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With the increase and prominence of corporate social responsibility (CSR), it is important to understand the interaction between CSR and human resource management (HRM), drawing on multiple institutional logics that shape such interaction in organizations. Drawing on a qualitative study, we reveal context-sensitive nature of the CSR-HRM relationship by demonstrating all field-level forces and peculiarities of meso-level influences. We have identified a dual nature in this relationship. This duality is implicated in unintended and intended organizational outcomes, such as exploitation of workforce and democratizing CSR engagements, respectively. We offer multiple contributions to knowledge and practice. By exploring dual nature of the CSR-HRM relationship, we demonstrate multiple roles that the HR function plays in organizations, such as mediating role, regulating and governance role and legitimizing role. We recommend that organizations might better approach CSR from an employee engagement perspective and posit that employees' perceptions of CSR authenticity and of local needs will transform the dynamics of the CSR-HRM relationship and organizational commitments.

In our response to grand challenges of our times, particularly those posed by emergencies, entrepreneurial approaches are seen as a critical component, which is broadly discussed within the research stream on compassionate entrepreneurship. Our literature review is aimed at exploring the emerging concept of compassionate entrepreneurship in greater detail to solidify its underlying dimensions and establish it as a sub-field within entrepreneurship. This development paper is the first step in this regard, where we identify couple of emerging research streams, use the Antecedents-Decisions-Outcomes (ADO) framework to summarize a sample of key articles on this topic and outline couple of key areas for future research.

The author introduces a novel concept and the transformation guidance required for organisations to manage innovation, "Do No Harm," which is a concept successfully used in healthcare practice. He believes the DNH concept is a critical and inseparable response to the overseen continuous economic and innovation growth, responsible for the growing challenges to sustaining our lives on earth. The author believes it will guide fulfilling our capacity to address those goals by 2030 or beyond.

Although scantily documented in specific contexts, the entrepreneurial process in cross-national frameworks embeds accelerating synergies from networks which increasingly break barriers. In response to McManus (2001), this empirical study demonstrates a gender-driven venture creation process that addresses informality. Descriptive phenomenology is engaged in a participatory research construct to showcase interactions at complimentary layers of political, economic and social engagement in a narrative dominated by eight interdependent levers. The findings attest that despite pre-existing and emerging barriers: women make great leaders and accelerators in organization, with an under-utilized capacity to positively transform society especially in the developing world. By integrating practicality of businesses with technicality of professions, they unlock and capitalize on the huge potential that lurks between formal and informal sectors. Significance of the model also lies in reduced over-regulation whereby social capital plays a leading role backed by financial capital in a balance between where solutions are needed the most and where opportunity creates greater multiplier effects. It embeds unique attributes that enable role formation and reciprocal combinations which ultimately drive venture success. Both historic and futuristic, it exhibits a high level of precision and replicability further evidenced by a wide coverage of sustainable development goals. Beyond the complexity of globalization it promotes global equality.

This chapter examines assumptions about the entrepreneurial imagination to pinpoint underlying philosophical assumptions. The processual critique challenges contemporary conceptions of the entrepreneurial imagination as a cognitive ability associated mainly with the recognition of opportunities. Contemporary entrepreneurship research has kept the notion of imagination alive by reference to it as driving an individual ability to envision opportunities and reconceive of existing social order. The entrepreneurial imagination begins, just like in all humans, with the primary imagination and one’s attempt to perceive the material and social world. Accordingly, interactions between the co-founders coincide with the use of primary imagination to subconsciously understand and consciously participate in various social practices. The chapter reviews the notions of primary and secondary imagination, images and creative expression from imagination literature. It presents a contribution to entrepreneurship research by arguing for the renewed relevance of the entrepreneurial imagination.

Using Stewart's (1976a; 1976b) role framework as an analytical lens, this paper examines how business incubator managers perceive their role and performance, and the choices they make in dealing with constraints and competing demands. Given that the literature in this domain has not considered how these types of managers experience agency and structure in their role, this study is important in theory and practice terms. Drawing on 40 qualitative interviews in different UK regions, the findings demonstrate the ways in which business incubator managers see their role as pivotal in supporting the incubatee entrepreneurs and how they endeavour to address competing role demands against constraints. Notably, while funding is commonly viewed as an enabler, the findings suggest that the funding structure could act as a constraint on the incubator managers, due to the weight of perceived bureaucracy preventing the latter from operating effectively within the full remit of their role.

The paper proposes a conceptual model to understand female entrepreneurial leadership through an exploration of the perceptions and experiences of women entrepreneurs within their leadership roles. The paper addresses an existing knowledge gap on entrepreneurial leadership by bringing together three key constructs of gender, leadership and entrepreneurship. We apply Stewart’s (1982) model of role Demands-Constraints-Choices (DCC) to women entrepreneurs in Kazakhstan in order to understand their perceptions of the demands, constraints and choices they experience within their leadership roles. The results of in-depth interviews with women entrepreneurs present deeper conceptualisation of their leadership enactment as a co-developing, co-constructed relational activity between leaders and others in their wider business environments and context.

International audience

Purpose – The purpose of this paper is to advance the debate on “cosmopolitanism or globalization” by (a) approaching this rich literature from cultural, ethical and governance angles, and (b) by introducing key notions from the work that has taken place in the natural sciences, around the Anthropocene. Design/methodology/approach – This paper is based on analytical tactics that draw on a literature review and thematic analysis. Findings – The composite analytical “lens” introduced here (crafted around cultural, ethical and governance angles) to approach the debate on “cosmopolitanism or globalization” plus the engagement with the literature on the Anthropocene, allow us to engage with current understandings of the global and the “planetary” that are the heart of cosmopolitanism. Research limitations/implications – The paper deals with and merges two complex streams of literature (“cosmopolitanism or globalization” and the Anthropocene), and as such needs to be seen as part of an initial, exploratory scholarly effort. Practical implications – The analytical “lens” described here shall be of further use to develop current trends reclaiming cosmopolitanism for the study of organizations. Social implications – Our work can help to nurture a cosmopolitan sensitivity which celebrates difference, highlights expanded concerns for the ‘distant other’, and fosters involvement in new forms of governance. Originality/value – The approaches introduced here bring new angles to continue thinking about the planet as the ‘cosmos’ of cosmopolitanism, and to explore new understandings around organizations and (global) responsibility.