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The author proposes an update to the mean variance (MV) framework that replaces a constant risk aversion parameter using a dynamic risk aversion indicator. The contribution to the literature is made through making the static risk aversion parameter operational using an indicator of market sentiment. Results suggest that Sharpe ratios improve when the author replaces the traditional risk aversion parameter with a dynamic sentiment indicator from the behavioral finance literature when allocating between a risky portfolio and a risk-free asset. However, results are mixed when using the behavioral framework to allocate between two risky assets.

The author includes a dynamic risk aversion parameter in the mean variance framework and back test using the traditional and updated behavioral mean variance (BMV) framework to see which framework leads to better performance.

The author finds that the behavioral framework provides superior performance when allocating between a risky and risk-free asset; however, it under performs when allocating between risky assets.

The research is based on back testing; therefore, it cannot be concluded that this strategy will perform well in real-time circumstances.

Portfolio managers may use this strategy to optimize the allocation between a risky portfolio and a risk-free asset.

An improved allocation between risk-free and risky assets that could lead to less leverage in the market.

The study is the first to use such a sentiment indicator in the traditional MV framework and show the math.

This paper aims to advocate and facilitate undertaking research focused on the effects of human behaviour, judgment and decision making in logistics and supply chain management (SCM).

In addition to providing an overview of the potential benefits of behavioural research, this paper presents two modified frameworks for identifying and addressing behavioural issues in logistics and SCM.

Behavioural research can significantly advance both theory and practice in logistics and SCM. Little behavioural research appears in top logistics journals. As researchers begin to conduct more such projects, knowledge pertaining to issues of importance to logistics and SCM will be created.

This paper highlights an important research area and a methodology, (controlled behavioural experiments), that are currently underutilized in logistics and SCM. It further presents potential research questions and suggestions for ways in which interested researchers could begin to address such issues.

This study aims to critically evaluate hospitality and tourism demand research and introduce a behavioral economics approach to solve the problems faced by researchers.

Current issues in hospitality and tourism demand analysis are identified through critical reflection, and a behavioral economics approach is adopted to develop a new conceptual framework.

Four issues in hospitality and tourism studies are identified from the microeconomic theory and econometric modeling perspectives. The study’s demand framework provides both a theoretical underpinning and quantitative models to resolve the identified issues. With a focus on consumers’ cost–benefit assessments in light of individual differences and environmental factors, the authors’ conceptual framework represents a new effort to quantify hospitality and tourism demand at the disaggregate level with interactive multiple demand curve estimations.

The study’s analytical framework for hospitality and tourism demand analysis is unique, and it fills the research gap. However, this research is still in the conceptual stage, and the authors leave it to future studies to empirically test the framework.

The proposed demand framework at the disaggregate level will benefit both private and public sectors involved in hospitality and tourism businesses in terms of pricing, marketing and policymaking.

The authors offer a new conceptual model that bridges the gap between aggregate and disaggregate hospitality and tourism demand analyses. Specifically, the authors identify research directions for future hospitality and tourism demand research involving individual tourists/consumers at the disaggregate level.

Research and experience following a variety of recent disasters has fostered the development of a range of disaster behavioral health interventions that can be used post‐disaster. Consensus documents recommend that five guiding principles be used to inform intervention efforts. These five essential elements, a sense of safety, calming, efficacy, connectedness, and hope, appear critical to the fostering of adaptation and resilience in affected communities. This paper aims to examine the use of these principles in practice.

Translating these five evidence‐informed principles into practice requires dissemination, delivery and prioritizing and validation of the elements. Scholars identify actions for dissemination, delivery, and prioritization and validation, and this paper expands on the literature to identify processes that actualize the research into a framework for practice.

This article describes how disaster behavioral health professionals in Colorado have advanced these five principles into practice.

While literature clearly dictates the importance of addressing the impacts of extreme stress on individuals and communities, there remains a gap to explain how to bridge the research and practice. These strategies included in this paper begin to bridge this gap and can be used by others charged with disaster planning and response to inform their practices.

This study extends the understanding of the context of IHRM headquarters as one of the top management groups (TMGs) through the application of both upper echelons theory and contextual theory.

Semi-structured interviews were conducted with senior Israeli HR managers from international advanced-technology companies.

This study expands on theory by explaining how contexts act as constraints or opportunities for IHRM headquarter professionals as TMGs. The organizational context in which the IHRM headquarters take part is based on two themes: organizational structure and shared values. This is followed by the context of IHRM headquarters that includes two foundations for integration: strategic IHRM and trust. Finally, integration is derived from two themes: collaborative behaviors and electronic HRM.

