For centuries, universities have proliferated and flourished around the world, playing an important role in societal knowledge production and diffusion. However, in the past four decades, this old organizational form has been subjected to neoliberal, managerialist policy doctrines such as New Public Management. Following this, universities have tended to become more 'business-like' in their internal management and governance, with generally perceived adverse effects on the quality of academic education, research, and working conditions. These developments pose fundamental threats to academic freedom and free knowledge production and diffusion. Acknowledging various forms of academic resistance to, and coping with, these threats, the purpose of our paper is twofold. First, we adopt the concept of 'performativity' - hitherto researched mainly in primary and secondary schools in Anglo-Saxon contexts - to account for, and critique, neoliberal university policies, and practices in a variety of Global North settings. Second, through collaborative autoethnography, we add our own personal narratives to 'talk back' to managerialism.

This article critically interrogates the meaning of freedom and its current and potential relationship with social relations in and around work as introduction to this special issue. This interrogation is vital given neoliberalism's evaluative promise for more individual and corporate freedom, while concurrently limiting the conditions for the experience/expression of freedom of workers. Consequently, there are concerns about working for "private governments", workers being subject to electronic surveillance, and workers increasingly caught up in structural disadvantages (i.e. precarious work) that contribute to growing unfreedom. Rather than reproducing abstract principles around freedom, this article and special issue advance a contextually sensitive emergence of freedom. We explicate this emergence as (i) alternative experiences of freedom, (ii) alternative conceptions of freedom, and (iii) alternative modes of organizing. To inspire future research, we extend these themes to suggest that treating freedom (i) as pluralist/relational and (ii) as having the capacity for world-making has meaningful implications for how work is organized and for whose benefit. We advocate an explicit turn to non-neoliberal values (e.g. collectivism, solidarity, human dignity, respect, and recognition) to enable more relational versions of freedom that can serve as a basis for freedom as world-making at work and in society.

The financial collapse, deepening wealth inequality, police brutality against African Americans, wage stagnation and antilabor practices, sexual discrimination, corporate personhood, tech monopolization, increased urgency of the climate crisis, and current COVID-19 pandemic have given rise to left-leaning populism under the guises of such movements as Occupy Wall Street, Black Lives Matter, Poor People’s Campaign, Fight for 15, Indivisible, #MeToo, and the Sunrise Movement, among numerous others. [...]in seeking the root causes of these six crises, Adler threads together the features and by-products of the capitalist system, such as private enterprise, wage employment within firms, the capture of government by business, the natural environmental and social externalities posed by businesses, and a world economy that inherently depends on very uneven power relations. Admittedly, the majority of our research in business ethics and organizations and management offers at best theoretical and empirical tweaks to the status quo, translated practically into minor and temporary repairs to the crises posed by neoliberal capitalism.

Workplace incivility permeates across individuals and spills over into domains of home and marriage. Simply witnessing rude behaviors at work perpetuates its spread through emulation. Breaking the retaliatory nature of incivility, embedded in a spiral of negative emotions, remains as uncharted terrain that needs to be further explored. By discussing how targets and victims make sense of and respond to incivility differently, we hope to broaden options for those who feel trapped in incivility spirals. All too often victims and targets remain silent. Based on the social interactionist perspective (the web of social relationships and organizational structures affected by uncivil encounters), a panel of content experts will discuss HR Practices, self-directed approaches, lessons learned from workplace bullying, and behavioral incivility itself as a righteous response.

Guest editors: Lynne Andersson (Fox School of Business, Temple University, USA) Dirk Lindebaum (Cardiff Business School, UK) James Chamberlain (Political Science & Public Administration, Mississippi State University, USA), Michelle Greenwood (Monash Business School, Monash University, Australia), Frank den Hond (Hanken School of Economics, Finland & Faculty of Social Sciences, Vrije Universiteit, the Netherlands)

Un lider construye su credibilidad, principalmente, sobre dos factores: su competencia (que sea capaz de desa-rrollar las tareas con los conocimien-tos, habilidades y aptitudes con los que se supone que debe contar) y su integridad (actuar de forma coherente con los valores expresados). A partir de esta premisa, detectar que compor-tamientos sugieren incompetencia o falta de integridad, y evitarlos, resulta esencial para que la credibilidad de un directivo no se vea comprometida. Sin embargo, muchos lideres no se dan cuenta de que sus acciones estan da-nando su credibilidad. Aqui se reco-gen algunas de las conductas que de-berian evitarse y recomendaciones para mejorar notablemente la capaci-dad de liderazgo.

The deregulation of the Carter era, the free market policies of the Reagan administration, the tepid liberalism of the Clinton administration, the sudden right turn under Francois Mitterand, and the “Third Way” accommodation of liberal capitalism of the Blair government are widely explained as manifestations of an international political movement toward more liberalized economies characterized by a combination of a stronger reliance upon the market to deliver public services and a strengthening and narrowing of the state to support and expand the market. Some would attribute such developments to the inexorable logic of globalization or perhaps to the inherent inefficiencies of public enterprise. We propose to consider the possible impact of a larger political, strategic, and intellectual project.

