Women village leaders in Tamil Nadu (India): how their position of token can explain limited progress in gender equality. A new publication by Taran Patel, Laurence Romani, Poonam Oberoi and Chandra Ramasamy in the journal Organization

I den här rapporten behandlar I. Holmberg, S. Liljegren och I. Sölvell styrelse-ordförandens särställning i styrelsen och dennes roll och funktion för företagets strategiska utveckling.

Underemploying highly skilled migrants: An organizational logic protecting corporate ‘normality’ a new publication by Annette Risberg and Laurence Romani in Human Relations

Working paper: Can we improve the potential for information to induce individual climate-change curbing action by focusing on individual types? In this paper Maria Perrotta Berlin, Assistant Professor at SITE, and her co-author try to contribute to the understanding of the persistence and increase of meat eating in the face of mounting evidence on the ills of meat production and consumption by considering the role of selective attention and learning.

Everyone is currently trying to picture what the future will look like after the COVID-19 pandemic has passed, how markets will be shaped, and how products and services will shift to address structural changes in organizations and society at large. However, the future we are facing is uncertain, disproportioned and evolving quickly – we don’t really know, nor can predict, what will happen.

New research on entrepreneurship suggests that religion and traditions shape the family structure to produce effects on family functioning and on the family mindset. These factors subsequently shape how transgenerational entrepreneurship is fostered or hindered through specific business practices in family firms.

The COVID-19 pandemic has impacted nearly every part of the globe. In the early phase of the pandemic, countries adopted nonpharmaceutical interventions. These interventions included school closures, travel restrictions, curfews, and quarantines. These strategies were motivated by the need for “social distancing” in order to slow the spread of the COVID-19 virus. But it was not always clear which of these interventions work best. For this reason, governments were faced with the dilemma of acting both quickly and correctly.

Business success, especially for entrepreneurs who are just starting out, is often measured in terms of new venture growth. Unfortunately, this kind of growth can be hard to achieve for entrepreneurs who don’t have access to many resources.

Groups of professionals hardly ever work alone. Often, occupational groups benefit from exchanging and relying on the expertise of other occupational groups. Or they many need to collaborate to complete a given project. These exchanges of knowledge and services require a considerable amount of coordination.

Many daughters and sons growing up in a successful family business and who have their own entrepreneurial ideas struggle to become autonomous from the family’s business. Most research tends to examine how younger, next generation family members build their careers by engaging in internal venturing as a way of growing their existing family business. What is lacking here is research that looks at the ways in which these daughters and sons rely on external venturing, that is, to start their own business outside the existing family business, to achieve greater autonomy and pursue their independent business ideas.