This research has yielded a theoretical framework, which makes progress toward developing an integrative paradigm between IHRM headquarters' behavioral integration and organizational features. The paper presents a valuable “toolkit” for facilitating internal integration in IHRM headquarters.

This study aims to present a novel framework of “communication-led behavioral intention” in an effort to aid in the process of planning and coordinating social marketing campaigns on difficult subjects that go against social conventions, including the proper postnatal nutrition practices.

The study followed a quasi-experimental research design. Health communications (public service announcements) were shown to the women aged 18–65 years and responses were collected using a quantitative questionnaire. Structural equation modeling with exploratory and confirmatory factor analyses was used to investigate the linkage between the factors that influence breastfeeding outcomes.

A strong positive impact of contextual communication was confirmed empirically on the behavioral intention to follow and recommend exclusive breastfeeding. Three communication-specific factors – “content quality,” “message clarity” and “belief in message” – were found to play a pivotal role in inducing the “behavioral intention.” These relationships were found to be mediated by “empathy” which is an emotional state experienced out of the respondent’s ability to sense the thoughts and feelings of the characters in the communication.

This study is one of the few attempts on measuring breastfeeding outcomes using theoretical constructs. The framework suggested in the study has a lot of potential in assisting practitioners and researchers to develop effective interventions on complex topics that challenge social norms. Further, this paper offers important insights on the women with limited decision-making capacity on breastfeeding and child care.

The purpose of this paper is to compare the competencies of managers in the UK and Taiwan.

A comparative analysis of managers using a behavioural event interviewing (BEI) technique.

Both cultures were highly achievement focussed. However, there were several marked differences in other behaviours which appear to be cultural in nature. UK managers demonstrated more interpersonal awareness, and concern for impact, whereas Taiwanese managers were more likely to demonstrate critical information seeking behaviour.

Interviews in some instances failed to uncover data and this has implications for the use of generic behavioural event interviews internationally.

The research suggests the idea of organisations' employing generic “international” competency models and behavioural event interview techniques is problematic.

The research is able to demonstrate the problems with international competency models through unique access to an organisation's competency model and to managers in two locations.

The entrepreneur is the main decision-maker in small and medium-sized enterprises and is the principal force in the implementation of a firm's international strategy. Research has paid limited attention to the intangible aspects of human capital, namely behavioural competencies that may have an impact on the entrepreneur's ability to take advantage of international opportunities. This study addresses this gap, identifying the behavioural competencies that distinguish entrepreneurs who pursue a stronger internationalisation expansion beyond the European market.

A competency modelling process is implemented for a sample of Italian entrepreneurs. Data on behavioural competencies are obtained through the coding of behavioural event interviews administrated to the entrepreneurs. Export intensity is adopted as a performance criterion to classify the entrepreneurs.

Three behavioural competencies (change catalyst, teamwork and organisational learning orientation) emerged as more significantly activated by entrepreneurs who show a higher export intensity in the global market.

The exploratory nature of the study, conducted in a small sample and in a specific geographical area, may reduce the generalisability of the findings.

Entrepreneurs can become aware of the behavioural competencies needed for the implementation of internationalisation processes. Additionally, training programmes can be designed to promote the development of these behaviours.

Bridging the literature on international entrepreneurship, cross-cultural studies and competency-based research, this study highlights the role of behavioural competencies in the internationalisation process from a micro level of analysis. This article proposes a competency framework that can be adopted to assess a broader portfolio of entrepreneurs' behaviours.

The first purpose of this paper is to situate and conceptualise ambiguity in the operations management (OM) literature, as connected to supply chain decision-making (SCDM). The second purpose is to study the role of ambiguity-coping mechanisms in that context.

This research uses the behavioural decision theory (BDT) to better embed ambiguity in a generic SCDM framework. The framework explicates both behavioural and non-behavioural antecedents of ambiguity and enables us to also ground the “coping” mechanisms as individual and organisational level strategies. Properties of the framework are illustrated through two “ambiguous” events – the 2011 Thai flood and Covid-19 pandemic.

Three key findings are documented. First, ambiguity is shown to distinctively affect supply chain decisions and having correspondence with specific coping mechanisms. Second, the conceptual framework shows how individual coping mechanisms can undermine rational-based organisational coping mechanisms, leading to “sub-optimal” (poor) supply chain decisions. Third, this study highlights the positive role of visibility but surprisingly organisational “experiential” learning is imperfect, due to the focus on “similar” past experience and what is known.

The paper is novel in two ways. First, it introduces ambiguity – an often neglected concept in operations management – into the supply chain lexicon, by developing a typology of ambiguity. Second, ambiguity-coping mechanisms are also introduced as both individual and organisational strategies. This enables the study to draw distinctive theoretical and practical implications.