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The paper aims to introduce the concept of organizational ambidexterity and offers some implications for practitioners of human resources (HR).

This paper is a developed viewpoint constructed using other literature on organizational ambidexterity.

This paper offers a unique perspective to HR practitioners which embraces a paradoxical stance that combines exploitative and explorative dimensions.

Organizational ambidexterity is growing and developing within the literature. This paper seeks to offer access to this complex perspective to provoke thought and potential action.

The purpose of this paper is to explore the Diversity Project’s Build Back Better report, which considers leadership practice while maintaining the fight for equality through and beyond COVID-19, through the lens of ambidextrous leadership.

The authors succinctly present findings from the Build Back Better report that explores an industry response of investment and savings practitioners to managing diversity and inclusion through and beyond COVID-19. Ambidextrous leadership is applied to the discussion to offer greater theoretical discussion and practical consideration for HR leaders and their strategic approaches to the subject at hand.

The Build Back Better report offers numerous recommendations for leadership practice within these unprecedented times. An ambidextrous leadership approach can assist in supporting many of the recommendations, as they are complex and potentially paradoxical.

The Build Back Better report offers a practitioner’s immediate response to supporting business leaders shape their strategies as national lockdown periods ease while also ensuring the fight for equality is not lost within the COVID-19 crisis.

The purpose of this paper is to develop understanding of cross-cultural issues relating to the experience and implications of an elite grouping of Japanese CEOs customer value orientations (CVOs) within Japanese firms operating in India. The paper underlines that there is a propensity for East-West comparisons and in contrast the argument contributes to the under-examined area of research on East Asian/South Asian comparative studies.

Semi-structured interviews were employed to generate narratives that provided rich and novel insights into the lived experience of Japanese CEOs working in Indian contexts and in relation to CVO. An inductive framework was employed in order to develop a more in-depth understanding of Japanese CEO CVO in Indo-Japanese empirical settings.

The data analysis identified a number of shared themes that influence CVO practice in the Indo-Japanese context. The findings develop an awareness of cross-cultural management's (CCM) in relation to the under-explored area of the Indo-Japanese dyad.

The paper develops CCM perspectives towards a more in-depth conceptualization of Japanese CEO perceptions on CVO practice in India. This is also of potential relevance to wider foreign investors not only Japanese businesses. The sample respondents – Japanese CEOS working in India – constitute a small and elite group. The lead author, having experience as a CEO of a Japanese firm was able to use convenience sampling to access this difficult to access group. In addition, also stemming from the convenience aspect, all the respondents were in the manufacturing sector. The study was deliberately targeted and narrowly focussed for this reason and does not claim automatic wide generalizability to other employee strata or industry; however, other sectors and employees may recognize resonance. This identified gap provides space for future studies in varying regional, national and sector contexts.

The paper identifies implications for CCM training and Indo-Japanese business organization design.

Use and acceptance of the enhanced research paradigm could support diversity in research and knowledge production with implications for research, teaching and future policymakers.

The cross-cultural study is original in that it contributes to CCM literature by providing a rare Indo-Japanese (sic East Asian: South Asian) comparative study. It provides an uncommon granular appreciation of the interaction of these cultures in relation to CVO. In addition, it secures rare data from an elite Japanese CEOs of manufacturing sector businesses.

This paper aims to explore the establishment of a National Pension Tracing Day in an attempt to address the national problem of employees not telling their pension provider when they change address, which has resulted in £19.4bn in unclaimed pensions.

This paper considers the approach taken by Punter Southall Aspire to build employee engagement to trace lost workplace pension through a summative content analysis. This paper then applies an ambidextrous leadership lens to develop greater meaning.

The combination of a simple narrative, a corporate social responsibility (CSR) approach allowing cooperation across the industry and an engaging campaign allowed the first National Pension Tracing Day to build momentum and spread across the workplace.

The first National Pension Tracing day was established on 31 October 2021 by a small team within an small and medium-sized enterprise (SME). This paper attempts to raise awareness of how the lost pension challenge can be addressed for the purpose of future research.

It is well-known that significant production pressures exist on many construction projects and previous studies have suggested that this pressure is a contributory factor in safety incidents on sites. While research has established that production pressures exist, less is understood about the construction practices that occur when projects are under such pressures and their repercussion for safety. The paper aims to discuss this issue.

Through an ethnographic approach on a large construction project in the UK, these practices were explored and unpacked. The lead researcher was a member of the Health and Safety department, and undertook participant observation as a main research tool for three years.

It was found that informal, covert and dangerous “piecework” strategies were adopted at the site level in direct response to scheduling demands. Construction workers were incentivised through extra finance and rest periods to finish the work quickly, which, in turn, prioritised production over safety. Unreasonable production pressures remain an unresolved problem in the construction industry and are, perhaps consequentially, being informally managed on-site.

This study improves our understanding of the complexities involved in the unresolved demands between production and safety on construction sites, which marks a step towards addressing this substantial challenge that is deeply ingrained within the industry.

