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Interfaces are of growing importance for theorizing and testing the influence of strategic leaders on firm behavior and actions. But despite their relevance and ubiquity, the lack of a commonly accepted definition and unifying framework has hindered researchers’ ability to take stock, synthesize, and systematize extant knowledge. We first develop an encompassing definition and organizing framework to review 122 prior studies across three decades. We then chart promising directions for future research around three concepts central to the framework and review: (1) Why do interfaces occur? (2) What happens at these interfaces? and (3) What are the impacts of interfaces? Together, the encompassing definition, framework, review, and specific directions for future research provide the much needed platform to agglutinate research and advance strategic leader interfaces as the next frontier of strategic leadership research. [ABSTRACT FROM AUTHOR]

Organizational researchers have long used imprinting as a theoretical lens for a historically embedded understanding of diverse, significant phenomena for explanatory, evaluative, and managerial purposes. The intuitive appeal of imprinting has facilitated its widespread diffusion throughout numerous disciplines and research fields, but the growing fragmentation of associated theory and evidence has blurred our understanding of the nature, sources, and mechanisms of imprinting as well as the context in which imprinting shapes the behavior and outcomes of distinct entities. To address these issues, we begin by developing a framework for generalizing theoretical constructs, statements, and relationships across levels of analysis, contexts, and disciplinary boundaries. Using the core themes of this framework, we next provide a systematic review of 119 imprinting studies allowing for more definitive statements about what we know, do not know, and should know about imprinting. Finally, by building on the review, together with the proposed framework, we chart a focused course for future inquiry and applications for organizational research on imprinting. [ABSTRACT FROM PUBLISHER]

Ambidextrous innovation is considered to be a key framework for innovation that offers organizations the ability to maintain their current level of competitiveness and develop and sustain a long-term competitive advantage. However, the implementation of ambidextrous innovation is constrained by an organization's culture. Thus, the aim and objective of the present research are to explore the literature deeply and attempt to understand both organizational culture and ambidextrous innovation, along with key cultural aspects with regard to ambidexterity. The present research deeply dived into the model of organizational culture and attempted to build synergy between each model with respect to ambidexterity. The results of the present research suggest that Cameron and Quinn's competing value framework, once amalgamated with the Schein model, creates an organizational culture framework that can be used to develop a culture that is best suited to the implementation of ambidextrous innovation. The Schein model provides a comprehensive guideline for each value of the competing value framework. Further, the present research also extracted key insights with regard to the role culture can play in innovation in general and ambidextrous innovation in particular. Finally, the present research also attempted to build a list of culture enablers and inhibitors that can facilitate and impede the process of ambidextrous innovation. [ABSTRACT FROM AUTHOR]

The aim of this study is to provide an academic basis for understanding the phenomenon of quiet quitters and begin to detail the characteristics that distinguish them. The defining behavioural characteristic of quiet quitters is that they reduced the hours they worked over time, especially over the pandemic period. A sample of more than 2500 employees in Australia who had been working full-time toward the end of 2019, before the pandemic, and working full-time toward the end of 2022, after many pandemic constraints had been lifted, was analysed using multinomial regression. There were many variables that distinguished between the trajectories of hours worked between 2019 and 2022. Two groups of employees had dramatically or substantially reduced their working hours and displayed nuances in their characterisation, suggesting that they were quiet quitters. The quiet quitters appear to have experienced powerful imprinting during the time of pandemic constraints, and that imprinting may be working against prior occupational norms. The group most like prototypical quiet quitters are likely to leave their job soon, and many of them are confident they will find a job at least as good as the one they now have, with more flexibility. Having a group of employees with a new approach to work may require revisiting many approaches to management. [ABSTRACT FROM AUTHOR]

Growth and innovation are primary arguments for firms that aim to go public and access resources from the stock market. So it is ironic that going public is, for a majority of firms, associated with a pronounced slump in breakthrough innovation. This article proposes an actionable, marketing-related explanation for why some firms that go public manage to beat the post–initial public offering (IPO) innovation slump: innovation imprinting. The authors argue and demonstrate that firms that engage in innovation imprinting before going public attract a segment of concordant investors whose risk preferences are more supportive of breakthrough innovation than investors at large. These investors, in turn, reward the firms' continued introduction of breakthrough innovations after they have gone public. By analyzing the innovation patterns of 207 firms in the consumer packaged goods sector before and after an IPO, the authors observe that one-third of firms are able to maintain or beat their pre-IPO levels of breakthrough innovations after going public. By studying their actions, the investors they attract, and their financial performance and survival rates, the authors provide empirical evidence for the importance of innovation imprinting and concordant investors in helping firms beat the post-IPO innovation slump. [ABSTRACT FROM AUTHOR]