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46833 results in Management

Page 27 of 2342

  • Proactive development of ethical leader identity

  • Chia-hao Hsu, Bradley Brummel
  • Journal:
    Industrial and Organizational Psychology / Volume 19 / Issue 1 / March 2026
    Published online by Cambridge University Press:
    31 March 2026, pp. 90-93
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  • The peril of requesting additional studies

  • Greg L. Stewart
  • Journal:
    Industrial and Organizational Psychology / Volume 19 / Issue 1 / March 2026
    Published online by Cambridge University Press:
    31 March 2026, pp. 29-31
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  • Reinventing the “we”? Collectivistic leadership and human resource practices

  • Hannes Zacher
  • Journal:
    Industrial and Organizational Psychology / Volume 19 / Issue 1 / March 2026
    Published online by Cambridge University Press:
    31 March 2026, pp. 114-117
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  • Industry 5.0: A socio-technical system perspective on human agency and institutional legitimacy

  • Farveh Farivar, Anton Klarin, Venus Kanani-moghadam
  • Journal:
    Journal of Management & Organization / Volume 32 / Issue 4 / July 2026
    Published online by Cambridge University Press:
    30 March 2026, pp. 1168-1189
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  • The rise of Generative AI has accelerated the shift toward Industry 5.0, marking a critical transition from the technology-centric focus of Industry 4.0 to a human-centric, value-driven paradigm. While its predecessor prioritized automation and technology, Industry 5.0 integrates advanced human–machine collaboration with social imperatives to create resilience. This study advances current literature by presenting a novel systems-based framework, grounded in systems theory and legitimacy theory, which conceptualizes Industry 5.0 as an interconnected ecosystem rather than isolated pillars. We identify technological adaptation, specifically AI integration, and human-centricity as critical inputs that drive economic, environmental, and social sustainability as systemic outputs. By mapping these interdependencies, the model demonstrates how cohesive components collectively fuel organizational transformation. These findings offer actionable insights for aligning corporate strategies with Sustainable Development Goals, providing policymakers and practitioners with future-oriented pathways to navigate this complex, emerging industrial environment.

  • Distinguishing destructive/toxic from incompetent leadership

  • David Ducheyne, Filip De Fruyt
  • Journal:
    Industrial and Organizational Psychology , First View
    Published online by Cambridge University Press:
    30 March 2026, pp. 1-14
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  • We argue that it is both timely and critical to make a clearer distinction between destructive/toxic and incompetent leadership to advance research and better mitigate the problems with leadership quality. To achieve this, we first review and integrate the fragmented literature on the subject and specify what competent and effective leadership is. We then propose an operational definition of toxic leadership that is useful for practitioners to make a better distinction between toxic and incompetent leadership. We finally provide recommendations to avoid and deal with toxic leadership in organizations and discuss research directions.

  • BCA volume 16 issue 2-3 Cover and Front matter

  • Journal:
    Journal of Benefit-Cost Analysis / Volume 16 / Issue 2-3 / Summer/Winter 2025
    Published online by Cambridge University Press:
    30 March 2026, pp. f1-f2
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Page 27 of 2342