This paper aims to explore the real-life examples made by a single small and medium-sized enterprise to address organisational inequalities and develop a more inclusive culture.

This paper considers the approach taken by Punter Southall Aspire to manage their gender balance through a case study of documents, policies and interviews.

There is still plenty of work to do, but the multiple actions taken by the leadership have been positive, well-received and importantly progressive. By taking a focused approach to manage gender equality within an small and medium-sized enterprise, the outcome has been far reaching.

By showcasing the leadership and positive action within a single small and medium-sized enterprise, the authors hope other organisations are able to take inspiration to make their own changes.

The purpose of this paper is to explore the impact of the Diversity Project, a cross company initiative that has been applied in the investment and savings profession to accelerate progress towards a more inclusive culture across the industry. This is with a view to providing a template for other industries considering impactful change.

This paper considers the approach taken by the investment and savings industry to drive change towards a more inclusive culture by using a summative content analysis approach. The authors framework this application using Sustainable Development Goal 10 (reduced inequalities) to increase relevance and contribution beyond this context.

The Diversity Project demonstrates numerous examples of driving change within the investment and savings industry by galvanising cross company support for events, publications, charters and action. These experiences will provide policymakers and practitioners in other industrial sectors insight to achieve similar change.

The Diversity Project established in 2016 has gained significant traction in the investment and savings industry through membership of 70 firms and 30 partner firms, supporting 18 cross company diversity and inclusion work streams focussed on developing collaborative and cohesive action plans.

Psychological resilience, defined here as the capacity to bounce back from adversity and failure, has been studied in various leadership contexts. However, the literature demonstrates less consensus concerning how psychological resilience manifests in, and interacts within, the leadership role and, equally, the focus on resilience development is underdeveloped. This paper addresses these issues by focusing on the interactions between psychological resilience and leadership and presents practical development strategies.

A systematic review employing 46 empirical studies followed a thematic synthesis within an associated model encapsulated as building-up resilience and being effective.

First, resilience is identified as essential and can benefit individuals and organizations' work outcomes across leadership contexts, including work performance, job engagement, well-being, and enhanced leadership capability. Secondly, leaders may build up their resilience by obtaining coping skills and improved attitudes toward challenges. Resilient attitudes, which are presented as paradoxical perspectives towards challenges, may help leaders adapt to challenges and adversities leading to beneficial outcomes.

Even though this study provides a deeper understanding of the essential function of psychological resilience in leadership, the findings are limited to the workplace contexts investigated, e.g. exploring small sample sizes (13,019) or country contexts (22). Future research could expand the rhetoric around interactions between psychological resilience and leadership. Furthermore, the underlining mechanism between the paradoxical perspective and resilient attitudes is still largely unclear. Thus, more research is needed to disclose the interaction of paradoxical perceptions and leadership resilience. Further research can investigate how resilient attitudes demonstrate in actions in dealing with challenges and adversities.

The authors further an argument that leaders may enhance their resilience through embracing a paradoxical perspective towards challenges (resilient attitude), e.g. being adaptive to adversities, and the attitude of learning from failures. These enhanced resilient attitudes could help leaders deeper understand and examine their reality and persist under high pressures and develop an innate ability to utilise resources more effectively to help them survive and thrive in challenging circumstances, instead of becoming overwhelmed by the burden of complexity or giving up. This will offer a practical contribution to resilience development.

Importantly, this study found that resilience is an essential leadership trait and can benefit individuals and organizations' work outcomes across leadership contexts. These positive effects of resilience may encourage organizations or society to promote psychological resilience, including a resilient attitude, to deal with adversities and uncertainties.

Fundamentally, the synthesized model applied may encourage further studies to focus on how to build up resilience and practically apply it in workplaces across leadership contexts. In particular, this study found that adopting paradoxical perspectives and ambidextrous leadership approaches toward adversities is an original resilience development strategy, which serves to contribute to the gap in the literature.

The purpose of this paper is to report on the experience of attempting a “collaboratory” approach in sharing knowledge about leadership development evaluation (LDE). A collaboratory intertwines “collaboration” and “laboratory” to create innovation networks for all sorts of social and technological problems.

The authors, alongside a variety of public and private sector organisations, created the collaboratory. Within the process, the authors collected various forms of qualitative data (including interviews, observations, letter writing and postcards).

The findings show key areas of resonance, namely, the ability for participants to network, a creation of a dynamic shift in thinking and practice and the effective blending of theory and practice. Importantly, there are some critiques of the collaboratory approach discussed, including complications around: a lack of “laboratory” (hence bringing into question the idea of collaboratory itself), and the need to further develop the facilitation of such events.

The originality is to ultimately question whether the network actually achieved the collaboratory in reality. This study concludes, however, that there were some distinct benefits within our collaborations, especially around issues associated with LDE, and this study provides recommendations for academics and practitioners in terms of trying similar initiatives.