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Because making progress on sustainability-related challenges will require organizational change for most organizations, understanding sustainability dynamic capabilities is of utmost importance.In this theoretical paper, we aim to identify the microfoundations of such sustainability dynamic capabilities on the one hand but, consistent with recent work in this research stream, we do so in a way that is sensitive to the dynamism of the organizational environment. We propose that the microfoundations of sustainability dynamic capabilities will take different forms in different contexts. We contrast moderately dynamic contexts characterized by frequent yet relatively predictable change with highly dynamic contexts in which changes are rapid and not predictable.Achieving sustainability in these different types of contexts poses different types of challenges, relies on different forms of employee behaviors, and is consequently enabled by different individual-level characteristics and different organizational practices and processes. Our paper calls for a more serious consideration of context in investigating how employees' behaviors can affect sustainability at the organizational level, and outlines the implications for organizational policy and practice. We explore directions for future interdisciplinary research on sustainability that focuses on individuals and their interactions while also taking the environment within which organizations operate into account. KEYWORDS employee green behavior, microfoundations, pro-environmental behavior, sustainability

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This paper focuses on knowledge management in UK hospitals as an area in which organizational ambidexterity (OA) is a necessary condition. In contrast to much of the literature on OA that looks at senior managers, we focus on the role of 'hybrid' middle managers, professional workers who hold managerial responsibilities, in ensuring that the quality of care delivered is at an optimum 'safe' level for patients. We examine the influence of prevailing tensions and competing agendas characteristic of a professionalized, public sector context upon knowledge exploitation and exploration at the middle levels of the organization. Our study investigates how these tensions are experienced and reconciled at the individual level. We examine the contextual and personal circumstances that enable hybrid middle managers to forge workable compromises between exploration and exploitation to facilitate OA. We find that this process is contingent on professional legitimacy, social capital and a holistic professional orientation. This has wider implications for human resource practice to support the discretion and motivation of hybrid middle managers to facilitate OA for enduring performance and advancement of best practice.

The recent international surge in private equity markets has been accompanied by growing interest in its nature and effects. Private equity involves investment in unquoted companies and includes both early stage venture capital and later stage buyouts. The latter, which have been particularly controversial, are our focus. This paper provides a review of the different theoretical approaches that have been deployed to understand this phenomenon. Thereafter, the findings of a large cross section of empirical studies within a range of different national settings are compared and contrasted. Finally, existing themes emerging from -and gaps in -the existing literature and likely future directions are summarized.

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