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The purpose of this study is to explore how past and future temporal focus of CEOs in the hospitality industry influence their intention to invest in metaverse technology and the underlying mechanism under boundary conditions of perceived competitive pressure.

This multi-informant study collected data over three waves from a sample of 235 CEOs and their subordinates in India’s hospitality industry. A PLS-SEM was applied to the study data. Further, the study also used phenomenological interviews to capture CEOs’ perspectives on the study’s conceptual model.

Findings suggest that the past temporal focus of CEOs decreases technology orientation, and future temporal focus increases the technology orientation of firms, consequently impacting the intention to invest in the metaverse. CEOs’ perceived competitive pressure moderates the mediating relationship, such that the negative impact of past temporal focus on technology orientation is decreased and that of future temporal focus on the CEO is increased.

By exploring the role of a CEO’s past and future temporal focus on influencing technology orientation and, hence, adoption of new technology, the study extends upper-echelon theory to the field of metaverse adoption in the hospitality industry and responds to scholars’ calls to explore the industry’s technology adoption from the lens of the upper echelon.

The study has significant implications for the success of the adoption of metaverse technology in the hospitality industry. Findings imply that the board members should encourage CEOs to have future temporal focus.

The study provides novel insights into the adoption of metaverse technology by the hospitality industry, where CEO attributes such as their temporal focus influence intention to invest in metaverse.

This study aims to investigate the individual factors that directly and indirectly favor (or hinder) employees’ attitudes toward women in management. Two sides of psychological ownership (PO), promotion-focused and prevention-focused PO, are studied as having a direct effect on employees’ attitudes toward women in management. Past and future temporal focuses are examined as possible antecedents to the sides of PO, and as indirectly affecting employees’ attitudes toward women in management.

Survey questionnaires were collected from 230 MBA and related program students who were currently working and enrolled in one of six different universities in Ethiopia. Confirmatory factor analysis was applied to validate all measurement scales, and structural equation modeling was used to test the study hypotheses using Mplus software.

Employees with promotion-focused PO and employees with prevention-focused PO had a favorable and unfavorable attitude, respectively, toward women in management. In addition, a future temporal focus had a significant positive effect on promotion-focused PO, and a past temporal focus had a significant positive effect on prevention-focused PO. Overall, this mediation model showed that promotion-focused PO partially mediates the relationship between future temporal focus and attitudes toward equal opportunity for women managers, whereas prevention-focused PO fully mediates the negative relationship between past temporal focus and attitudes toward women in management.

This study provides new insight for organizations by showing how employees’ temporal focus explains their side of PO and how that affects their reaction toward women in management.

A new mechanism for revealing gender inequality in organizations is introduced. Moreover, the relationship between temporal focus and PO is discovered. This study is novel in providing an understanding of the antecedent to and effect of prevention-focused PO, which are largely overlooked in extant research.

Despite more and more researchers recommend that time-related issues should be considered into the resilience research, temporal issue is still largely neglected in empirical domain. The purpose of this study is to introduce the concept of future temporal focus, while investigating whether and when leader resilience contributes to subordinates' level of conveyed resilience.

Survey responses from a two-source field study involving 222 supervisor–subordinate dyads were collected. Regression-based moderation and bootstrapping analyses were adapted to analyze data and test hypotheses by using the PROCESS syntax in SPSS software.

Results showed that there is no significant effect of leader resilience on subordinate resilience. However, consistent with hypotheses, leader's future temporal focus and resilience had a significant interactive effect on subordinate's resilience. That is, when leaders had higher level of future temporal focus, their resilience would be positively correlated with subordinate resilience.

The findings of the study provide important practical insights into developing relevant training and intervention programs in organizations to cultivate employee resilience. These can also be strengthened by encouraging leaders' future-oriented cognition on work-related domains and leader–member exchange relationship.

Overall, this study introduced temporal focus into resilience theory by providing evidence of its impacts on employee behaviors, and emphasized the important role of future temporal focus of leader.

Purpose – In this chapter, we outline early sociological thinking on time rooted in various philosophies of time and review the relatively current research in the area of temporal perspective. Next, we define the scope of the social psychology of time and illustrate how and why social psychology has failed to properly and effectively include time as a central component of study. Finally, we link current thinking about time to group processes research, most directly to identity and social identity processes (though not exclusively), making clear the ways current and future approaches could benefit from including temporal perspectives.

Methodology – We review relevant research engaged with concepts related to time in psychology, sociology, and social psychology. On the foundation of our review and the identification of gaps in the literature, we provide insights and recommendations regarding how temporal perspectives may be adopted by existing knowledge bases in sociological social psychology.

Findings – As a conceptual chapter, this work presents no empirical findings. A review of the literature reveals a scarcity of research effectively embedding temporal perspectives in major areas of social psychological research.

Practical Implications – The recommendations we make for connecting temporal perspectives to existing research areas provide a practical foundation from which to develop new ideas.

Social Implications – This work contributes to the social psychology of time by detailing how time is an important, yet mostly overlooked, component to our understandings of many social psychological processes. In the effort to extend identity and social identity theory in specific, we add to the general knowledge of the self and self-processes via the incorporation of temporal perspectives.

Originality – This work is the first to explore how temporal perspectives in sociological social psychology are employed, but mostly, how they are underutilized. We make recommendations for how novel theoretical predictions may emerge by including perspectives about time in existing research programs.

The purpose of this paper is to examine and gain further insight into the potential link between regulatory focus and exploration–exploitation at the individual manager level. More specifically, the authors hypothesised that temporal focus would act as a mediator in the relationship between managers’ regulatory foci and exploration–exploitation activities.

