Drawing on collective myopia as a lens, we explore the infamous Airbus bribery scandal to show how the executives of the global aircraft manufacturer, through their actions and behaviours, institutionalised the payment of bribes to secure contracts. Data for the inquiry consist of publicly available court-approved documents, company website and internal emails, and newspaper articles on the scandal. Unpacking the bribery scheme operated by Airbus, we found that bribing of foreign government officials and airline executives to secure contracts was part and parcel of the firm's organising strategy. In this regard, the organising practices of Airbus actively encouraged employees to break its own bribery compliance policies which they employed as smokescreens to cover their illegal activities. Building on our findings, we developed a collective myopic-bribery framework outlining how the collective myopia in organising drove the bribery activities at Airbus. The implications of the findings for theory and practice are outlined.

Micro‐practices in the commodity value chains (CVCs) have experienced dramatic evolution through digital technology (DT). This article reviews the literature to identify four critical periods in this evolutionary cycle, from 1980 to 2020, to explicate the dimensions through which DT has foregrounded the burgeoning patterns of change in practice. Focusing on three key levels of micro‐practices: farm level, production level, and institutional level, a nuanced analysis of the role of relevant stakeholders in mobilizing resources and provides support to leverage DT. Our study shows how stakeholders' receptiveness has facilitated the radical (re)construction of micro‐practices in CVC. Implications for theory and practice are outlined.