No. 31-2, April 2020

Index

• Cooperation in the Face of Conflict: Effects of Top Managers’ Trust Beliefs in their Firms’ Major Suppliers
• Developing Absorptive Capacity Theory for Public Service Organizations: Emerging UK Empirical Evidence
• How and When Servant Leaders Enable Collective Thriving: The Role of Team–Member Exchange and Political Climate
• Issue Information
• Justifying Social Impact as a Form of Impression Management: Legitimacy Judgements of Social Enterprises’ Impact Accounts
• Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates
• Middle Managers’ Work in Recession and Austerity: A Longitudinal Study
• Network Embeddedness in Exploration and Exploitation of Joint R&D Projects: A Structural Approach
• The Internalization Theory of the Multinational Enterprise: Past, Present and Future
• Tough Love and Creativity: How Authoritarian Leadership Tempered by Benevolence or Morality Influences Employee Creativity
• When Boards Matter: The Case of Corporate Social Irresponsibility
• When Many Davids Collaborate with One Goliath: How Inter‐organizational Networks (Fail to) Manage Size Differentials