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The paper seeks to develop a business model that shows the impact of operational knowledge assets on intellectual capital (IC) components and business performance and use the model to show how knowledge assets can be prioritized in driving resource allocation decisions.

Quantitative data were collected from 84 high‐tech federal contractors in the Washington DC metro area. Respondents in the target population were middle‐level and operations managers of business sectors holding positions as presidents, vice‐presidents, directors, engineering managers, operations managers, and analysts. Partial least squares (PLS) analysis was performed to develop a structural model between operational knowledge assets and IC components that maximizes explained variance for business performance. Operational assets were specified as formative constructs and IC and business performance were specified as reflective constructs.

A parsimonious conceptually sound model with significant measured variables and path coefficients was developed that explains almost 40 percent of the variance in business performance. The model shows both the interrelationships between the IC components that drive performance and the operational assets as levers for each IC component, respectively.

The scope of the study was focused on the high‐tech federal contractors in the USA. However, the model can be applied and tested in different industry sectors. This would provide evidence of the different operational knowledge assets used as levers in different industry sectors.

Senior executives and chief financial officers in particular are constantly challenged with making the optimum investment decisions given their budget constraints. The model offers a tool for developing and evaluating different resource allocation decisions based on an organization's strategic intent. In addition, the model can be useful in evaluating merger and acquisition decisions. In evaluating target companies the model can be used to identify the core capabilities or competency areas that the target company is leveraging and assess the impact or integration potential for the acquiring company.

This is the first study in the field of IC that has adopted the use of formative indicators in specifying operational knowledge asset constructs. Previous research has focused on developing models with the use of proxy measures as reflective indicators. Therefore the emphasis so far has been on scale development. The use of formative items in this study fills both the business need and theory gap to understand better the causal relationships that exist between work and knowledge assets.

This paper discusses how IT impacts the job and individual characteristics of: autonomy, workload, organizational commitment, and perceived accomplishment‐achievement in two different cultures. Contrary to expectations, the results showed that there are no significant differences. When the samples were broken down into sub‐groups of system level and user type, there were significant differences on task identity levels. Further analysis showed that when system capabilities are matched with the appropriate user type and job functions, task identity levels are higher than with any other combination. Implications of the results for developing more interactional models in evaluating IT investments and facilitating effective learning environments are discussed.

The paper seeks to develop a list of operational knowledge assets as antecedents to a validated common taxonomy of intangible strategic value drivers.

Qualitative data from focus groups was collected to validate a theory‐based list. The list contains the value generation activities (i.e. performance focus areas) and their respective critical success factors emerging from the interaction of eight validated intangible value drivers. Two primary questions were addressed at the focus groups: What performance focus areas does the organization need to focus on?; and What knowledge do employees need to leverage within each focus area? Data were analyzed using template analysis. Structural equation modeling using PLS was performed to develop a theory about the impact of the list of operational knowledge assets on intellectual capital and business performance measures.

A validated list of knowledge assets called the list of operational knowledge assets (LOKA) was developed comprising 31 categories (i.e. critical success factors) grouped into seven value generating activities (i.e. performance focus areas). The thematic dimensions of each category surface internal views of a business that define the strategic and operational value drivers that are aligned with organizational performance.

The list is not an exhaustive one but rather a template that can be adapted based on the industry investigated. The scope of the study was focused on the high‐tech federal contractors in the USA. Therefore the results and related models of this study are generic in nature. Future research could focus applying the study on different environments (i.e. organizational, cultural, type of knowledge workers) and compare results.

The paper could improve managers' understanding of the human capital drivers on performance and thus facilitate better resource allocation on human capital management practices, technology investments, process improvements and business intelligence functions.

The list of operational knowledge assets presents a first attempt in addressing the lack of understanding of the knowledge assets that managers need to leverage at the lowest level of operational granularity.

This paper aims to explore the effect of interlocking directorates on agency conflicts and corporate performance in the shipping industry.

The authors use social network analysis to discover central nodes in the network of personal and corporate connections in an international sample of 110 listed shipping companies.

Assessing network structure, the authors find that the network of corporate leaders is denser than the network of shipping companies. The network of shipping companies is populated with many isolated nodes; the network of shipping executives and directors is populated with many cohesive groups in which the longest distance between two corporate leaders is two companies. The authors find that interlocking corporate leadership can help resolve agency conflicts in the shipping industry, bearing a negative effect on the magnitude of agency costs. The extent of leadership overlaps is associated with board size, financial leverage and profitability. The relationship between profits and interlocks is bidirectional, implying that interlocking directorates bear a positive effect on asset returns.

