PurposeThis conceptual paper develops a theoretical framework to provide insights with respect to enhancing focus on entrepreneurial sustainability initiatives in the context of emerging economies. The unique idiosyncrasies of the institutional environment of emerging economies are identified along the concept of scripts.Design/methodology/approachSense-making and social identity theory are utilized to draw propositions along with the dimensions of the three stages of the sense-making process: enactment, selection and retention, in order to identify factors that are likely to motivate the next generation of business leaders in emerging economies to undertake greater levels of sustainability initiatives.FindingsWhen organizations face competing demands of meeting both social and financial goals, sense-making by next-generation leaders becomes relevant. Leaders with greater entrepreneurial orientation (EO) are more likely to take actions decoupled from local isomorphic pressures, such that they turn opportunities for sustainability into novel sustainable initiatives.Originality/valueThis paper proposes a framework to provide insights and directions for future research with respect to enhancing an organizational focus on sustainability initiatives in the context of emerging economies.
Purpose
The purpose of this paper is to paper investigates whether different perceptions exist with regard to diversity management within an organisation. Additionally, if such differences exist, what contextual factors influence these perceptions?
Design/methodology/approach
The approach of this study is based on inductive and interpretative case research, which aims to compare diverse perceptions in two different organisational units of a company. For this purpose, 30 semi-structured interviews were conducted.
Findings
The findings in this paper highlight the importance of contexts in the study of diversity management. That is, contexts such as workforce composition and power (e.g. organisational status) in an organisation as well as the social environment’s impact on social identity processes, which results in discrepant focusses on and recognition of diversity management within the same organisation.
Research limitations/implications
This study contributes to research on a more nuanced approach to diversity by proposing an importance of contexts for the process of social identity and further perceptual discrepancy.
Practical implications
Qualitative research on and findings about perceptual discrepancy help to close the gap between the practice and rhetoric of diversity management.
Originality/value
Departing from extant empirical research on diversity at the workplace, which relies predominantly on quantitative methods, a qualitative design of this study allows a refinement of previous findings. Also, this paper provides deeper insight into the sense-making process, resulting in different diversity perceptions by different employees according to their work and social environments or contexts.
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