Dear colleagues:
The beginning of 2026 marks a new era of artificial intelligence (AI), in the form of algorithms, ChatGPT, LLM, and robots, that permeates the boundaries of organizational functional areas and forces organizations to reinvent themselves to survive and thrive. The articles in this issue respond to how organizations deal with these unprecedent challenges, with strategies of technological diversification (Wu, Chen, & Li, 2026), paying attention to corporate social responsibility toward human employees (Lyu, Wang, & Hu, 2026), and leveraging top management team faultlines to reduce corporate fraud (Teng, Li, Chen, & Ai, 2026).
This issue also explores the role of leadership in influencing employee coping strategies and behaviors. For example, how transformational leadership may help reduce pro-group unethical behaviors by increasing employees' perception of group potency (Huai, Pang, Zhang, Li, & Lam, 2026) and how abusive leadership may affect how abused employees engage in different coping strategies that lead to different interpersonal consequences (Ni, Zheng, Lin, Guo, & Liang, 2026). Furthermore, CEO's social and structural ties with subordinate executives and board members, are found to influence corporate carbon performance. Namely, the stronger the CEO's internal alliances, the worse the firm's carbon performance (Fang, Chen, Hu, & Luo, 2026).
Finally, I wanted to highlight the 4th editorial essay in this issue (Chuang, Hsu, Ou, & Huang, 2026), which discusses the challenges in publishing phenomenon-based Chinese management research in top-tier journals. The authors of the editorial have all successfully published Chinese management papers in top-tier journals and utilize their personal experiences to explore several recurring challenges, including difficulties in positioning context-specific findings within existing theoretical frameworks, translating culturally embedded constructs for international audiences, and balancing cultural authenticity with global understanding. More importantly, they offer guidance on how phenomenon-based research can deepen theoretical innovation while maintaining methodological rigor and practical relevance. I especially like their conclusion, that is, Chinese management research plays a vital role in advancing universal management knowledge and offers opportunities for future research.
Have a remarkable year of Horse!
Xiao-Ping Chen, Editor-in-Chief
Management and Organization Review
MOR 22.1
Editorial Essay
Aichia Chuang, Ryan Shuwei Hsu, Yi Ou, and Xu Huang
Challenges and Solutions in Publishing Phenomenon-Based Chinese Management Research in Top-Tier Journals: My Journey
Regular Articles
Dong Wu, Xiru Chen, and Jingwen Li (36pp)
Artificial Intelligence and Firm Technological Diversification: Unveiling the Distinctions between Related and Unrelated Domains
Jie Lyu, Shiyue Wang, and Chenhao Hu (48pp)
Attention to Whom? AI Adoption and Corporate Social Responsibility Toward Human Employees
Da Teng, Mengge Li, Shuai Chen, and Qi Ai (25pp)
Mutual Monitoring: How TMT Faultlines Affect Corporate Fraud
Mingyun Huai, Xingyu Pang, Lida L. Zhang, Jiping Li, and Long W. Lam (23pp)
Harnessing Transformational Leadership to Curb Unethical Pro-group Behavior: Roles of Group Potency and Leader-Organization Fit
Dan Ni, Xiaoming Zheng, Jiaxin Lin, Yirong Guo, and Lindie H. Liang (25pp)
Surviving Abusive Supervision: The Roles of Attribution and Impression Management
Qi Fang, Xiaomeng Charlene Chen, Jun Hu, and Le Luo (41pp)
Appointment-based CEOs' Internal Alliances and Carbon Performance: International Evidence
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Professor Xiao-Ping Chen
Philip Condit Endowed Chair Professor of Management
Foster School of Business
University of Washington
Editor, Management and Organization Review
Email:
xpchen@uw.edu------------------------------