Leaders need diversity intelligence (DQ) to effectively manage all employees in the workplace but specifically, they need better knowledge, education, training, and behavior to lead protected class employees. This DQ scale was developed to help leaders assess their knowledge, education, training, and behavior towards protected class employees. This study sought to (1) advance DQ theory by developing and testing the DQ scale; (2) investigate the relationship between leaders’ knowledge and behaviors based upon validation of the scale. The qualitative results and the pilot study helped us to create the factors for the DQ scale that is comprised of three subscales. The quantitative results, using both confirmatory and exploratory factor analysis, validated the factor structure of the DQ scale.
Digital transformation has become a central topic in management research over the past decades. This systematic review of 109studies from 2000 to 2025 clarifies the role of organizational design in digital transformation. Synthesizing insights from the literature, we identify eight organizational design dimensions and integrate them into a framework of three interdependent stages of digital transformation. The Align stage connects digital leadership, digital governance, and digital culture; the Execute stage mobilizes digital strategy, digital organization, as well as digital resources and capabilities; and the Transform stage establishes digital operating and business models. Our analysis further reveals a distinct tradeoff at each stage: balancing control and autonomy during alignment, stability and adaptability during execution, and optimization and reconfiguration during transformation. We build on these insights to develop a research agenda and derive implications for managerial practice.
Signaling theory explains how organizations convey credible information under conditions of information asymmetry. Yet, while recent work highlights that signals often interact—reinforcing or substituting—most studies have treated signals as independent and additive, and empirical evidence of configurational interaction patterns remains limited. This study addresses this limitation by examining how multiple institutional signals jointly shape evaluators’ judgments in peer-reviewed university research funding. Using fuzzy-set qualitative comparative analysis (fsQCA), we identify distinct configurations of capability, reputation, and status signals that lead to both high and low funding success. The findings reveal that no single signal ensures success; rather, outcomes emerge from specific portfolios of signals whose effects depend on their combinations. We extend signaling theory by demonstrating that signals can also suppress or neutralize one another, and by introducing a configurational perspective that captures synergy, substitution, and suppression within signal portfolios.
Non-deceptive counterfeiting involves producing and selling counterfeit products without misleading consumers about their authenticity. This practice intensifies price competition for genuine brands while contributing either to brand dilution or network externalities. Using a two-period game modeling approach, we analyze how genuine products should adjust their advertising and pricing strategies in response to non-deceptive counterfeiting. Our findings reveal that in the presence of brand dilution, manufacturers should reduce advertising investments and prices to remain competitive. However, when counterfeiting generates network externalities, the optimal response depends on market conditions and managerial effectiveness. In some cases, a survival strategy (reducing advertising and/or prices) may be necessary to maintain profitability. In other cases, a differentiation strategy (raising advertising and prices) can lead to profit gains. Regardless of the approach adopted, manufacturers must improve the targeting, content, and effectiveness of advertising to further differentiate their offerings and reduce positive spillover effects to counterfeit products.
Organizational citizenship behavior (OCB) plays a significant role in an organization’s success, and encouraging such behavior is therefore one of managers’ primary goals. Existing studies have explored how OCB is rewarded. However, a notable gap remains in the research examining the factors that motivate managers to prioritize OCB in performance evaluation. This study addresses this issue by investigating the organizational and cultural factors that may influence managers’ intentions to appreciate OCB in performance assessments. Using data from the European Companies Survey of 2019, linear and logistic regression, along with partial least squares path modeling, were employed, and the analysis found that managers in organizations using data analytics are more likely to reward OCB in performance appraisals. Similarly, managers in innovative organizations place greater importance on OCB. Furthermore, managers of organizations in individualistic (vs. collectivist), masculine (vs. feminine), and indulgent (vs. restrained) cultures tend to assign more value to OCB in performance evaluation, while those in cultures characterized by uncertainty avoidance, power distance, and long-term (vs. short-term) orientation are less likely to value OCB in performance evaluation. This study provides valuable insights for practitioners, emphasizing the need to accord appropriate importance to OCB in performance appraisals.
The phenomenon of multinational enterprises (MNEs) internationalization speed as a time-based dimension has drawn significant attention from international business researchers over the last two decades. However, the theoretical foundations and synthesis of the literature remain fragmented, thus calling for a critical assessment and review. We use an inductive approach and qualitative content analysis to review 122 articles published in prominent international business and management journals. We highlight conceptualization issues and provide a theoretical synthesis of the literature on antecedents and outcomes of internationalization speed. Finally, we provide future research directions based on the gaps in the existing literature.
Despite growing awareness of plastic waste, industrial plastic use continues to rise, while recycling rates remain low. Addressing this challenge requires a transition toward a circular economy (CE), in which value depends on interactions among independent yet interdependent actors across sectors. CE innovation ecosystems and complementarities offer lenses for understanding such interdependencies. This paper explores how orchestrators facilitate complementarities in emerging CE innovation ecosystems by drawing on an embedded qualitative case study of plastic waste from Norwegian aquaculture. Four types of complementarities are identified—materials data, from waste to resource, recycling capacity, and regulations—conceptualized along two dimensions: resource flow and infrastructure complementarities. This illustrates where orchestrators facilitate value at present and where their role is constrained by limited infrastructure and regulatory requirements. This study advances research on CE innovation ecosystems by adding a process perspective on how complementarities evolve through orchestration and by highlighting how data can support circularity.
The digital transformation has reshaped how music is created, distributed, and consumed in the music industry, leading to new patterns of engagement across various digital platforms. Drawing on niche theory and the cross-platform spillover literature, we examine how short-form video, long-form video, and audio streaming platforms dynamically interact when the same song is consumed across them. Despite the growing importance of TikTok and YouTube in music discovery and consumption, empirical evidence on how these platforms interact dynamically with audio streaming remains limited. Using 11,598 song-day observations on 93 K-pop songs released by 43 artists, we estimate a panel vector autoregression (PVAR) model on data from TikTok, YouTube, and a major audio-streaming service. Our findings suggest that TikTok is predominantly complementary to YouTube and audio streaming, a pattern consistent with a promotional role in music discovery. In impulse-response analyses, the response of YouTube views to TikTok activity is faster and stronger (consistent with video-to-video format congruence), while the response of audio streaming is slower to peak but more persistent (consistent with a discovery-and-amplification pathway). Formal cross-group tests indicate that these dynamics differ by the capital strength of the artist’s agency, and exploratory analyses suggest further differences by artist gender. We discuss implications of these patterns for platform-specific promotion and audience engagement in multi-platform music marketing.
