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.

Mental health concerns are rising for business school academics who cope with increased expectations about job performance. The multiple and concurrent tasks that academics engage in gives rise to feelings of stress and inadequacy that can lead to mental distress. The changing role of academia has created confusion and as sense of panic surrounding job longevity, which has resulted in increased emphasis on well-being in universities. Whilst universities pride themselves as supposedly good work environments in reality many academics are facing mental health issues. This means the joy once evident in academics in a profession they love has changed due to the increased complexities. In this editorial, I discuss the role mental health plays in an academic’s survival in the global educational environment. The consequences of altering work/life resources are examined with the goal of suggesting ways to alleviate mental health issues whilst respecting the privacy and individualisation of academics.

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.

This study investigates employees’ perceptions of artificial intelligence (AI) in the workplace, using data from 1,224 working adults across two samples. Drawing from an extended version of the Technology Acceptance Model, we examine how employees’ trust in AI and their perceptions of AI’s usefulness and ease-of-use at work shape their affective attitudes toward using AI, which in turn influence their intentions to adopt AI in their job. Perceived usefulness and trust in AI predicted employees’ intentions to adopt it at work via affective attitudes toward using AI. The findings for perceived ease-of-use were inconsistent, suggesting potential workplace-specific implications of this pathway. None of the relationships differed by gender, education, or leadership status. The findings bridge the technology adoption and organizational science literature to offer theoretical insights, practical implications, and future research directions for facilitating employees’ intentions to adopt AI at work.

The focus of existing research on perceived organizational support (POS) has largely been concentrated at the individual-level, leaving an understudied gap at a higher unit-level of analysis. This study aims to fill this gap by examining the multilevel relationship between employee POS and job satisfaction, emphasizing the moderating role of unit-level POS. We hypothesize, based on POS theory and social comparison theory, that unit-level POS serves as a contextual moderator for the relationship between individual-level POS and job satisfaction. Additionally, at the unit-level, we identify clan culture values and unit-satisfaction as correlates of unit-POS. We test our hypotheses using a Bayesian Multilevel Structural Modeling approach on 45 work units and 317 employees. The results show that at low levels of unit-level POS, individual-level POS is more important for employees’ job satisfaction. We furthermore found support for a positive association between unit-level POS, unit-clan culture, and unit satisfaction. Our results, and their notable theoretical and practical implications, are discussed.

Many small and medium enterprises (SMEs) are managed by owners, founders, or small leadership teams. The UK government’s Help to Grow Management Programme (HtGM) aims to improve SME growth through leadership and management skills training to increase firm level productivity. The government’s independent evaluation reports for the HtGM programme show that its aims were broadly met, but there is no empirical research that has reviewed the programme. To address this gap, 46 HtGM programme completers were interviewed on their perception of the HtGM outcomes. Data were analysed using thematic analysis and compared to the government’s evaluation reports. This study’s findings show that a variety of programme activities developed skills, knowledge, and management practices, resulting in improved confidence to lead and drive growth. The analysis adds depth to our understanding how this was achieved from the programme, highlighting the benefits of mentoring, networking and cross-collaboration. Follow-up support is recommended for the growth action plan (GAP).

Traditional leadership theories often portray influence as stable traits or behaviors, yet complex organizations require leadership to be understood as an emergent, feedback-driven process that co-evolves with contextual demands and follower motivation. This study conceptualizes servant leadership as a nonlinear, adaptive process rather than a fixed style, integrating Complexity Leadership Theory with the Job Demands Resources model and Regulatory Focus Theory. Servant leadership is theorized as an enabling mechanism through which shifting job demands and resources are translated into employees’ promotion and prevention orientations, shaping person-job fit, satisfaction, intrinsic motivation, initiative, and experienced responsibility. Using a two-phase longitudinal design, Phase 1 tested simple and serial mediation with structural equation modeling, and Phase 2 employed a cross-lagged panel model to examine reciprocal feedback dynamics. Results support a four-path process in which servant leadership differentially activates promotion and prevention focus and participates in ongoing feedback loops.

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.

Adolescent cyberbullying has evolved into a significant public health and governance challenge in digital environments. This study provides a systematic bibliometric mapping of 1,202 peer-reviewed articles published between 2001 and 2025, examining the intellectual structure and thematic development of the field. By using Scopus for data retrieval and VOSviewer for co-occurrence analysis, the study identifies publication trends, influential contributors, institutional patterns, and six dominant thematic clusters. Findings indicate a sustained growth in research output, particularly after 2015, with a strong concentration on mental health outcomes, victimisation, and psychosocial risks. Emerging themes include minority vulnerability, cyber dating violence, artificial intelligence-based detection systems, and digital prevention strategies. However, governance constructs such as platform accountability, regulatory oversight, and algorithmic transparency remain comparatively peripheral. The study highlights the need for stronger integration of organisational, institutional, and socio-technical perspectives to complement individual-level research and inform coordinated policy, educational, and platform-based interventions.

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.