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Revisiting stakeholder theory as a potential theory of the firm giving rise to expectations about organizing, we analyze when and under what circumstances entrepreneurially oriented firms increase their environmental collaboration with suppliers. Specifically, we investigate the association between entrepreneurial orientation and environmental collaboration with suppliers by accounting for the degree of employees' work engagement and market environment complexity as stakeholder-oriented moderators of this relationship. We test our hypotheses using multi-level analyses on 249 managers nested in 66 multinational companies (MNCs) in Turkey. We find that entrepreneurial orientation positively impacts environmental collaboration with suppliers. A high level of work engagement (as an organizing principle favouring a stakeholder focus) and a low level of market environment complexity (as an organizing principle favouring the customer as an instrumental stakeholder) moderate this linkage. We enrich the debate on entrepreneurial orientation, strategy, and environmental sustainability by providing logic rooted in stakeholder theory of the conditions under which MNCs' entrepreneurial orientation in emerging markets prioritizes and privileges environmental collaboration with suppliers.

Recent estimates suggest that more than 40 million people worldwide are in situations of modern slavery and other forms of labor exploitation. UN Sustainable Development Goal 8.7 addresses this problem and urges stakeholders to take effective measures to end all forms of labor exploitation by 2030. Labor exploitation is often a direct consequence of forced migration, and humanitarian operations have a key role to play in tackling this issue worldwide. Academic research can facilitate this by providing the necessary decision‐making tools to support antislavery practitioners in humanitarian organizations and governments. For effective resource allocation, these practitioners need tools to help them systematically identify and assess the risks of labor exploitation in an area. In this study, we develop a multi‐method approach that combines various data sources to capture the issue's complex and multidimensional nature. Through satellite remote sensing, we first identify 50 informal settlements hosting migrant workers in the strawberry production area of Southern Greece. We then apply a multi‐criteria decision analysis (MCDA) method to a subset of six informal settlements in order to evaluate their labor exploitation risks based on eight criteria. In addition to being practically implemented by a humanitarian organization and a government agency in Greece, our study advances research on humanitarian operations and labor exploitation by elucidating how a multi‐method approach can be used for data‐driven prioritization of interventions against labor exploitation. Our approach offers opportunities for other applications in the field of humanitarian operations.

Misconduct by business and political leaders during the pandemic is feared to have impacted people's adherence to protective measures that would help to safeguard against the spread of COVID-19. Addressing this concern, this article theorizes and tests a model linking ethical leadership with workplace risk communication-a practice referred to as 'safety voice' in the research literature. Our study, conducted with 511 employees from UK companies, revealed that ethical leadership is positively associated with greater intention to engage in safety voice regarding COVID-19. We also find that this association is mediated by relations with the perceived health risk of COVID-19 and ambiguity about ethical decision making in the workplace. These findings therefore underscore the importance of good ethical conduct by leaders for ensuring that health and safety risks are well understood and communicated effectively by organizational members particularly during crises. We discuss the theoretical and practical implications of our study and highlight further opportunities for future research to address the ethical dimensions of leadership, risk management, and organizational risk communication.

This article has been accepted for publication and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. Please cite this article as: Çakır M. The