María del Carmen Triana

The recent Point article by Wu (2026) calls for a better understanding of factors that could lead to the development of AI systems that are likely to perpetuate social inequality. The Point article introduces the idea that computational beliefs interact with computational inequalities in a more systematic manner that develops AI systems which perpetuate biases. We present our counterpoint and show where we agree with Wu (2026) but also present areas that are not accounted for in the Point article. Specifically, using cases from financial services and HR systems, we highlight how algorithmic transparency driven by organizational governance and regulatory intervention can mitigate many of the issues, leading to the development of AI systems that could potentially be bias free.

The uniformed personnel who deploy around the world provide a key service to their country and often do so by putting themselves in dangerous situations to defend peace and security for others. After serving, military veterans face a challenging transition into civilian life and workplaces. In this review, we describe the importance of understanding the extreme context of veterans’ transitions and then integrate multidisciplinary research on veterans to identify the conditions under which the transition is successful (or not). Specifically, our review identifies how and under what conditions the knowledge, skills, and abilities of veterans translate to the civilian workforce, the employment outcomes (successes or failures) seen during the transition to the civilian workforce, and how employment opportunities increase the wellness of veterans. Throughout the review, we illustrate how incorporating the experiences of veterans can advance management theory on social identity, stigma, unemployment, intersectionality, and careers. In parallel, we highlight how management theory can help contextualize and enrich the study of veterans. We also distill insights from research into tools and practices that can improve civilian employment outcomes for veterans. Finally, we discuss an agenda for management research that enhances the experience of veterans and management theory by complicating the process of stigmatization and its resolution, positively reframing social identity, learning from veteran employment programs, exploring intersectional identities of veterans, and including veterans in the study of careers.

Sustainability research has seen tremendous growth as a field of study in recent years, evolving and changing in scope along the way. In this review, we track the growth and development of sustainability from 1980 to 2024 within the academic literature, utilize a comparison of works conducted with U.S.- and Chinese-based samples to demonstrate how different countries may influence sustainability practices, and outline possible areas for future research on this topic. As the largest economies in the world and the largest emitters of greenhouse gases, the U.S. and China can have a substantial impact on reducing climate change if they commit to sustainability. Articles for this review were acquired using a Scopus search for titles containing “sustainability AND China” and also titles containing “sustainability AND United States”, with years set to 1980–2024. It was also supplemented by a Google Scholar search for studies based in the U.S. and China. This review provides an overall comparison of the two literatures on sustainability from the U.S. and China. Ethical implications of sustainability in the U.S. and China are discussed. It appears that China is clearly positioned to lead the world in clean energy production, both by installing sustainable energy domestically and by selling such technology (e.g., solar) to other countries, because the Chinese government has prioritized this effort. The U.S. has made progress on the clean energy front, but that progress varies depending on the level of commitment from the federal government and may need to be driven by market and consumer demand. We hope that this review will aid in stimulating further investigation to advance the underlying research streams that we identify in this review, along with broadening the focus of sustainability to the global scale.

This paper examines how companies that invest in digital technologies, including artificial intelligence and other regenerative technologies, contribute to environmental change. While these technologies are increasingly integrated into corporate operations, their environmental and climate impacts remain uncertain. By analyzing publicly listed companies in the US, we aim to understand how investments in these technologies influence a firm’s perspective on environmental and climate issues. We focus on a firm’s greenhouse gas emissions and reduction of natural resource consumption. Through our analysis of technology investments and textual search measures related to artificial intelligence, we find that firms investing in these technologies are more likely to limit greenhouse gas emissions and reduce natural resource consumption. The findings suggest that such technologies can be leveraged to mitigate environmental risks. We discuss the implications of these results in the paper.

Although prior research has focused on the negative effect of status incongruence, this paper offers an optimistic perspective as it relates to participative leadership. Status incongruence refers to a situation in which status characteristics of the supervisor and the subordinate are opposite to standard norms. Leaders who are younger, less educated, less experienced, or shorter tenured than their followers are status incongruent. Incorporating role congruity theory with the participative leadership literature, we argue that participative leaders in status incongruence will be able to boost subordinate affective commitment and organizational citizenship behaviors more than their counterparts with lower status incongruence. We further propose a moderated mediation model whereby the positive indirect relationship between participative leadership and subordinate organizational citizenship behaviors through affective commitment will be stronger for status incongruent dyads. By finding support for our hypotheses across two field studies, this work suggests role congruity theory to consider leadership style as well as multiple status indicators together in understanding how role (in)congruity arises for leaders with varying levels of status incongruence. Suggestions for how human resource (HR) managers should consider leadership style as part of their HR strategy for fostering participative workplaces are offered.

Human resource management (HRM) scholarship has neither fully engaged with the United Nation's sustainable development goal 5 (SDG 5—gender equality) nor deepened knowledge of the human resource practices that most likely contribute to the implementation of this goal. We address this gap by investigating the link between SDG 5 and multinational enterprises' (MNEs) social performance. We posit that attention to SDG 5 will facilitate MNEs' capacity to formulate and implement practices to increase gender equality in work settings. Drawing from the sustainable HRM framework and social role theory, we develop three hypotheses related to the role of diversity targets and work‐life balance practices as mediators of the relationship between support for SDG 5 and MNEs' social performance. We also posit that women's representation across the organizational structure strengthens the relationship between support for SDG 5 and diversity targets as well as work‐life balance practices. We tested these relationships with 418 MNEs in the S&P 500. We found that diversity targets and work‐life balance practices (i.e., flexible arrangements and daycare services) mediate the relationship between support for SDG 5 and social performance. In addition, the interaction between women's representation and support for SDG 5 enhances diversity targets and flexible arrangements. We theoretically contribute to the sustainable HRM literature by (a) revealing the reasons for a spillover effect of support for gender equality to other demographic groups; (b) explaining broader societal impacts of support for SDG 5 on the workforce, community, human rights, and product responsibility. To successfully integrate SDG 5, MNEs must weave diversity targets and work‐life balance practices into strategic planning.