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“Quiet quitting” emerged as a term in the US during the COVID-19 pandemic and has since gained immense popularity worldwide, working its way into common usage. However, disagreement exists over the term’s meaning and utility. Our paper critically considers the value of the construct of quiet quitting, proposing an initial operationalization of its properties.

We develop hypotheses related to the antecedents, characteristics and consequences of quiet quitting through a literature review and subsequent survey. The questionnaire was distributed to working professionals in Europe and assessed through multiple partial least squares analyses.

We propose quiet quitting as a coping strategy involving a combination of reduced effort, disengagement, disassociation and boundary-setting. 108 responses obtained through a survey of knowledge workers provide some support that these existing concepts indeed form a second-order construct with emergent properties not found when assessed individually. However, we suggest that the utility of quiet quitting as a distinct coping strategy is questionable and that generally, it is more useful to discuss its subcomponents separately.

While limited by its cross-sectional nature, this work raises several potentially fruitful future lines of research and offers a first step in evaluating a relatively new term that is of substantial relevance to management scholarship and practice.

New concepts stemming from popular literature can be problematic, grounded in untested folk theory and riddled with ambiguity. At the same time, they can stretch our thinking and drive research in new directions if they can be sufficiently refined. We offer a new conceptualization of quiet quitting but question its usefulness.

The strategy map represents a major contribution to the theory and practice of performance management. However, it has failed to realize its full potential due to a lack of theoretical and conceptual development. Therefore, the purpose of this paper is to revisit the theories of strategy maps to better understand how and in what circumstances they benefit performance management.

The study employs realist synthesis, a method of systematic literature review. A theory on how strategy maps work is extracted from performance management literature, which are subsequently evaluated through a critical examination of empirical studies.

A theory of how strategy maps are meant work is presented in relation to the generic performance management stages of problem structuring, development and use, where they can serve as a tool for discovery and by stimulating social interactions. Based on the findings, 12 propositions are offered related to the effective use of strategy maps within a performance management framework.

The introduction of the strategy map to performance management represented a breakthrough in how organizational performance could be understood and communicated. This study goes a step further by considering how they work and in what circumstances. In so doing, the study aims to open the way for new and more effective applications of strategy maps within the changing performance management context.

This study provides practitioners with actionable propositions which can help in effectively using strategy maps.

Distinguishing the aims and mechanisms of the strategy map along performance management systems has the potential to greatly increase their effectiveness in practice as a powerful, but underutilized tool. This paper also demonstrates how realist synthesis, currently an uncommon method in management studies, facilitated the creation of a new perspective of strategy maps to fit specifically within performance management.

The purpose of this paper is to explore the implications of adopting a critical realist position for the study of performance measurement and management (PMM) systems.

This paper discusses recent challenges to knowledge creation in PMM, arguing that overcoming these will require revisiting often implicit philosophical assumptions related to how the world is and how we learn about it. A critical realist perspective is explored and illustrated with the case of a software company attempting to empower and motivate its team.

Critical realism provides a means of building interdisciplinary knowledge in PMM. In addition to a generative view of causality, critical realism could augment a systems view of PMM by adopting a stratified view of reality and through its applied approach to knowledge building. The case illustrates the RRREIC approach and highlights the interplay of mechanisms of different scales and how this requires interdisciplinarity.

Approaching the study of PMM with critical realism requires going beyond a particular tool or practice to understand the theory behind it. Such an approach can facilitate a layered, nuanced analysis of the issues facing organizations in a changing context.

This paper adds to discussion of philosophical topics in management and PMM and could help resolve ongoing challenges to knowledge building in the field, especially around barriers to conducting interdisciplinary research. In combination with rigorous methods, a strong philosophical base can facilitate relevant, lasting theories that can respond to a changing organizational context.

The purpose of this paper is to describe a study that explores the discreet activist strategies of educational leaders who promote social justice.

Part of a larger project, this study employed qualitative methods. In particular, researchers interviewed 26 leaders – principals, vice principals, department heads, and central office officials who presided over both homogeneous and diverse schools, departments, and districts in and around a large Canadian city. Data were analyzed during and after data collection, and themes were identified, explored, and described.

