Abstract Organizations are increasingly urged to adopt circular economy principles for their business strategies, yet ‘going circular’ is challenging. The circular business model (CBM) transition—shifting from linear to CBMs—is complex, and our initial analysis of the literature indicated that organizations do not know how to implement circular principles alongside existing business models. In practice, the parallel management of two business models creates tensions between exploring new circular initiatives and exploiting established linear practices. By systematically reviewing research on organizational learning and business model innovation, this review proposes a theoretical model that frames the CBM transition as a dynamic, iterative and experiential process, turning tensions into synergies through continuous learning and adaptation. Our review reveals learning‐based strategies for organizations to address these inherent tensions at multiple levels, including employees’ cognitions, organizational operations and network legitimization. Furthermore, we set a future research agenda for the CBM transition.

Abstract Management and organization research has paid limited attention to how gender, time and organizational dynamics intersect, particularly in shaping gender equality and inclusion. The extant literature also remains largely western‐centric in its focus on the conceptualizations of time and gendered time use. Thus, the present study examines the complex interaction between gender, time and organizations in a non‐western context, specifically in Africa. Through a systematic literature review of 88 articles, we provide insights into the gendered impact of time on inclusion in African organizations. In doing so, we make two key contributions to the literature. First, we develop a conceptual framework that identifies five distinct gendered conceptualizations of time, which offer a culturally grounded lens for analysing inclusion. Second, we highlight the main theoretical perspectives of gendered time use based on our reviewed literature. Furthermore, we also suggest directions for future research to advance research on gender, time and organizations.

Abstract Employers play a key role in supporting the inclusion of unemployed people. However, organisational diversity, equity and inclusion (DEI) practices do not typically address discrimination against people experiencing unemployment. Utilising a semi‐systematic breakout review, we identify five gendered factors that contribute to the risk of unemployment exclusion: (1) household factors, including breadwinning norms and caring responsibilities, (2) individual health and well‐being, (3) socio‐economic factors including education and social class, (4) decision‐making and support, particularly by welfare states and (5) stigma. We apply a temporal lens to understand these factors as the basis of unemployment discrimination. First, we use the root metaphor ‘TIME IS MONEY’ to understand the role of capitalist temporality in reproducing perceptions that unemployment is time wasting . We then introduce an alternative, embodied perspective on unemployed temporality which contributes to the conceptualisation of unemployment at a meso level. Focusing on the neglected role of employers in supporting the inclusion of unemployed people, we propose a future research agenda for determining meaningful employer DEI strategies.

Abstract The present article presents an integrative review related to stewardship in all the business and management disciplines, from its initial development in 1980 to the present. Specifically, we applied a latent Dirichlet allocation‐based topic modelling analysis to almost 1200 articles, seeking to creatively synthesize the concept of stewardship around the two recurring building blocks of the psychological contract defined in the literature: the duty to care and the related psychological currencies. From this foundation, we propose the novel concept of the stewardship mind: a way of thinking characterized by the intention to be credible and consistent in fulfilling a duty to care of something of value, motivated by a certain degree of ideological currency. We articulate this concept further by providing a taxonomy of stewardship minds, ranging from mainly instrumental to mainly ideological. This taxonomy may help inspire managers to integrate stewardship into their daily actions and communications. In fact, we advance that a genuine stewardship mind has the most potential to tackle grand societal and environmental challenges. We also discuss an array of avenues for future research.

In the Introduction, paragraph 4, first sentence, instead of: "Many scholars have called for integrating the literature on managerial heuristics; we have mapped these calls on three complementary areas."The text should be read: "Many scholars have called for integrating the literature on managerial heuristics (Hodgkinson et al., 2023); we have mapped these calls on three complementary areas.

Abstract Ever since the rise of the Internet, digitalization has been increasingly shaping firms’ business processes and models. The rapid rise of digital technologies has perhaps even changed some of the fundamentals of strategy, including strategic decision‐making, cognition, discourse and practices. However, limited effort has been made to structure the strategy‐oriented academic discourse in the digitalization era. This essay begins by defining and positioning the digital transformation from a strategic perspective. We provide grounds for this essay based on the existing research on a literature search and review to add theoretical structure to the field through the bibliometric mapping of 626 digital transformation studies from high‐quality academic journals (AJG3 and AJG4 journal quality levels). Based on the analysis, we identify four clusters of research perspectives: (1) digital transformation, (2) digital strategy, (3) digital business model innovation and (4) digital marketing. Our essay contributes to the emerging digital transformation literature by positioning these different perspectives in digital phenomena that are relevant and adjacent to strategy and strategizing. Finally, we position the special issue papers in the research perspectives identified, and we suggest potential avenues for future research.

