Scant attention has been paid to the phenomenon of modern slavery in the management literature. This article redresses this by identifying modern slavery as a management practice comprising exploiting/insulating capabilities and sustaining/shaping capabilities. I present a model specifying how these microorganization-level capabilities enable enterprises that deploy slavery to take advantage of the macroinstitutional conditions that permit the practice to flourish in the face of widespread illegality and illegitimacy. I then advance potential implications for management theory and suggestions for further theoretical and empirical research.
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