The Journal of Management and Organization (JMO) is the journal of the Australian and New Zealand Academy of Management. It is an international journal publishing work of global authors but has a distinct Australian and New Zealand heritage based on cultural and social pursuits. This means it is important to highlight how Australian and New Zealand management research has developed over the years and to acknowledge its uniqueness in global academia. This editorial focuses on JMO 2026 in terms of addressing needs to further ponder how values and context influences management research and practice. The role of research contexts and policy are discussed with the goal of enabling a future research agenda that specifically combines an Australian and New Zealand mindset.

Generative artificial intelligence is rapidly reshaping business education, presenting both opportunities and concerns for teaching, learning, and assessment. This study reviews how generative artificial intelligence has been addressed in business education research since 2023, with a focus on organisational and institutional implications. Using a scoping review guided by the Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA) protocol, 32 peer-reviewed Scopus-indexed articles published between January 2023 and June 2025 were analysed. Four key themes emerge in the use of generative artificial intelligence: curriculum redesign, teaching practices, assessment integrity, and professional skills. Findings highlight benefits such as enhanced interactivity, personalised learning, reduced workload, greater accessibility, and stronger alignment with industry practices. However, challenges persist, including factual inaccuracies, reduced critical thinking, weakened assessment practices, and ethical concerns. Overall, generative artificial intelligence integration is both transformative and uneven, requiring careful and responsible adoption from an organisational context. The study outlines implications for educators, curriculum designers, and institutional policymakers aiming to develop a future-ready business education ecosystem.

Business management education is increasingly making use of artificial intelligence as an emerging technology that will lead to major societal changes in learning and knowledge endeavours. This editorial article focuses on the link between business management and artificial intelligence as an enabler of social policy changes. This means considering the history of artificial intelligence and how business management education has evolved in recent years. By doing so, it encourages more focus on creative uses of social policy in terms of discussion about educational initiatives. This is helpful in gaining more insight into the novel and entrepreneurial ways business management education can embed artificial intelligence and improve overall learning outcomes.

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.

Literature reviews are core parts of the research process with most conducted in the early research stages. The way a literature review is done can differ depending on the type of research, its aims and goals. This means some view literature reviews as best being done through a systematic approach that has set stages and ways to analyse the literature. This editorial article discusses the main reasons for literature reviews in terms of being helpful, educative and progressive. This is useful in furthering the way researchers collect, interpret and analyse data. As more business management researchers and practitioners utilise review articles it is important to remain vigilant about their purpose and usefulness to business practices.

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.

The paradox of environmental sustainability is often framed as a trade-off between profit and planet. Mainstream sustainability approaches remain constrained by anthropocentric and reductionist assumptions that treat economy and ecology as separable domains. Guided by Kaupapa Māori (Māori approach) principles, this research explores an alternative relational approach grounded in te ao Māori (Māori world view). Drawing on Kōrero (Māori narrative approach) with 11 participants, analysed through reflexive thematic analysis, the paper develops the Whakapapa–Mauri–Utu Regenerative Cycle. In this framework, Whakapapa (genealogy) establishes non-negotiable governance responsibilities, Mauri (life force) serves as an evaluative indicator of ecosystem health, and Utu (reciprocity) reorients economic activity toward restoration and collective wellbeing. This paper contributes to paradox scholarship by demonstrating that sustainability tensions are reframed when organisations are understood as genealogically embedded within spiritual and ecological systems. Rather than being managed through trade-offs between separable objectives, sustainability becomes a relational obligation enacted through genealogical integrity.