Given the resistance they faced in their efforts to promote social justice, leaders found that they had to be strategic in their efforts. In particular, they had to position themselves in ways that reduced their visibility and increased their credibility. When they took action, they tended to adopt subtle rather than obvious strategies.

The harsh reality for activist educational leaders who promote social justice is that they will likely have to be strategic in the way they go about their work. Given the nature of their relationships with the organizations in which they work and the power differentials within which they operate, educational leaders may have to adopt low key or discreet strategies if they are to successfully promote their social justice agendas.

The purpose of this study is to examine the intersections of whiteness, anti‐racism and social justice in educational administration. It is an attempt to understand how white administrators who work in racially minoritized school communities reconcile the moral challenges of articulations of racial equity with the hierarchical institutions of schooling.

This qualitative study asks ten white administrators how they understand themselves as raced, the ways they see race operating at individual and institutional levels in schools and districts, and factors that facilitate and/or hinder social justice work as it pertains to race.

The data indicates that whiteness is a difficult subject for white administrators, even those who agreed to be interviewed about whiteness, racism, equity and social justice. As agents of the school districts where they are employed, the administrators generally view these issues from an organizational perspective that does not challenge hegemonic structures. They typically understand social justice from non‐critical perspectives, see whiteness at the level of the individual, racism as unacceptable individual acts, and multiculturalism as preferable to anti‐racism.

The findings cannot be generalized; however, they show that academic education and certification programs need to be revised in order to prepare administrators to deal with issues of locatedness and difference.

The study is set in a Canadian context where, in spite of overwhelming evidence that visible minority students are marginalized in and by school policies and practices, racism is often overtly and emphatically conceptualized as a phenomenon that happens in other times and places.

The emergence of social entrepreneurship, since its nascent stage, brought to light the imminent need to make the social value creating models workable by measuring the value created by them. This study reviews the existing literature from the past two decades to establish the role of accounting techniques in the measurement of social value. Nine databases were searched with the word combination “SROI” and “social enterprise” to determine the number of publications related to the field and the trend in its publishing. A classification of themes from selected studies was conducted to establish the direction of research in this context. Social return on investment (SROI) has been tested as a compatible measure and its implementation in various scenarios produced results; however, the inadequacy of its outcomes gives rise to the question whether any measurement tool can be appropriate for social value measurement because there is a need to justify the measurement of social value. The current trends call for further research in the field of customized measurement tools for the measurement of social value.

This paper aims to identify and study the effect of identified eight barriers to sustainable consumption on consumers’ intention to purchase sustainable products.

Data were collected from a self-administered field survey in India, and 315 valid responses were obtained from the survey process. Partial least square structural equation modeling analysis was carried out to establish the validity of the measures used and to examine the impact of the identified barriers on sustainable purchase intentions.

The results of this study indicate that barriers such as low willingness to pay, low functional performance, low availability of sustainable products and difficulty of integration in the normal route have a statistically significant negative impact on consumers’ sustainable purchase intentions.

The findings of this study are useful for marketers and policymakers who want to increase the consumer adoption of sustainable products in emerging markets.

This study develops measures to capture the consumers’ perception of barriers to the adoption of sustainable products.

Explores the nature and type of ethical dilemmas experienced by western Australian managers engaged in import/export operations. Highlights the strategies used by these managers in terms of what can be done to resolve ethical conflicts in subsequent cross‐cultural business activities. Employs a qualitative research method, the critical Incident Technique, to provide a rich and powerful picture of the challenges and strategies found. Generates a matrix which brings together the manager’s recommendations on essential ethical actions and practices with particular ethical problems.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/03090569010005787. When citing the article, please cite: Robert W. Armstrong, Bruce W. Stening, John K. Ryans, Larry Marks, Michael Mayo, (1990), “International Marketing Ethics: Problems Encountered by Australian Firms”, European Journal of Marketing, Vol. 24 Iss: 10, pp. 5 - 18.