In recent years, executives at numerous companies have learned tough lessons through high-profile scandals that swiftly damaged their reputations. Credibility, the authors argue, is based on two key elements: perceived competence (people's faith in the leader's knowledge, skills, and ability to do the job) and trustworthiness (their belief in his or her values and dependability). In field studies, the authors explored the specific behaviors that affect how people assess their leaders' competence and trustworthiness and, in turn, their credibility. The authors identified a number of behaviors that can cause leaders to lose credibility, including displaying a lack of relevant job knowledge, struggling to handle key tasks that are part of their job, and making decisions that don't align with their organization or its broader environment.

The promise of neoliberal capitalism is that it would unleash us all, offering ultimate freedom based on our freedom to act in the marketplace (Harvey, 2005). Capitalism and liberalism, which are compatible ideals, go hand in hand. Today’s owners and dealers of capital—the tech gurus, the Wall Street wizards, the influential industrialists, the investor class—famously tout the access that seemingly all have to economic autonomy, in such varied guises as entrepreneurship, intrapreneurship, free agency, gig work and the continuous development of the enterprising self (Fleming, 2017). In reality, many of the participants in the global neoliberal capitalist systems are by no means free. Many in the system are, at best, indentured servants to organizations or contractors (e.g., “wage slaves”) or, at worst, literal slaves. Most workers are the less-free and the un-free. The handcuffs of neoliberal capitalism are, akin to the hand that guides it, invisible to many of us, in the sense that we cannot see the constraints of the broader system on our freedoms (Perelman, 2011). But the handcuffs and their effects are also, horrifically, clearly visible to many. A report released in September 2017 by the UN-affiliated International Labor Office (ILO) and the Walk Free Foundation estimates that, in 2016, there were 40.3 million people in some form of modern slavery around the world, in every country, on any given day. Females account for an estimated 28.7 million of enslaved people, about 71 percent of the total. In addition, one in four victims of modern slavery are below the age of 18 (Taylor, 2017). Modern slavery tends to occur under conditions of labor intensity, in low technology industries and low-skill service industries, situations where slavery presents an opportunity to abolish labor costs and drive profit (Crane, 2013). Susceptible work includes garment workers in the fast fashion industry, migrant workers in nail salons, small-scale construction and renovation workers, security staff who have been outsourced, seasonal employees in the hospitality industry, meat and poultry processing, and domestic and sex work (Lawrence, 2018). Such work is often characterized by distance between management and workers, whether subcontracted or gigged out, creating a grey space that allows diffusion of economic and moral responsibility. Threats of violence, debt bondage, physical abuse, constraints on mobility, and exploitive underpayment are but some of the practices that inhabit that space (Crane, 2013). 789380OSS0010.1177/0170840618789380Organization StudiesBook Review Symposium research-article2018

Urban areas are a common focus for efforts aimed at social, economic and environmental betterment. Neo-localism represents a range of grass-roots initiatives aimed at strengthening the identification between a community and its citizens. Networks of locally-based entrepreneurs, such as the Sustainable Business Network (SBN) of Philadelphia, can play an important role in this process. Guided by a grounded theory approach, interviews with several SBN entrepreneurs were conducted. Based on these findings, we were able to identify eight strategies that provided benefits to the firms and the broader network. These strategies further enhanced in the livelihood assets of the community, including human, social, financial, natural, and physical capital

In this essay, I propose an eventful way to approach corruption as socially constructed and historically situated. First, I describe how deep (socially constructed) and long (processual, historical) perspectives on corruption have been less examined. Then, I build an approach to understanding organizational corruption as a constructed event embedded in scenario, utilizing concepts from history, cultural studies, and the interactionist tradition in sociology. To offer scholars a way to articulate this eventful conception of organizational corruption and inform how it might be approached through interpretive textual reading and narrative, I draw in an example of a highly publicized accusation of corruption by the financial services firm Goldman Sachs. In closing, I present implications for theory building and research.

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. An Eventful Interactionist Approach to Organizational CorruptionLynne AnderssonLynne AnderssonTemple U.Published Online:30 Nov 2017https://doi.org/10.5465/ambpp.2015.10979abstractAboutSections ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractIn this paper I address the plea for a "deep" and "long" view of organizational corruption put forth by Ashforth and colleagues (2008) by proposing a novel "eventful" way to approach corruption as socially constructed and historically situated. First, I briefly problematize the current scholarship on organizational corruption. Then, I build an approach to understanding organizational corruption as a constructed event embedded in scenario, utilizing concepts from history, cultural studies, and the interactionist tradition in sociology, as well as the overlap among these disciplines. To offer scholars a way to articulate this eventful conception of organizational corruption and inform how it might be approached through interpretive textual reading and narrative, I draw in an example of a highly publicized accusation of corruption by the financial services firm Goldman Sachs. In closing, I present implications for theory-building and research. FiguresReferencesRelatedDetails Vol. 2015, No. 1 Permissions Metrics in the past 12 months History Published online 30 November 2017 Published in print 1 January 2015 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.Keywordsorganizational corruptionscenariosocial construction