The rise of remote work has reshaped organizational dynamics, necessitating a deeper understanding of its implications for leadership, employee motivation, and performance. This longitudinal study examined direct and indirect effects (via leadership behaviors) of remote work intensity on employee motivation and performance. Using three waves of survey data from 512 Norwegian employees, results indicate that higher remote work intensity positively predicted perceived need-supportive leadership and negatively predicted perceived controlling and laissez-faire leadership. Need-supportive leadership positively predicted intrinsic motivation, which in turn predicted adaptability and proactivity, whereas controlling leadership positively predicted extrinsic regulation and amotivation. Amotivation negatively predicted proficiency but was a positive predictor of proactivity. Laissez-faire leadership also positively predicted proactivity, suggesting that reduced managerial oversight may encourage initiative in certain remote work contexts. These results offer valuable insights for organizations navigating the future of work, highlighting the need for leadership strategies that enhance intrinsic motivation and adaptability in remote work settings.

This perspective article is to celebrate the 30th birthday of the Journal of Management & Organization. To remember its achievements and to reflect on its successes a number of management academics were quizzed about their thoughts. This helps to identify future growth areas of management interest and to project new developments. By doing so it enables a holistic view about the role of management in practice, policy and society.

As part of the Journal of Management and Organization’s 30th birthday celebration it is important to reflect and consider what is valuable advice. This perspective article is coauthored by a number of academics and brings together their thoughts about value in management practice. An international array of management teachers and researchers provide their advice in the hope of inspiring future generations of management researchers.

It has been over a decade since the conceptual foundation of collective psychological ownership (CPO) was first built in the organizational behavior and management literature. A significant body of empirical studies has been conducted to examine CPO at either the team level or the individual level, providing divergent views of CPO and its application in different contexts. This article offers insights into the genesis and emergence of CPO as an outgrowth of prior scholarship on psychological ownership at the individual level to the team level. It also includes a systematic literature review of 96 studies that cited the seminal study of collective psychological ownership and had CPO as a major construct in its conceptualization and empirical setting. We conclude with directions for future scholarship that would enhance the theory of CPO, as well as methodological recommendations for testing the role of CPO in different applied contexts.

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.

We examined whether obsessive passion and harmonious passion interacted in the prediction of work–family conflict, and the indirect effects of obsessive passion on counterproductive work behaviors as mediated by work–family conflict. We collected data from two samples of employees with jobs in engineering (Sample 1) and administration (Sample 2). Obsessive passion was associated with higher levels of work–family conflict, whereas harmonious passion was negatively related to work–family conflict. Furthermore, the positive effects of obsessive passion on work–family conflict were lower at high levels of harmonious passion. Work–family conflict was also positively related to counterproductive work behaviors (Sample 2). Finally, the indirect effects of obsessive passion on counterproductive work behaviors (Sample 2) were lower at high levels of harmonious passion.

Workplace happiness has emerged as a strategic and ethical priority due to its impact on employee well-being, engagement, and sustainable performance. However, the construct remains conceptually fragmented, with existing measures often limited to affect or job satisfaction. This study addresses these limitations by proposing and preliminarily validating a multidimensional instrument that integrates hedonic and eudaimonic dimensions of workplace happiness: emotional well-being and purpose, work–life balance, and work relationships and support. Using a multi-phase research design, including expert content validation, a pilot study (n = 100), and large-scale psychometric testing (n = 354), the study applies exploratory and confirmatory factor analyses. Results provide initial evidence of strong structural validity, internal consistency, and convergent and discriminant validity (CFI = 0.971; TLI = 0.959; RMSEA = 0.078). Workplace happiness is conceptualised as a synergy of affective fulfilment, meaningful contribution, and supportive relationships. Despite cross-sectional and non-probabilistic limitations, the instrument offers a robust foundation for future validation and human-centred organisational research.

