As organizations expand globally, the spatial distribution of top management teams (TMTs) across regions becomes increasingly prevalent. This paper aims to review the diverse literature on the geographic dimensions of teams (collocation, dispersion, and virtuality), and more specifically, the spatial configuration of upper echelons. Several studies explore the composition of TMTs, the diversity of their members, and their influence on firms’ strategic choices. However, the international location of TMT members remains largely overlooked. We conduct a systematic literature review that draws on spatial theory and the upper echelons approach. The results allow the development of a conceptual framework that integrates research related to the spatial dimensions of TMTs. The purpose is to contribute to a better understanding of how the spatial configuration of TMTs influences strategic leadership processes in geographically dispersed organizational contexts. We discuss the implications of this spatial perspective of upper echelons and propose potential avenues for future research.

Instead of following an “end-of-life” concept, the circular economy focuses on reducing, or alternatively reusing, recycling, and recovering materials in production, distribution, and consumption processes. Despite its potential to contribute to organizational environmental sustainability goals, there is much uncertainty about how the circular economy can be effectively implemented. So far, industrial and organizational (I-O) psychological science and practice have largely neglected how factors such as employee attitudes and motivation, teamwork, leadership behavior, and work design may contribute to the implementation of circular economy practices. Accordingly, the aim of this focal article is to outline how expertise from I-O psychology could be used for effective circular economy implementation. To achieve this goal, we first briefly summarize the history and current practices of the circular economy. Second, we expand the current understanding of the circular economy by adding an I-O psychology perspective. Third, we link the circular economy to other relevant topics in I-O psychology, such as corporate social responsibility and employee green behavior. Finally, we outline how I-O psychologists could address one of the major challenges in the circular economy transformation: intra- and interorganizational cooperation within and across the circular value chain.

Protecting biodiversity on the planet through business involvement is a priority for many governments and citizens. To do this requires balancing different social, financial, and ecological objectives with economic output. This editorial questions what is the right way to do this based on considering different forms of capital, such as natural, human, social, manufactured, and financial. This enables renewed interest in the natural environment in terms of business involvement in issues such as climate change and the circular economy.

Transitioning to a sustainable economy requires firms to transform their business models in accordance with circular economy principles. Circular economy scholarship has predominantly examined resource-rich large firms and circular startups, leaving established, resource-constrained small-to-medium-sized enterprises (SMEs) underexplored. Facing capability constraints regarding resources, knowledge, and organizational capacity, government policy intervention plays an important role. Through interviews with 15 experts and analysis of seven government programs, we reveal the transition dynamics that shape SME circular engagement and how government intervention can reinforce the optimization of linear business models or facilitate moving toward circular business model transformation.

The rapid expansion of artificial intelligence has accelerated its adoption across organizational functions. However, existing reviews often adopt sectoral or technology-focused perspectives, limiting understanding of its implementation within core firm activities. This study addresses this gap through a systematic review of articles published in Web of Science and Scopus up to December 2025, following established methodological guidelines. A total of 160 peer-reviewed articles met the inclusion criteria. Findings reveal convergent patterns of adoption in human resources, marketing and customer services, logistics, and finance. Artificial intelligence enhances analytics, automates routine tasks, personalizes interactions, and supports decision-making. Human resources applications focus on recruitment and workforce planning; marketing relies on predictive analytics and conversational interfaces; logistics improves forecasting and supply chain resilience; finance strengthens risk assessment and process efficiency. The study proposes an integrative conceptual model and research propositions, highlighting cross-functional challenges in governance, organizational capabilities, socio-technical alignment, and responsible implementation.