Abstract The dark side of leadership has been employed as an umbrella term to cover an array of concepts typically concerned with the dysfunctionality and/or toxicity of individual leaders. As the field of leadership studies moves towards ‘post‐heroic’ perspectives, we apply the same ontological positioning, adopting a ‘post‐villainous’ perspective in order to explore the wider network of influence that facilitates and enables the dark side of leadership to emerge and thrive. Through analysis of four high profile case studies of corporate bankruptcies attributed to the dark side of leadership (Enron, Purdue Pharma, Theranos and Wirecard), this paper takes a subjective collective approach that reveals the dark side of leadership as a multi‐faceted phenomenon with varying perceptions and interpretations. We propose a three‐dimensional, dark pyramid comprising internal (f)actors (similar to the original framework), external (f)actors, regulatory (f)actors and outcomes (the word ‘(f)actors’ is used to denote the potential for the influence to be an actor or another factor). By conceptualizing the dark side of leadership as a multidimensional phenomenon, we offer new ways of theorizing, researching and/or addressing the factors that contribute towards the dark side of leadership in organizations.

Abstract Understanding how new CEOs change top management teams (TMTs) is central to explaining post‐succession outcomes. We examine how new outsider CEOs change the TMT's structural interdependence, which refers to the horizontal, vertical and reward linkages that influence collaboration and coordination. Building on CEO succession research and the CEO–TMT interface perspective, we theorize that outsider CEOs reconfigure the TMT structure to support two interrelated post‐succession processes: realignment, which redirects the firm's strategy and structure, and integration, through which CEOs embed within the organization's leadership context. Using data from 182 CEO successions in S&P 500 firms between 2007 and 2018, we find that outsider CEOs enhance collaboration, flatten hierarchies and align incentives to increase TMT interdependence. CEO power strengthens these effects and amplifies outsider CEOs' ability to strengthen horizontal and vertical interdependence. Our findings contribute to TMT research by highlighting CEO succession as a central driver of structural change. They also extend succession research by revealing how outsider CEOs use structural design to achieve realignment and integration, and they enrich the CEO–TMT interface literature by showing how outsider CEOs use structural levers to shape their relationships with the TMT.

Abstract The main goal of the study is the quantification of the disparities in the recycling rates of the individual types of waste in the European Union member countries. The data on the waste recycling rates for the period 2004–2021 come from Eurostat. A linear regression analysis is engaged for the analytical processing. The outcomes confirm the statistically significant differences among the explored countries – the European Union members. The most extreme increases reach the levels as follows and occur in the particular countries. The plastic packaging waste recycling rate causes an increase of 1.0965 percentage points for Belgium, the metallic packaging waste recycling rate an increase of 0.7763 for Italy, the glass packaging waste recycling rate an increase of 0.9105 percentage points, and the construction and demolition waste recovery rate an increase of 5.5667 percentage points for Italy. These rates are important for achieving net zero. The study outcomes are desired for policymakers, authorities, creators of strategic development plans and methodologies to support global economy aimed at the circular economy strategies, sustainable development and economic growth. Setting an appropriate mixture of policies and regulations can determine outcome of the recycling procedures that is used for further processing.

Abstract Studies on corporate social responsibility (CSR) decoupling—the gap between CSR strategy and its implementation—have predominantly focused on macro‐ and organizational‐level causes, with less attention paid to its impact on internal actors. To explore how organizational members respond to CSR decoupling, this study focused on middle managers (MMs) whose primary responsibility is to integrate CSR strategies into daily operations. We experimentally tested how different types of CSR decoupling influence MMs’ emotions, behaviour and cognition. Our findings showed that while MMs evaluate all types of CSR decoupling as equally negative, they are more likely to address it when it stems from their peers. However, when CSR decoupling stems from top managers, MMs are likely to resign from their organizations due to the ensuing emotional toll. CSR decoupling from external stakeholders (i.e. customers) encourages MMs to procrastinate on action. To add depth to our examination, we conducted 23 interviews, finding that expectations of influence and exposure distress explain MMs’ varying response patterns. Our conceptual model of middle‐managerial responses contributes to the literature by unpacking how and why MMs respond differently to this phenomenon and complements the relational approach to CSR implementation by integrating intraindividual drivers of behaviour into the analysis.