Abstract In an era of increasing digitalization, automation and fast production, craft has experienced a significant revival. Producers and consumers, by interacting at individual, dyadic and group levels, influence the craft market with positive and negative connotations. This generates a complex and dynamic environment, where multiple meanings and values intersect. To fully understand this environment, it is essential to integrate the perspectives of both producers and consumers, considering their diverse viewpoints and levels of engagement. Using Service‐Dominant Logic (S‐D Logic) as a theoretical framework, this paper reviews studies on craft through a multi‐level lens, identifying resources applied by producers and consumers at individual and community levels. These resources interact with institutions generating a complex set of meanings and values across micro, meso and macro levels. Key contrasts arise from these interactions, suggesting areas for future research. These include (a) producers’ affective commitment and personal well‐being versus contemporary market dynamics and economic rewards; (b) authenticity, care and custodianship, opposition to the mass market versus innovation and creativity; (c) collaborative market value, care and custodianship versus creativity and innovation of community members; (d) opposition to mass market, care and custodianship and the risk of craft‐washing. These findings provide a new conceptualization of the craft market by holistically and dynamically integrating producers' and consumers' literature. Furthermore, they offer valuable insights for producers, policymakers and institutions on the importance of considering multiple perspectives when dealing with the opportunities and challenges of this market.

Abstract Design has become a prominent concept in entrepreneurship research and practise. However, previous literature has offered multiple, often divergent interpretations of the role of design in entrepreneurship. For example, studies have highlighted the benefits of adopting design thinking practises in entrepreneurial endeavours, using design science as a research method for studying entrepreneurship and treating entrepreneurial opportunities as design artefacts that entrepreneurs can shape. Although this multitude of perspectives reflects the conceptual richness of design, it simultaneously complicates the accumulation of scholarly understanding. To address this issue, we have conducted a systematic literature review, uncovering the philosophical assumptions underpinning different interpretations of design in entrepreneurship: (i) design as ontology (entrepreneurship as design), (ii) design as epistemology (entrepreneurship research as design research), (iii) design as phenomenology (entrepreneurship as a means to design), (iv) design as logic (entrepreneurship by design) and (v) design as methodology (entrepreneurship through design). Further, we have identified five modes of enquiry that can guide future studies of design in entrepreneurship. The resulting interpretive framework contributes to entrepreneurship theory and practise by providing a foundation for more conscious and systematic research on design in entrepreneurship.

Abstract Digital ecosystems (DEs), driven by information and communication technologies, are reshaping the way firms create, deliver, and capture value across interconnected networks. These dynamic and loosely coupled ecosystems facilitate collaboration and innovation among firms, customers, suppliers, and partners. While research on digital transformation (DT) has often focused on internal firm changes, the influence of DEs on the set of capabilities at the ecosystem, partner, and focal firm levels remains underexplored. This paper addresses this gap by adopting a dynamic capabilities (DCs) framework to investigate which capabilities are required by a firm engaging in DEs. Through a systematic literature review, we identify 17 DCs essential for firms to adapt to ecosystem‐based interactions. Our findings reveal that success in DEs requires firms to co‐create and co‐deliver value through new capabilities that leverage data, foster coopetition, and align operations with the broader ecosystem. We propose a multi‐level framework that highlights the critical role of interfirm collaboration and offers actionable insights for firms navigating increasingly interconnected digital environments. Lastly, we present five future research directions that address gaps at different levels of ecosystem research.

Abstract Small and medium enterprises (SMEs) are crucial in driving innovation, creating employment, and fostering economic development. To achieve these goals, they collaborate with various organizations, including universities, to extend their internal resources and capabilities, thereby scaling their efforts. However, inconsistent results and vague theoretical conclusions harbour ambiguity and a lack of paradigmatic analysis, hindering scholars’ ability to integrate and advance insights and harness the full potential of SME‐university collaboration for impactful outcomes. Our systematic literature review addresses these issues by providing a comprehensive and up‐to‐date understanding of the literature on SME‐university collaboration. Our review encompasses 145 peer‐reviewed publications from 1981 to 2023, showcasing the diversity of research regarding journal outlets, publication timelines, methodologies, empirical contexts, theoretical lenses, and themes. Our review reveals three paradigmatic collaboration logics: technology transfer, knowledge co‐development, and value co‐creation. We analyse and synthesize these insights to propose an overarching conceptual framework for theorizing SME‐university collaborations and supporting future research. We combine these to articulate theoretical and policy implications and present a future research agenda.