The authors map the relational structures in the social networks of companies and company leaders in the shipping industry and discover the cross-sectional determinants of interlocks in the shipping industry. The finding about the effect of interlocks on profitability and agency costs bears policy implications for the design of corporate governance in the shipping industry.

In e‐commerce, trust becomes an essential prerequisite for customer relationship building. Drawn from established theoretical work on trust and relationship marketing, a model is proposed aiming to help in highlighting the differences between traditional and e‐commerce and to facilitate thinking as to how trust can be built in virtual environments. Conceptualized in the context of an electronic servicescape, the model helps to demonstrate how agent and virtual reality technologies can facilitate the expressiveness required for the formation of trust through iterative interaction with promises being made, enabled and fulfilled.

This article explores the negative attitudes towards the United States that exist in present day Greek society. The anti‐US attitudes in Greece are greater than in other EEC member countries and exist across various social and economic characteristics of the Greek population. Possible reasons for and sources of these attitudes are explored.

This paper provides an overview and explains the context of the theme issue. The paper outlines the approach and profiles the articles written in response to the strategic question as to how the Republic of Cyprus could reduce the impact of seasonal tourism on long-term sustainable development.

The paper outlines the approach to exploring ways of reducing the impact of seasonal tourism on long-term sustainable development in Cyprus. The strategic question is tackled in articles containing literature reviews, data and evidence reviews, interactions with practitioners and practical solutions.

The findings of the theme issue focus on long-term sustainable development and the alleviation of seasonality in Cyprus. The issue provides insights into the history, current state of development and progress made by the impact of seasonal tourism and sustainable development on the tourism and hospitality industry.

This theme issue outlines the causes and effects of seasonality in the tourism industry in a small island developing state (SIDS) that is highly dependent on income generated by tourism activity. In SIDS, where seasonality is a threatening factor for tourism development, it is essential to understand what measures can be taken to lower seasonality. The articles in this theme issue provide insights into the causes and effects of tourism seasonality, climate change, alternative and special interest tourism, future destinations and young travellers' behaviour, air transportation, the remedy to seasonality and gastro tourism.

The purpose of this study is to investigate (1) how managers respond to stock price crashes, (2) why they respond and (3) how their responses affect shareholders.

This study employs a panel regression with various firm-level controls and firm- and year-fixed effects. The sample is comprised of 101,532 firm-year observations with 11,727 unique firms from 1950 to 2019. Using mutual fund flow redemption pressure as an exogenous variable to stock price crashes, the paper provides further evidence of the causality of documented findings.

Management becomes more focused on improving transparency, raising investment efficiency, reducing agency conflicts and regaining the trust of shareholders by investing in social capital and employee welfare. These actions increase firm value. This study also suggests that management undertakes these actions out of concern for their tenure of employment.

The catalysts of stock price crashes are well documented, but much less is known about what happens following stock price crashes. This study provides more insights into the understanding of corporate crisis management practices following adverse events.

This paper aims to explore how the owners of less competitive micro-firms (MFs) perceive the “crisis–innovation–change management” triangle. It examines whether their understanding of these overarching entrepreneurship theory principles is inadequate compared to the relevant scientific literature.

This qualitative analysis follows principles based on the inductive method and grounded theory, thickly describing the results from research conducted in a sample of 38 tertiary-sector MFs in the Eastern Macedonia and Thrace region – one of the least developed and competitive areas across Europe. It triangulates the data with 11 respective small firms.

MF owners perceive the crisis as an ostensibly exogenous phenomenon, innovation as something quasi-unattainable – although vaguely significant – and change management as a relatively unknown process. This understanding lies somewhat distant from the extant literature that examines the structural nature of crises, the innovational power to exit profound restructurings and the rebalancing requisite for building new overall organizational methods to survive this internal–external transformation. In essence, the triangle crisis–innovation–change management is a blind spot for the examined MF owners as they ignore its significance as an adaptation mechanism – contrary to several direct competitors.

Based on the reluctance of these individuals to cultivate their systematic business knowledge, it seems unrealistic that they would seek to pay the necessary high price for business consulting in the future. An ideal solution would be to build public entrepreneurship clinics to provide these less dynamic and adaptable organizations with free preliminary or in-depth counseling. The Institute of Local Development-Innovation could aim to provide free consulting services to reinforce organizational physiology by coordinating different socioeconomic actors.

To the best of our knowledge, this empirical research is one of the first to test the comprehension of weaker MFs – less competitive and developed in organizational terms – to the triangle crisis–innovation–change management.