relationship between social exchange relationships and how individuals cope with change in organizations and the mechanism by which that occurs.

The purpose of this article is to discuss methods for leading and managing inclusive entrepreneurial ecosystems (IEEs) that encourage inclusion and participation from underrepresented portions of their community for entrepreneurship ecosystems to represent and help all types of entrepreneurs in their region.

This article uses an in-depth interview method for data collection.

Our findings present challenges and opportunities in striving to have more inclusive entrepreneurial ecosystems (IEEs) by empathizing with different populations and co-creating new and novel programs to meet needs.

EE leaders should follow suit with entrepreneurs and utilize the customer discovery and design thinking processes to design resources and programming that reach the various needs of entrepreneurs from all backgrounds. This process should be co-created with stakeholders to allow those communities to have ownership in the final product.

This article takes a pracademic approach using both interviews and academic research to determine methods for fostering IEEs.

While management is considered relatively immature compared to other social sciences, for over half the lifespan of the discipline, the field has been bombarded with “fads”. For the purposes of this manuscript, fads are defined as “managerial interventions which appear to be innovative, rational, and functional and are aimed at encouraging better organizational performance”. This definition draws on and integrates a number of theorists’ conceptualizations of fads. Notably, however, there is some point at which a fad sufficiently demonstrates its effectiveness in numerous and diverse settings to warrant an evolution from fad status to something which implies more permanence. This issue is addressed in a theoretical model which traces the process of fad adoption using historical bibliometric data. The model offers propositions concerning the precursors, moderators, and outcomes of adoption.

Through the application of Hirst’s “forms of knowledge” theory, it is shown that the Shakers’ nineteenth century management principles had many similarities to Deming’s tenets. For example, Shakers were committed to perfection in work, taking their time in pursuit of quality. Training was accomplished through sharing community expertise, apprenticing, and rotating jobs. Also, equality and cooperation were encouraged among the “brothers” and “sisters.” This example of management history research provides a baseline from which management concepts can be understood and potential mistakes avoided.

Describes the application of the Group Technology concept in scheduling industrial bag production in a woven products division of a bag manufacturer. The labour assignments, determined through a linear goal programming model, minimize unbalanced workloads among the operations. This study shows a new application area of the Group Technology concept which leads to a better solution of labour assignments and provides management with valuable information essential to the development of a strategic competitive advantage.

The purpose of this research is to assess the impact of espoused individual cultural traits on proactive behaviors within an organizational environment. While there have been many reports about the positive outcomes of proactivity, there is much less known about the antecedents, particularly those related to culture.

Sales employees (n=147) in a multi-national organization from Australia, Canada, New Zealand, the UK, and the USA were surveyed to assess the impact of cultural trait influences on proactive behavior at the individual level. Using linear regression and partial least squares structural equation modeling, three independent variables were found to be significant antecedents to proactive behavior.

Long-term orientation positively influenced proactive behaviors as did uncertainty avoidance. Uncertainty avoidance was hypothesized to have a negative impact on proactive behaviors, but the results of this study implied that individuals found it safer to adjust to a fluid environment rather than to remain inflexible. No relationship was found between power distance and proactivity. Masculinity was found to be positively related to proactive behaviors but collectivism was not.

The results of this study should be limited to its own population and not generalized to larger, more culturally diverse populations which were not represented in the sample.

This study provides better understanding of managerial proactive behavior related to cultural traits, particularly in the domain of field sales.

This study is unique in that it explores individual proactivity in an organizational selling environment related to cultural traits at the individual level.

Suggests that the Triangle Shirtwaist factory fire in New York City in 1911 was the veritable genesis of laws safeguarding workers. The events of the 18‐minute inferno which killed 146 young, immigrant garment workers are summarized, as are the factory owners’ responses to the fire, along with the rationalizations they used to defend their lethal actions, which included moral justification, accusing the accuser, blaming the victim, advantageous comparison, responsibility displacement, responsibility diffusion, dehumanization, and blame attribution. Reviews workplace reforms initiated as a direct result of this fire and discusses why such historical disasters are unlikely to re‐occur if three simple lessons are heeded: first, it is unfortunate that it has required major trauma or carnage to awaken the public to the realities of existing dangers; second, mere compliance with existing statutes is often insufficient for protecting workers; and third, organizations which fail to self‐monitor will often be subjected to external control and regulation.

This paper seeks to enhance team performance by intersecting two existing literature streams, generational influences and working teams. This paper aims to boost project objective achievement through the instrumental use of generational competencies despite temporary and provisional project team environments. This supports project team leaders in harnessing diverse generational competencies of contributors to maximize outcomes.

The authors adopt the simultaneous use of social categorization and information processing to connect these diverse literature streams, highlighting the value system and skills of each generation to maximize working benefits.

Project team leader’s tactical deployment of generational competencies may positively contribute to execution and increased goal achievement. The increasingly provisional nature of workforce teams magnifies the need for intentional team management. Embracing generational competencies may elevate team members, increase productivity and decrease turnover.

This paper offers a pathway to couple team execution and generational differences by identifying generational traits which may benefit execution-focused, but provisional teams.

Rather than managing team members to fit into a specific work process, this paper explores the benefits associated with team leader acceptance and strategic use of diverse generational behaviours.

The authors expand upon team diversity by intersecting execution-based and provisional project teams with the intentional use of generational influences to build trust and further positive outcomes.