AbstractDespite the increase of demographic diversity in organizational environments, little is known about how and why employees from distinct demographic backgrounds (e.g., gender, race, and/or ethnicity) become embedded in their work organizations, which is a reason why employees stay and perform in their jobs. To address this research gap, we integrate job embeddedness and social identification/self‐categorization theories and draw from critical diversity studies to theorize on the effects of varying degrees of demographic diversity on the organizational embeddedness of diverse talent. Specifically, we theorize on how monolithic, pluralistic, and multicultural organizational stages, reflecting distinct degrees of heterogeneity, structural integration, and inclusion, affect the process by which employees from both dominant and marginalized social groups develop organizational embeddedness dimensions – links, fit, and sacrifice – with a distinct nature, order, degree, and speed. We further theorize how inclusive leadership can promote organizational embeddedness of employees from all social groups in the three organizational demography stages.

Abstract Expatriates typically perform boundary-spanning to address challenges related to functional, linguistic, and cultural variations within multinational enterprises (MNEs), which in turn influences their relationships with host-country employees. Integrating social capital and role theory perspectives, this study explores the relational dynamics between expatriates and host-country employees by developing a novel theoretical framework that examines the double-edged effects of expatriates’ boundary-spanning. We propose that expatriates’ boundary-spanning nurtures mutual trust between expatriates and host-country employees, further facilitating expatriates’ identification with subsidiaries and host-country employees’ identification with MNEs. On the other hand, we propose that boundary-spanning increases expatriates’ role stressors, causing expatriates’ emotional exhaustion and outgroup categorization by host-country employees. We further categorize expatriates’ boundary-spanning into three types (functional, linguistic, and cultural) and theorize about their varying effects on the cognitive and affective bases of mutual trust and on role stressors. With data from 177 expatriate–host-country coworker dyads in Chinese MNEs, our double-edged framework is generally supported. Our findings suggest that cultural boundary-spanning exhibits the strongest double-edged effect, while functional boundary-spanning shows asymmetric effects, with negative outcomes surpassing positive ones, and linguistic boundary-spanning demonstrates the weakest effect. This study offers realistic and comprehensive insights into expatriates’ boundary-spanning, particularly in expatriate–host-country employee relationships.

How can entrepreneurs protect their wellbeing during a crisis? Does engaging agility (namely, opportunity agility and planning agility) in response to adversity help entrepreneurs safeguard their wellbeing? Activated by adversity, agility may function as a specific resilience mechanism enabling positive adaption to crisis. We studied 3162 entrepreneurs from 20 countries during the COVID-19 pandemic and found that more severe national lockdowns enhanced firm-level adversity for entrepreneurs and diminished their wellbeing. Moreover, entrepreneurs who combined opportunity agility with planning agility experienced higher wellbeing but planning agility alone lowered wellbeing. Entrepreneur agility offers a new agentic perspective to research on entrepreneur wellbeing.