EDHEC Business School

Organizations need cultures that support their work – sometimes this requires the culture to change. But culture is often experienced as “invisible”. Enterprise social media might enable culture change by tracing activity (posts, group formation, comments etc.), thereby making culture visible. But this visibility raises a compelling puzzle: How do leaders and followers use the cultural visibility that social media offers during change? We find that because enterprise social media makes culture visible, it makes it easy for leaders to attend to big-C changes in the culture while overlooking small-c reactions, which are also visible, that undo the change. In the end, the very thing that made social media a possible solution for cultural change was also hampering leaders from sustaining the change: visibility had become a liability.

International audience

Higher education institutes around the world are adjusting to a rapidly changing environment caused by macro level trends such as massification and marketization. As part of this process, higher education institutions are seeking to enhance the student experience and build deeper, mutually beneficial relationships with their alumni. This involves encouraging loyalty in students and alumni from the outset of the relationship. This paper studies the impact of extra-curricular activities on students’ loyalty to their educational institution. A quantitative survey was conducted in an Irish HEI ( n = 798) and a French HEI ( n = 670). The data collected suggests that participation in extra-curricular activities has a significantly positive effect on student’s loyalty to their institution which we posit will enhance their loyalty as eventual alumni. Institutional loyalty is culturally sensitive and needs to be managed as such, but the effect of participation in extra-curricular activities on loyalty is consistent across cultural contexts. These findings suggest that institutions should support extra-curricular activities as an investment in building loyalty in students and alumni.

Academics are increasingly being affected by work pressure with a direct impact on their mental health and well-being. This malaise in academic work can be explained by the context of the neo-liberal, performative and managerialist business school that espouses a quantophrenic, accelerated work environment. In this article, we suggest that one remedy is to create the space for academics to slow down the academic pace and dedicate time to turn the gaze upon themselves to enact academic reflexivity via dialogue with peers. We employ a relationally reflexive autoethnographic method informed by social poetics to illustrate how we worked with our own academic reflexivity. By inviting an epistemological perspective of self, field and scholastic position analysis, not commonly researched in management learning, into an ontological understanding of reflexivity, the article makes two valuable contributions. First, it illustrates how dialogues among peers can potentiate reflexive processes. Second, it provides a structured framework that support academics in inviting reflexivity into the classroom.

International audience

ABSTRACTHow to engage consumers with circular economy principles in the luxury industry? To answer this question, this paper focuses on the engagement journey of consumers embracing circular luxury. Drawing from a life story interview approach with consumers of second‐hand luxury fashion, we identify three engagement journeys: (1) the price‐sensitive journey, (2) the uniqueness journey, and (3) the sustainability journey—each characterized by specific motives (ranging from self‐interest in the form of searching for lower prices to more altruistic motives concerning keeping products in use) and manifestations of engagement (ranging from nonbehavioral to behavioral engagement with circular luxury) in response to firm‐controlled and non‐firm‐controlled touchpoints. The findings carry important implications for both companies and society as they show how a more ethical consumption behavior can be encouraged in the luxury industry.

Abstract Despite artificial intelligence's (AI) increased efficiency and accuracy in many contexts, algorithm aversion, that is, people's biased preference for human recommendations over those of algorithms, is a well‐documented phenomenon. In this research, we show a reversal of the algorithm aversion phenomenon, referred to as algorithm appreciation, in the prevalent context of marketplace discrimination. Specifically, the current research documents people's increased propensity to rely on AI‐based recommendations over those proposed by human counterparts in the aftermath of marketplace discrimination. Such an increased preference happens because it serves as a coping strategy for consumers who have faced discrimination in the marketplace from other human actors. The results of a series of three lab studies and one field study provide consistent support for the proposed effect and document the underlying psychological mechanism driving this effect through perceived embarrassment. Using a moderated‐mediation model, we identify a boundary condition of the effect by demonstrating that the focal effect, that is, algorithm appreciation, remains valid under public consumption but diminishes under private consumption. Employing the natural setting of the field, we replicate our findings with actual consumers making real choices. Our findings have important implications (e.g., integrating AI‐driven recommendation systems into firms' platforms in sectors susceptible to marketplace discrimination and developing ethical guidelines for AI systems) for managers and companies.