This paper offers a fresh understanding of what global leaders should focus on to move from globalisation towards planetization. It contributes the concept of ‘planetization mindset’ for global leadership from the perspective of orientations to management, communication and learning. Within leadership contexts, we extend the application of concepts of cultural intelligence, global mindset and cosmopolitanism related to organizational management and leadership at macro, meso, and micro levels. These are extended to the broader framework of planetization. This dynamic concept for global leadership combines three tiers of (1) the consciousness of the oneness of the natural environment of the earth (2) awareness of the oneness of humanity; (3) a moral-ethical commitment for positive action for sustainability of life and human flourishing on the planet. Planetization is elaborated through reference to the work of seminal ‘Western’ thought-leaders complementing long-standing traditions in East Asian classics. Intercultural communication with humane values and the application of cultures of learning are seen here as mediational developments for leadership towards advancing the vision of planetization.
Although perceived overqualification is prevalent in the workplace, little is known about when and how it affects employee judgment about future status and thereby leads to political acts for personal benefit. Based on social comparison theory, we proposed that perceived overqualification influenced employees’ engagement in political acts through future status threat, with this indirect effect contingent on their social comparison orientation. We surveyed employees from 20 software companies in China to test our hypotheses. The findings demonstrated that perceived overqualification directly and indirectly promoted political acts, with the indirect effect mediated by future status threat. Additionally, social comparison orientation moderated the indirect relationship between perceived overqualification and political acts via future status threat. These findings constitute new insights for managing perceived overqualified employees.
This study examines how digital transformation influences employees’ work-related outcomes during the crisis and when the effects of technology use are contingent on contextual factors. Drawing on the Job Demands-Resources model and Conservation of Resources theory, we theorize that technology use during crises can shape employees’ negative attitudes and behaviors, whereas chief executive officer’s (CEO) challenging work experience and firm’s digital transformation strategic orientation can buffer these adverse effects. Based on data from 947 employees nested in 46 subsidiary firms, our multilevel analysis reveals that the technology use is negatively related to affective commitment, psychological safety, and change-oriented organizational citizenship behavior. However, the negative effects tend to be less severe when the firm’s CEO has more challenging work experience and when the firm demonstrates a stronger digital transformation strategic orientation. Our findings suggest that internal and external contexts jointly determine the impact of new and advanced technology usage.
We argue that business approaches to biodiversity can be improved by examining the ecological practices of Indigenous entrepreneurs. Drawing on a study with Indigenous entrepreneurs from Chiang Rai, Thailand, we show how specific ecological practices—e.g., self-identification with nature, individual process of information and collaborative restoration—are integrated into their work. These practices demonstrate a deep attachment to nature, yet they are also accompanied by tensions arising from these entrepreneurs’ encounters with biodiversity threats. Our article contributes to the business and biodiversity literature by developing an ‘endless loop’ model that conceives business approaches to biodiversity as an ongoing journey requiring the participation of business leaders, employees, and the wider business community, grounded in the imperative of moralizing biodiversity beyond market utility considerations. We conclude by underscoring the important role of Indigenous entrepreneurs as land stewards and as spokespeople for other Indigenous Peoples, thereby broadening policy discussions on the green economy
This study examines whether China’s mixed-ownership reform (MOR) improves corporate social responsibility (CSR) alongside productivity. Using listed firms from 2000–2021 and staggered MOR adoption, we estimate staggered difference-in-differences models with firm and year fixed effects. We construct a macro-efficiency index that embeds CSR obligations—employment, environmental effort, taxation, and public service—into performance evaluation, and compute productivity using OP, LP, and ACF-based TFP measures. MOR significantly increases productivity and macro-efficiency, with larger effects when the state retains effective control; reforms that substantially dilute state capital deliver no gains. Results are robust to alternative estimators and specifications.
