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1. Leader expectations positively relate to employee engagement in learning activities = confirmed
2. LMX rlationship mediates the relationship between leader expectations and employee engagement in learning activities = rejected
3. Goal specifity mediates the relationship between leader expectations and employee engagement in learning activities = confirmed
4. Goal dififeculty mediates the relationships between leader expectations and employee engagement in learning activities = confirmed
5. Providing learning opportunities mediates the relationship between leader expectations and employee engagement in learning activities = confirmed
6. Feedback mediates the realtionship between leader expectations and employee engagement in learning activities = rejected

1. Leaders with performance goals are more likely to oppose subordinates radical creatives ideas, whereas those with mastery goals are more inclined to adopt such ideas
2. Explorative interest indeed mediates the relationships between leader's achievement goals and their responses to creative idease, highlighting the importance of a leader's interest in expoloration for fostering creativity.
3. The mode of voice used by subordinates leader's resonses, with performance goal leaders showing a preference for considerate comunication. This suggests that how creative ideas are communicated can influence their acceptance.

While Schein presents a constructive approach to consulting that emphasizes empowerment and self-help within organizations, Kieser and Sturdy offer critical perspectives on the dissemination and impact of management ideas and consultancy practices. Shein's optimism about the portential for postive change thorugh process consultations contrasts with withe Kieser's skepticism about the cyclical nature of management ideas and Sturdy's critique of the ethical and political dimensions of consultancy. However, all three articles converge on the necessity for a more critical and reflective approach to management practices and consultancy, suggesting a move towareds more meaningful and responsbile organizational development.

Central message: The article argues that a firm's resources play a important rol in achieving and sustaining compdetitives advantage. These resources need to be VRIN. Hypotheses: Firms with VRIN resources can achieve sustained competitive advantaged. Outcomes: Empirical and theoretival support for the resource based view of the firm, highlighting how internal resources influence a firm's performace in the competitive landscape.

Central message: Strategie is about choosing unique positions and activites that allow a firm to sustainably compete by creating value. Operational effectiveness while necessary, is not sufficient for sustainable competitive advantage. Main hypotheses: Firms achieve sustainable competitive advaange through strategic positioning and unique activity systems, not just operational effectiveness. Outcomes: A clarification of the distinction between operational effectiveness and strategy, emphazising the importance of making strategic choices that enable differentiation and a sustainable competitive edge.

Central message: this article seeks to provide a consensus definition of strategic management by exploring its conceptual boundaries and core elements. Main hypotheses: There exists a consensus among scholars regarding the core element that define the field of strategic management, despite its interdisciplinary nature. Outomes: Identifications of a consensual definition of strategic maangement emphasizes its focus on the strategic initiatives, resources, performance and external enviroment of firms.

Affective resistance has a negative efefect on job satisfaction. Behavioural resistance has an postive effect on intention to quit. Cognitive resistance has a negative effect on continuance commitment.

1. asses the opportunity or problem motivating the change 2. select and support a guiding coalition 3. formulate a clear compelling vision 4. communicate the vision 5. mobilize energy for change 6. empower others to act 7. develop and promote change-related knowledge and ability 8. identify short-term wins and us a reinforcement 9. monitor and strengthen the change process 10. insitutionalize change in company culture, practices and management succesion

Outer layer: Artifacts: the most visible level of culture inculdes tangible, over manifestations such as architecture, language technology and rituals. Artifects are esy to obsever but diffecult to decode without deeper cultural understanding. Second layer: Beliefs and values: This level consits of ideals, goals, values and ideologies that mambers of the cultures profess. These beliefs and values may or may not be congruent with observed behavior and artifacts. They serve as the day-to-day operating principles guiding members' behavior. Inner layer: Basic assumptions: The deepest, level of culture, encompassing unconscious, taken for granted beleifs, and values that determine behaviour, perception, thought and feeling. These assumpltions are so deeply embedded that they are nonnegotiable and treated as reality by group members.

Market failure: Maket failure leads to different opportunities in social vs commercial entrepreneurship = confirmed Mission: Mission differences fundamentally distinghuish social from commercial entrepreneurship = confirmed Resource mobilization: challenes in mobilizing resources differentiatie social from commercial entrepreneurship = confirmed Performance measurement: measuring social impact is more complex than economic performance, differentiating social entrepreneurship = confirmed Mission: Resource mobilization: Performance measurement:

Existence of entrepreneurial opportunities: A dynamic landschap where new goods and services can be introduced Discovery of opportunities: Not all indivviduals will recognize the same opportunities, leading to diversity in entrepreneurial ventures Explotation of opportunities: Variabiloity in the realization of new ventures, with some opportunities pursued more vigorously than others.

Traditional diversity efforts, including mandatory diversity training, hiring tests, and grievance systems, often activate bias or result in a backlas, rather than eliminating it. Conversely, approaches that engage individuals in diversity efforts, increase contact among diverse groups, and leverage social accountability are more succesful in promoting diversity.

Because they don't effectively engage individuals or leverage positive incentives for change. Instead, methods that encourgae active partcipation, increase meaningful interacton among diverse employees, and foster a culture of accountabiloty and transparancy are more succesful in achieving and sustaining diversity within organizations.

1. Management commitment affects inclusion: direct impact on enhancement and prevention of inculsion
2. Management focus influences perceived inclusion: drives the inclusivity practices and policies
3. Inclusion practices and processes are core to inclusion: lead to higher perceived inclusion and positive organizational outcomes.
4. Perceived inclusion affects talen retention and expansion: essential for maintaining a diverse and committed workforce.
5. organizational inclusion shapes inclusion climate: a positive climate is conductive to higher retention and talent growth.

• The model distinghuishes between management promotion orientation and management prevention orientation. Promotion orientations is about actively enhancing inclusion through practices and processes that increase perceived inclusion, while prevention orientation focuses on avoiding exclusion through compliance and management of discrimination.
• The practises and processes central to inclusion include psychologial safety, involvement in the work group, feeling respected and valued, influence on descision-making, authenticity and recognizing, honoring and advancing diversity.
• The outcome of these practices is an inclusion climate that supports retention and expansion of talent.

1. Dispositional resistance of change

• Affective resistance
• Cognitive resistance

2. Power of prestige

• Cognitive resistance

3. Job security

• Affective resistance

4. Intrinsic rewards

• Affective resistance
• Cognitive resistance

5. Trust in management

• Affective resistance
• Behavioural resistance
• Cognitive resistance

6. Information

• Behavioural resistance
• Cognitive resistance

7. Social influence

• Affective resistance
• Behavioural resistance