Abstract The entrepreneurial finance literature has hitherto largely neglected the role of non‐Indigenous equity finance across different territorial jurisdictions. Invoking the concept of spatial myopia, this paper examines the role played by this specialist form of finance within different locations and how a firm's relative geographic location within a national economy plays a fundamental determinant shaping their ability to obtain this form of specialist equity funding. In particular, this study explores the spatial dynamics of international equity investments, with a specific focus on the UK's six major financial EE hubs. By integrating firm‐level data from Crunchbase with city‐level economic indicators, the analysis employs a multilevel mixed‐effects probit regression model to assess the probability of firms attracting international investors. Our findings reveal that the famous ‘Golden Triangle’ of London, Cambridge and Oxford remain dominant in terms of attracting international equity investments. Spatial myopia significantly influences investment patterns, with increased distance from the Golden Triangle correlating with reduced probabilities of securing international equity finance. However, no distinct advantages are observable for early and late‐stage ventures within the triumvirate compared to the other financial hubs. We conclude that overcoming myopic decision‐making in international equity investors is a non‐trivial policy objective to address.

Abstract Employee resource groups (ERGs), also known as diversity networks or affinity groups, are becoming an increasingly important element of equality, diversity and inclusion (EDI) management in organizations. They are recognized as a potential voice mechanism for under‐represented employees and some studies highlight cases where ERGs have contributed to meaningful change. However, research examining ERGs through a voice lens offers limited evidence that they consistently function as influential voice mechanisms, and there is little knowledge of why their ability to influence change varies. We address this gap by investigating whether and how ERGs can function as a voice mechanism and the processes and circumstances that affect their influence in organizations. Through a qualitative study involving 36 in‐depth interviews with EDI officers and ERG chairs, we find that ERGs can influence organizational change, addressing both group‐specific concerns and more strategic EDI matters, but this depends on the nature and availability of formal and informal voice channels, organizational support and ERG self‐governance. Drawing on these findings and abductively building on previous conceptual work on employee voice we develop a new model of ERG voice that can inform future research on ERGs and guide workplace practice to improve ERGs’ impact and contributions to EDI.

Abstract This study examines how variations in the speed of institutional reforms across emerging economies shape the strategic internationalization responses of domestic firms, particularly through cross‐border acquisitions (CBAs). We argue that a faster pace of reforms intensifies competitive pressures – both from global entrants and domestic challengers – prompting incumbent firms to pursue CBAs as a means of adapting to heightened uncertainty and preserving strategic advantage. Building on the awareness–motivation–capability framework, we further theorize how firm‐level factors moderate this baseline relationship. Specifically, we find that negative performance feedback, higher levels of technological and marketing resources, and greater financial slack amplify the likelihood of CBAs in the face of rapid reforms. Our findings, based on a large multi‐country dataset of 12,251 unique firms from 35 emerging economies between 1995 and 2021, support these predictions. This research presents an integrative impact of the institutional and firm‐level factors as antecedents of aggressive internationalization by firms in emerging economies.

Abstract Critical of a literature which examines corporate political connections with scant attention to their dynamic nature, we blend political theory with inter‐organizational exchange research to propose and test a framework based on which firms’ earnings management (EM) method can vary predictably with their political tactic. Using hand‐collected data on political money spent by US firms, we reveal an unknown dichotomy. Firms taking a transactional approach to politics tend to use the least costly EM method, substituting accruals‐based EM (AEM) for real EM (REM). Conversely, firms following a relational approach, concerned that possible detection may alienate career‐focused politicians, substitute REM for AEM. Consistent with the goodwill trust in the firm–politicians relationship moderating the EM trade‐off, firms revert to AEM when the trust is impaired and they no longer perceive the need to insulate politicians from reputational damage. Notwithstanding the firm's political tactic, the total EM remains unaffected, suggesting perfect substitution. As a refined and dynamic lens for examining firm–politicians exchanges, our framework reconciles the conflicting evidence of prior studies on how political connections affect reported earnings and is generalizable to other third‐party affiliations that may have important reputational stakes but no monitoring capacity over the production of financial information.

Abstract How are institutions created is one of the most interesting questions in institutional theory. Some strands of literature favour heroic explanations: mythologizing individuals with vision, tenacity and drive and putting these individuals on the pedestal of the institution. Institutional work literature advocates a more diffuse model whereby the collective effort of institutional actors over time contributes to institutional creation. Drawing on our ethnographic study of the Scottish Parliament, we examined the roles of different institutional actors through the theoretical lens of materiality. We focused on the material base for the institution, the building that houses the Parliament. We asked two questions: How do institutional actors interact with the material nature of the building in institutional creation? And how do these institutional actors, individually and collectively, create the spirit of the place in a new building? We identified some mechanisms in which institutional actors interact with the material nature of the building: mythologizing the institution, searching for discursive legitimacy, accentuating differentiation from other institutions and making incremental changes in the fabric of the building. While acknowledging the importance of the heroic narratives in institutional creation, we draw analytic attention to the collective effort by institutional actors who create the institution and its building over time.