A survey was conducted with 541 managers from the USA. The model was tested using OLS regression models, followed by bootstrapped multiple-mediation analyses.

Managers’ promotion and prevention foci are associated with the extent to which they focus on the past, the present and the future, which is related to managers’ exploration and exploitation activities.

The findings rely on self-report data.

This paper examines the chronic strategic tendencies of managers with different levels of promotion and prevention focus – in particular, the timeframes they are likely to focus on and exploration–exploitation levels they are likely to engage in. In doing so, this paper provides managers a way to detect and overcome their chronic strategic shortcomings.

This paper not only examines the link between regulatory focus and exploration–exploitation at the individual level, but also provides further insights regarding the nature of this relationship. More specifically, by putting forward temporal focus as a mediator of this relationship, this study contributes to the ongoing discussion about the potential link between regulatory focus and exploration–exploitation, and poses new questions for future research.

Building on research showing the influence of temporal focus on decision-making, I argue that the propensity to invest in and support radically novel ideas depends on the degree to which the members of the evaluating audience focus on the present time. I conducted a series of experiments to study how a disposition to think more about the present shifts audience members’ evaluative responses to novelty. My findings show that audience members with a strong focus on the present are more willing to support radical than incremental ideas. I further probe the underlying cognitive process by unveiling the mediating role of idea uncertainty. Focusing on audience members’ subjective experience of time and integrating it with novelty recognition offers valuable insight into research on creativity, innovation, and, more generally, social evaluation.

To develop a conceptual framework for temporal and spatial e‐service value.

In the empirical study, the temporal and spatial value of e‐services is qualitatively explored. Positioned within service research, a conceptualisation of customer perceived value based on benefit and sacrifice of technical, functional, temporal and spatial dimensions is used.

The qualitative study identifies subdimensions of temporal and spatial value. In addition to benefits such as access and flexibility, these subdimensions also involve aspects related to temporal and spatial sacrifice. The subdimensions indicate the versatility of the dimensions. Another finding is the interdependence between the benefit and sacrifice of service value.

Extends prior research by qualitatively describing benefit and sacrifice of temporal and spatial value. Presents a conceptual model of temporal and spatial e‐service value. Future research needs to quantitatively validate the subdimensions of the temporal and spatial dimensions across different contexts.

Shows what temporal and spatial aspects in services create value for customers, especially in an e‐service context. Particularly, it identifies aspects that decrease the perceived service value. An important marketing challenge is to emphasize and develop the value‐increasing parts of a service while understanding and reducing its value‐decreasing components.

Contributes to marketing research and practice with its conceptualisation of temporal and spatial e‐service value. The importance of time and location in creating customer perceived value is emphasised.

The temporal imagination is the understanding of the intersection of one entity’s timescape with the larger timescapes of which that entity is a part. We examine in detail what the temporal imagination is, complemented with a discussion of the related timescape idea, and why the temporal imagination is necessary to function in any timescape. We also discuss group attributes that will likely affect the development of the temporal imagination and its use and how its use in group boundary spanning efforts affect both the groups and the larger organization.

This paper stimulates methodological debates and advances the research agenda for qualitative research about time and temporality in organizing processes. It develops a framework for studying the temporal in organizing that contributes by: (1) providing an overview to prepare for and navigate various methodological challenges in this regard, (2) offering inspiration for relevant solutions to those challenges and (3) posing timely questions to facilitate temporal reflexivity in scholarly work.

Based on a literature review of studies about temporality in organizing processes, the authors develop a framework of well-acknowledged methodological challenges, dilemmas and paradoxes, and pose timely questions with which to develop potential solutions for research about organization and time.

The framework of this study offers a synthesis of methodological challenges and potential solutions acknowledged in the organization studies literature. It consists of three interrelated dimensions of methodological challenges to studying temporality in organizing processes, namely: empirical, analytical and representational challenges. These manifests in six subcategories: empirical cases, empirical methods, analytical concepts, analytical processes and coding, representing researchers’ temporal embeddedness and representing multiple temporalities.

This paper allows scholars to undertake a more ambitious, collective methodological discussion and sets an agenda for studying the temporal in organizing. The framework developed stimulates researchers’ temporal reflexivity and inspires them to develop solutions to specific methodological challenges that may emerge in their study of the temporal in organizing.

The aim of this paper is to conceptualize time as an important dimension of institutions and, more specifically, to develop the analysis of institutions, time, and temporal misfits. The paper explores these matters in the context of an inter‐institutional project where actors, who represent different organizational fields and respond to different institutional requirements with regards to time and timing, need to collaborate.

The paper centers on three critical incidents taken from a study of a large‐scale telecom project in Norway. The paper is based on an analysis of public documents and 35 interviews with key stakeholders and managers in the focal project.

This research shows that temporal misfits are a critical, yet understudied, element of project organizing. The paper suggests and discusses three primary measures – detecting, correcting, and escaping – that project management makes use of to resolve temporal misfits among the actors involved. To advance the analysis of problems facing projects in institutionally‐bounded settings, the paper proposes a typology of temporal misfits (phase and tempo) and different types of complexity (analyzable and systemic).

Although purposeful in many instances, especially in collaborations across institutional boundaries, timing norms may cause profound organizational problems due to temporal misfits among the actors involved. The paper argues that project managers need to identify and be prepared for such organizational problem by being equipped with a repertoire of resolution strategies to handle them. New concepts and approaches are needed to identify and deal with temporal misfits among important stakeholders in projects.

A number of previous studies on project organizing have emphasized the critical aspects of studying institutions and time; but to date, no comprehensive efforts have been made to combine these ideas in empirical investigations. This study emphasizes the criticality of timing norms and temporal misfits to enhance our understanding of the linkages between projects, institutions, and time.