Purpose - This paper aims to examine how the globally mobile elite (GME) uses its capital and networks to create a perception that market-driven solutions to social problems are superior to the efforts of government and civil society.Design/methodology/approach - Drawing on a number of emerging literatures, the authors introduce and develop the concept of the "perceived mobility of impact" and use the case of the "Bono effect" to illustrate how this phenomenon is enacted. The authors then employ a critical lens to challenge the consequences of this perceived mobility of impact.Findings - Global elites use their mobility to generate network capital, which in conjunction with celebrity affinity for global humanitarian causes builds a self-reinforcing consensus and legitimizes market-driven solutions to social problems. While this approach may make the GME feel generous about their contribution, it raises questions about accountability and representation in shaping global social policy.Originality/value - This paper contributes to the burgeoning literature on the GME, offering a unique critical perspective on their motives and actions, and introduces the concept of 'perceived mobility of impact'.

Professional Development Engagement (PDE) refers to level of undergraduate engagement in professional Professional Development (PD) involves activities designed to help students prepare for a successful college-to-work transition. This study tested a new 12-item measure of PDE for a complete-data sample of 246 undergraduate business students aggregated across fall of 2013 and spring of 2014. The did not use response to an activity for each of ten Career/Professional Development Center (CPDC) items in PDE measure resulted in a surprisingly high aggregated loss of respondents (61%). Further investigation showed that students who never joined a student professional organization (SPO) had a higher did not use response percentage across these ten items versus students who had joined an SPO. Overall, results support a reliable 12-item PDE scale. (130 words) Keywords: professional development; student engagement; undergraduates ********** Of those full-time students beginning college in United States (US), on average less than five in 10 will make it out in five years (Morrow & Ackermann, 2012). One important component driving graduation success is student engagement (SE), i.e., effort and energy students devote to educationally purposeful activities such as learning, graduating, and acquiring knowledge to succeed in one's envisioned career (Carini, Kuh & Klein, 2006). The increased job placement challenges faced by today's U.S. college graduate (Abel, Deitz & Su, 2014) suggest that colleges and universities need to also increase their externally-focused SE efforts to help students find appropriate jobs, e.g., related to one's major, good pay, and career potential (Arcidiacono, 2004; Stone, Zukin & Van Horn, 2012). Blau and Snell (2013) argue that much of this needed external focus for SE can be captured by looking at undergraduate Professional Development Engagement (PDE), defined (p. 690) as the level of undergraduate engagement in professional development. Blau and Snell (2013) have presented a model for understanding PDE which has five broad antecedent variable sets of PDE: (1) Student Background; (2) Pre-College Credentials; (3) College-Related; (4) Organization-Related; and (5) Motivation-Related. In addition, their model predicts that PDE will be positively related to two outcomes, timely graduation and appropriate job placement. Empirical research has begun to test this model (Blau, Snell, Campbell, Viswanathan, Aarsonson, & Kamik, in press-a). However, centerpiece of model (Blau & Snell, 2013, p.693) is that a valid and reliable scale of PDE can be developed. Initial studies have supported validity and reliability of a 12-item PDE scale (Blau, Snell, Cambpell, Vishwanathan, Aaronson, Kamik 2014a; Blau, Snell, Campbell, Vishwanathan, Andersson, Lopez, 2014b). The purpose of this study is to further test this 12-item PDE scale using a new, distinct sample of business undergraduates. Method Sample and Procedure The sample of undergraduate business students came from Temple University, which has its main campus located in Philadelphia. Temple University is a large public university in Pennsylvania, with a 2013 total student enrollment of over 37,000, including approximately 5,000 undergraduate business students. Senior business students were very strongly encouraged (e.g., by their advisor, through email blasts) to complete a voluntary on-line Senior Student Satisfaction Survey (SSSS) prior to graduation. Study measures were part of SSSS. Data were collected in fall, 2013 (n = 255) and spring, 2014 (n = 369) semesters and aggregated (N = 624). The university institutional review board (IRB) approved research. Measures Student Background Variables. Six variables were measured as one-item/variable: status entering university, joining a student professional development organization (SPO), gender, self-report cumulative grade point average (GPA), semesters living on or near Main Campus, and year entering college. …

SummaryEach of the six articles in this Special Issue on “Greening Organizational Behavior” offers a perspective that provides unique insight and enriches our understanding of organizational greening. As a set, the articles span all levels of analysis, from a study of individual differences to an investigation of leadership dynamics to the analysis of firms and their institutional environments. Taken together, these articles illustrate the complex nature of organizational greening and highlight the need for research that adopts a systems perspective. The embedded and nested nature of organizational greening behavior requires additional research that investigates the interrelated influences of greening behavior by individual employees, work groups, and organizations. By recognizing and appreciating these multi‐level dynamics, scholars of organizational behavior are poised to improve our understanding of effective organizational greening initiatives and thereby promote advancement toward environmental sustainability. Copyright © 2013 John Wiley & Sons, Ltd.