Management is a global phenomenon. Yet, the vast majority of empirical investigations and theoretical explanations of management, managers and those being managed that are published in leading management journals are based on research that predominantly originates from Western contexts, particularly the USA and the larger European countries. Non-Western contexts, in turn, reside at the periphery of mainstream management scholarship. This is problematic for multiple reasons. It provides an inherently limited view on the contextual factors that may explain variation in management practices across the globe, and it leads to a reductionist view of non-Western contexts to offer little more than a means for teasing out the boundary conditions of mainstream ‘Western’ theories. This exclusion of non-Western contexts has resulted in a marginalization of non-Western scholarly voices, who are often hesitant to submit their research to leading scholarly journals. To address these interrelated problems, we use this introduction to the Thematic Collection on ‘Embracing non-Western contexts’ in the Journal of Management Studies to call on scholars to more fully embrace non-Western contexts in their research, and in doing so, to unleash the explanatory potential of these contexts for our understanding of management.
Embracing non-Western Contexts in Management Scholarship
Christopher Wickert, Kristina Potočnik, Shameen Prashantham, Weilei (Stone) Shi & Yuliya Snihur
Political CSR at the Coalface – The Roles and Contradictions of Multinational Corporations in Developing Workplace Dialogue
Juliane Reinecke & Jimmy Donaghey
Delinking Legitimacies: A Pluriversal Perspective on Political CSR
Maria Ehrnström-Fuentes
Social Intermediation in Base-of-the-Pyramid Markets
Geoffrey M. Kistruck, Paul W. Beamish, Israr Qureshi & Christopher J. Sutter
Incomplete Institutional Change and the Persistence of Racial Inequality: The Contestation of Institutional Misalignment in South Africa
Ansellia Adams & John M. Luiz
The ‘Company with Committees’: Change or Continuity in Japanese Corporate Governance?
Amon Chizema & Yoshikatsu Shinozawa
Corporate Governance in China: A Meta-Analysis
Canan C. Mutlu, Marc Van Essen, Mike W. Peng, Sabrina F. Saleh & Patricio Duran
Indirect Reciprocity and Corporate Philanthropic Giving: How Visiting Officials Influence Investment in Privately Owned Chinese Firms
Ming Jia, Yi Xiang & Zhe Zhang
Reversing the Translation Flow: Moving Organizational Practices from Japan to the U.S.
D. Eleanor Westney & Rebecca Piekkari
Capital Is Not Enough: Innovation in Developing Economies
Steven W. Bradley, Jeffery S. McMullen, Kendall Artz & Edward M. Simiyu
Confucian Entrepreneurship: Towards a Genealogy of a Conceptual Tool
Andrew Smith & Miriam Kaminishi
The Mobilization of Noncooperative Spaces: Reflections from Rohingya Refugee Camps
Rashedur Chowdhury
Why and when does CFO ranking in top management team informal hierarchy affect entrepreneurial firm initial public offering fraud?
Zhe Zhang, Mijia Gong, Ming Jia & Qi Zhu
Place in Entrepreneurial Storytelling: A Study of Cultural Entrepreneurship in a Deprived Context
Jonathan Kimmitt, Ewald Kibler, Henri Schildt & Päivi Oinas
Actions Speak Louder than Words, Particularly in the East: How Taiwanese Followers Perceive Leaders’ Promotion of Ethical Actions Differently from Followers in the States
An-Chih Wang, Yanyu Chen, Sheng-Bin Wang, Yi-Chieh Lin & Chuan-Yu Tseng
The Use of Attendance Incentive Differentials for Managing Worker Shortages: A Study of Export Manufacturers in Global Supply Chains
Mevan Jayasinghe
The Surprising Duality of Jugaad: Low Firm Growth and High Inclusive Growth
Dean A. Shepherd, Vinit Parida & Joakim Wincent
How are Competing Logics Combined in Managerial Teams? The Impact of Branch Founding Team Hybridity on the Growth of Islamic Bank Branches in Turkey, 2002–19
Christophe Boone, Serden Özcan & Jia Li
Uncovering Micro-Practices and Pathways of Engagement That Scale Up Social-Driven Collaborations: A Practice View of Power
Sonia Tello-Rozas, Marlei Pozzebon & Chantale Mailhot
Seizing the Ethical High Ground: Ethical Reputation Building in Corrupt Environments
S. Ramakrishna Velamuri, S. Venkataraman & William S. Harvey
Managing Legitimacy in Business-Driven Social Change: The Role of Relational Work
Verena Girschik
How do Intermediaries Build Inclusive Markets? The Role of the Social Context
Babita Bhatt, Israr Qureshi & Christopher Sutter
Why Do Some Multinational Firms Respond Better Than Others to the Hostility of Host Governments? Proximal Embedding and the Side Effects of Local Partnerships
Caterina Moschieri, Davide Ravasi & Quy Huy
