In this article, I draw from organizational imprinting theory to illuminate the impact of the Soviet legacy on contemporary Russian economic geography and regional policy. I argue that central coordination in the creation and regulation of Russian urban agglomerations is connected to a socialist imprinted paradigm associated with the Soviet economic regionalization model and territorial-production complexes (TPCs). I conduct a qualitative historical study to analyze the role of the foundational environment and the dynamics in the development of this imprint. I propose that this imprint effect is prone to reproduction in contemporary regional development strategies and community-based paradigms due to exaptation and cultural-cognitive persistence. The article extends the literature of socialist imprinting by demonstrating how imprints may emerge, transform, and affect localized organizational communities in transition economies and highlights the role of imprinted paradigms in policymaking and regional development.

From the early days of the COVID-19 pandemic, technology companies have participated in the search for solutions to new challenges. One of these has been the need for public health authorities to engage in contact-tracing to help curb the spread of the disease. Manual contact-tracing for public health purposes is a well-established component of the management of epidemics and pandemics. Public health authorities identify infected individuals, question them about close contacts, and then reach out to those contacts with the appropriate public health advice. From the outset of the pandemic, many believed that technology could play a role in supplementing manual contact-tracing. How it could do so quickly became tied to issues of how it should do so, engendering a normative discussion affecting the partnership between business and government in the large-scale design and deployment of technology for public health surveillance.

Despite the well-documented contributions of intrapreneurial behavior to organizational performance, the manifestations of the psychosocial factors at play remain poorly understood. Drawing on the theory of planned behavior, social exchange theory, and social cognitive theory, we propose that perceptions of organizational support would contribute to employees' intrapreneurial intentions and behaviors, but only insofar as employees feel confident about their intrapreneurial skills. The data were collected from 179 employees of a Canadian small and medium enterprise (SME) specializing in damage insurance. The regression analysis results indicate that the indirect effect of perceived organizational support on intrapreneurial behavior through intrapreneurial intention is moderated by intrapreneurial self-efficacy. These findings reveal that intrapreneurial self-efficacy is a boundary motivational condition for perceived organizational support to act on the intrapreneurial process so that intention can translate into behavior. The paper provides useful avenues for managers seeking to identify contextual and motivational levers to develop, sustain, and improve employee intrapreneurship.

This study aims to examine the mediating role of work engagement in the effect of work interfering with the family (WIF) and family interfering with the work (FIW) on employees' employee-rated and supervisor-rated contextual and task performance, drawing on Job Demands and Job Resources model. The sample of the study consisted of 432 healthcare employees and 61 supervisors working for public hospitals in Turkey. We found support for a mediational model such that the relationship between FIW and employee-rated job performance (contextual and task) was mediated by work engagement. Although some studies examined how work–family conflict affects job performance, our knowledge on how these relationships can be mediated through work engagement is still limited. This study further investigates the underlying mechanism in the relationship between WFC and job performance.

Despite significant developments in understanding the role of women in early-modern business, more is needed to fully understand women’s impact on eighteenth-century trading networks. Further, much less is known about the role of wider family members, especially children, in the eighteenth-century Atlantic economy. The formal documentation that is privileged in business histories does not tell the whole story, and it frequently represents mercantile activity as a pursuit dominated by a patriarch at the center of a trading network. This article explores eighteenth-century familial commercial networks through extensive use of the personal family correspondence of three merchant families who lived and traded within different locales of the northern Atlantic: Hugh Hall, a merchant and vice judge of the admiralty in Barbados; the Black family, who were wine merchants in Bordeaux; and Joseph Symson, a mercer and shopkeeper from Kendal, England. This article will show that women appear as autonomous players with the power and ability to make informed and independent decisions that directed the business interests of their families. Moreover, it includes an assessment of the ways in which merchants cultivated the expertise of their extended families to enhance their commercial networks and advance their business pursuits. Focusing on children who supported or enhanced the prosperity of the family firm, this article emphasizes that their participation was intentional, not incidental. This article asks questions about the emotional consequences of such activity—which have rarely been considered in any detail—as well as the financial benefit of operating in this manner.

The cost of recruitment and training of newcomers can be a burden for enterprises, causing adverse effects on human resources management. Although much research has addressed employee turnover, less attention has been paid to methods of improving the retention of new hires. This study is an empirical examination of the increase in predictive strength of antecedents of affective commitment for comparing newcomers’ workplace spirituality. The results of an employee survey completed by 237 newcomers with under two years of work experience indicate that socialization tactics have a direct impact on job embeddedness, which in turn has a direct effect on affective commitment. Workplace spirituality has a significant moderating effect on the relationship between socialization tactics and job embeddedness. Also, workplace spirituality has a significant moderating effect on the relationship between job embeddedness and affective commitment.

The Bryant & May company is well known for its operations in Britain. Historians have paid less attention to the actions of the company overseas. The opening of a new Australian subsidiary factory in 1909 marked an early venture in multinational manufacturing within the British Empire. This article uses business records and newspapers from both the British and Australian archives to examine the day-to-day operations of this multinational, with a particular focus on the human dimension of the interactions between London and Melbourne. The Bryant & May case study reveals the evolving, sometimes tense, relationship between the “home” and “subsidiary” branches in the context of British imperialism and Australian federation in the years preceding World War I. Business, personal, and imperial relationships intertwined. While business historians have developed theoretical frameworks to understand why companies embark on multinational operations, work remains to be done on the longer-term operations of companies in particular political, social, and cultural contexts. We examine the building of the Empire Works match factory in Melbourne, the nature of transnational management, labor relations, and key production challenges up to the Interstate Commission of 1914. We reveal how Melbourne managers, sometimes against the inclinations of the London directors, were prepared to drive a hard bargain with local politicians and workers. Bryant & May successfully, and sometimes controversially, gained competitive advantage as a “local” company with access to preferential tariffs. This placed the firm in an ideal position to prosper when international trade was disrupted during World War I.