Organizational actors face multiple paradoxical tensions that are not only intertwined with one another but also nested across different levels of the organizational hierarchy. Despite their importance, little is known about how such paradoxical tensions are interpreted and managed by organizational leaders. To explore this phenomenon, we conducted semi-structured interviews and collected multilevel data from 38 respondents, including corporate executives, team leaders, and managers in the Pakistani telecommunications sector. Through an interpretive phenomenological analysis of participants’ lived experiences, we developed a multilevel nested paradox model. This model revealed four paradoxes nested both within and across levels: task efficiency and employee well-being, individual interest versus institutional interest, ethics and profitability, and empowerment and accountability. The tensions arising from customer demands, followers’ expectations, and organizational requirements lie at the intersection of the levels occupied by followers, team leaders, and corporate executives. Our model shows that tensions at one level exacerbate tensions at other levels, and through this transmission process, paradoxes generate a constellation of paradoxes. The study’s model suggests that leaders manage these nested tensions by applying a combination of splitting and integration strategies, dynamically sequencing and distributing responses across levels. This study contributes to the underexplored research on paradox multiplicity and deepens the understanding of paradoxes as a meta-theory. We also highlight several important theoretical and practical implications of this research.

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 growing body of literature on corporate purpose has underscored its potential as a strategic driver for firms. However, its practical implementation remains challenging due to the concept’s multifaceted and often abstract nature. By reviewing 118 articles, this systematic literature review develops a process framework on how corporate purpose can be translated into concrete organizational strategies across three dimensions: antecedents, management, and consequences. Specifically, we identify the foundational conditions that shape a purpose statement in firms, examine how purpose is embedded and shared within them, and assess the multilevel outcomes of an effective purpose. The review highlights actionable levers to align purpose with strategy and practice, discussing how firms can implement their ‘reason why’. In doing so, the study provides contributions to better understand corporate purpose from both a theoretical and managerial perspective, within the broader field of strategic management.

As organizations expand globally, the spatial distribution of top management teams (TMTs) across regions becomes increasingly prevalent. This paper aims to review the diverse literature on the geographic dimensions of teams (collocation, dispersion, and virtuality), and more specifically, the spatial configuration of upper echelons. Several studies explore the composition of TMTs, the diversity of their members, and their influence on firms’ strategic choices. However, the international location of TMT members remains largely overlooked. We conduct a systematic literature review that draws on spatial theory and the upper echelons approach. The results allow the development of a conceptual framework that integrates research related to the spatial dimensions of TMTs. The purpose is to contribute to a better understanding of how the spatial configuration of TMTs influences strategic leadership processes in geographically dispersed organizational contexts. We discuss the implications of this spatial perspective of upper echelons and propose potential avenues for future research.

How should resource-constrained manufacturers renew operations under mounting innovation pressure? We theorize and test a contingent model in which market pressure affects operational innovation indirectly through two pathways, technology investment (exploitation) and human-capital utilization (exploration), and in which firm size conditions both pathways. Using Eurobarometer 433 data on 2,213 European manufacturing firms, we estimate a conditional process model combining ordinary least squares and logistic regressions. We find a negative direct effect of pressure on operational innovation, but positive mediated effects via technology and human capital; the technology pathway is substantively stronger. Size matters: larger firms more effectively translate pressure into technology investment, whereas smaller firms rely relatively more on human capital, implying performance parity for sequential strategies when resources are tight. We contribute boundary conditions to ambidexterity theory and offer actionable guidance: small and medium-sized enterprises should sequence renewal by first mobilising human capabilities, then adding technologies; large firms can pursue ambidextrous investments.

Upper echelons theory suggests that CEO values and personalities impact their actions, driving organizational performance. However, accessing the black box of a CEO’s values and personality is difficult. Numerous studies of senior leaders have informed research on discrete psychological characteristics such as drivers, risk, temporal focus, and emotionality. This study builds on this work by holistically sourcing these psychological characteristics through a LIWC (Linguistic Inquiry & Word Count) text analysis of top-ranked CEO Twitter (X) postings. These data were transformed via a principal component analysis into four distinct psychological profiles, termed by the authors ‘grey flannel suits’, ‘self-actualizers’, ‘empaths’, and ‘greyhounds’. Binary logistic regressions suggested divergence in CEO psychological profile occurrences based on firm size. The profile analysis failed to detect significant top CEO gender differences; however, some gender distinctions were discerned from follow-on t-tests of the profile’s underlying psychological characteristics. The paper concludes with a call for further top management team psychological profile-informed research.