Organizations consistently face complex and persistent challenges in effectively managing Diversity, Equity, and Inclusion (DEI) within their workplaces. While numerous studies have examined the initial motivations behind adopting DEI initiatives, such as addressing gender discrimination, improving female leadership representation, and improving financial performance, there is a significant gap in understanding the factors that sustain these efforts over time. Much of the existing research focuses on the short-term benefits of DEI initiatives, but organizations often struggle to maintain momentum, resulting in inconsistent or shallow commitment to diversity goals. This lack of sustained attention raises critical questions about which DEI strategies are most effective for long-term success, how these practices should be implemented across organizational levels, and for what specific goals.
We argue that the drivers of sustained commitment to DEI are complex and multifaceted, resulting from an interplay of internal and external factors. Understanding these dynamics is essential to identifying not only which DEI practices are most effective, but also how they can be adapted and sustained to meet the evolving needs of the organization, its employees, and its broader stakeholder ecosystem.

Addressing grand challenges like sustainability requires interdisciplinary research that combines technical, behavioral, and socio-political perspectives. However, such research is often difficult to conduct and publish. This paper explores interdisciplinarity by examining the growing literature on the circular economy, focusing on the right to repair movement. Given its complex interplay of technical, cultural, ethical, and legal aspects, the right to repair serves as an ideal case to identify methodologies, successful practices, and blind spots across disciplines. By reviewing this field, we contribute both to a socially relevant issue and to the understanding of interdisciplinary research in management studies.

Transitioning to a circular economy (CE) has been envisioned as a solution to grand challenges such as climate change and environmental degradation originating from a linear economy. Popular conceptualizations of the CE promise both economic prosperity and environmental benefits but largely lack a robust social dimension – one that goes beyond job creation. Unfortunately, without it, we might fail to transition away from linear economy logics and even exacerbate existing social injustices. Business models play an important role in moving toward a circular economy-based system of production and consumption. In this study, we aim to understand how businesses can integrate the social dimension in their circular business models by applying a recognition, procedural, and distributive justice lens. Drawing from 55 articles, we identify mechanisms that businesses can employ to create social value and discuss the utility of a social justice lens in bolstering the social aspect of circular business models. Finally, we highlight several challenges to achieving just outcomes in relation to resource constraints, the multidimensional character of justice, and drawing system boundaries.

Nonprofit organizations play a crucial role in addressing societal challenges; however, research on their performance metrics remains fragmented. Existing studies often focus on specific aspects such as financial health or social impact, without fully examining the interconnections between these factors. This study seeks to bridge these gaps by identifying various performance dimensions and proposing an integrated framework that offers a comprehensive perspective on how these dimensions influence one another and contribute to organizational success. A systematic literature review (SLR) of 89 empirical studies published in leading journals between 1992 and 2023 was conducted following the PRISMA framework. This review highlights critical gaps in understanding how these dimensions interact to drive organizational success. The findings emphasize the need for a holistic management approach that strengthens governance, enhances stakeholder engagement, and optimizes resource allocation, thereby improving the effectiveness and sustainability of nonprofit organizations.

Our research explores symbolic and substantive environmental management by investigating the interactive relationship between external stakeholder demands and internal family control. Empirically, we investigate the emergence of environmental committees and pollution cost management in large UK-listed firms from 2007 to 2020. We demonstrate that family control and ownership are positively associated with establishing sustainability committees when the firm engages in greater international expansion. However, we also show that there is a negative interaction between the establishment of sustainability committees and family ownership in the board on improvements in environmental pollution. Further, a negative interaction exists between CEO with elite educational status and family CEO ownership. Our research has implications for structural elaboration in institutional perspectives, socioemotional wealth in family ownership and control, and the corporate governance of environmental sustainability.