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The purpose of this paper is to examine the rationale and limitations of public nudging approaches currently to be found in the UK food choice environment.

The paper uses a critical review of the literature with case studies.

Nudging has potential value to assist healthier food choices, although the current focus of proponents tends to be the individual micro‐environment for selection rather than the wider food choice context. Ethical questions are raised by nudging as a policy and limited evidence of success to date would suggest that a combination of personalised tools and public nudges – individual empowerment and attention to the choice environment – might be more effective for embedded healthier eating.

This paper contrasts the underlying assumptions of the nudge approach by reference to the behavioural toolbox.

This commentary argues that social marketing and the application of behavioural sciences to policy constitute two converging paths towards better policies. It highlights points of convergence and divergence between both disciplines and the potential benefits of further embedding social marketing principles and methods within the recent trend of applying behavioural sciences to policy.

The commentary relies on a review of the behavioural sciences and social marketing literatures and on an analysis of institutional reports reviewing cases of behaviourally informed policies.

Behavioural sciences are increasingly informing policies to promote societal well-being. Social marketing has seldom been explicitly considered as being part of this phenomenon, although it is de facto. Both disciplines share similar end-goals, inform similar policy applications and are rooted in behavioural analysis. They diverge in their theoretical frameworks, their relative emphasis on behaviour change and the span of interventions they generate. Several benefits of embedding social marketing principles and methods within the current way of applying behavioural sciences to policy are identified.

Scholars applying behavioural sciences to policy are encouraged, when appropriate, to use the insights and methods from social marketing. Social marketing can engage in a dialogue with behavioural sciences to explore how to pilot the convergence of both approaches in practice.

The novelty of this contribution lies in providing the first comparison of the application of behavioural sciences to policy with social marketing, and in using the policy-making cycle framework to map the contributions and complementarities of both disciplines.

Human lab experiments have become an established method in information systems research for investigating user behavior, perception and even neurophysiology. The purpose of this paper is to facilitate experimental research by providing a practical guide on how to implement and conduct lab experiments in the freely available experimental platform Brownie.

Laying the groundwork of the tutorial, the paper first provides a brief overview of common design considerations for lab experiments and a generic session framework. Building on the use case of the widely used trust game, the paper then covers the different stages involved in running an experimental session and maps the conceptual elements of the study design to the implementation of the experimental software.

The paper generates findings on how computerized lab experiments can be designed and implemented. Furthermore, it maps out the design considerations an experimenter may take into account when implementing an experiment and organizing it along a session structure (e.g. participant instructions, individual and group interaction, state and trait questionnaires).

The paper reduces barriers for researchers to engage in experiment implementation and replication by providing a step-by-step tutorial for the design and implementation of human lab experiments.

The phenomenal growth of the hospitality sector has exponentially increased the quantities of food waste being added into the system. The Food and Agriculture Organization of the United Nations estimates that around one-third of the edible parts of the food produced for human consumption gets lost or wasted globally. Along these lines, hospitality food waste represents a significant societal challenge. A review of literature suggests that majority of existing hospitality studies have primarily focused on management's role in reducing food waste and only a few studies have looked into consumer food waste behavior. This chapter also identifies key behavioral tools that support reduction in individual food waste behavior and provides a basis for future empirical investigations.

This chapter argues that reciprocity provides a key to understanding corrupt behavior and its limitations. It allows for an understanding why agents not only are guided by explicit incentives but also serve those to whom they owe gratitude. It allows to observe how citizens disregard their narrow-minded interests and engage in altruistic punishment, potentially exercising negative reciprocity toward a corrupt leadership. It shows how reciprocity is at the center of criminal networks and how reform sometimes enhances rather than inhibits this dismal form of reciprocity. It finally reveals how humans are at risk of reciprocating toward their own self-image, which may inhibit them from impartially assessing their misdeeds. A thorough understanding of the power of reciprocity can inspire novel avenues for reform, some of which are presented here.

This chapter outlines a general framework for studying the entrepreneurial method. Simply put, what the scientific method has afforded us in terms of understanding the actual world we live in, the entrepreneurial method enables us in terms of making new ones. At least one key ingredient of the entrepreneurial method for worldmaking consists in the logic of effectuation identified through a decade long research program into the elements of entrepreneurial expertise. More specifically, given a world imbued with true uncertainty, the framework outlined here urges us to develop research streams focused on choosing between Type I and Type II errors in addition to ways of avoiding them altogether or finding the perfect Goldilocks balance between them.

Human behavior significantly determines the scale of impact of hazardous situations. If crisis situations are highly dynamic, they can only be managed successfully if both personnel and organization are well prepared. The purpose of this paper is to capture the specific demands disaster management staff are facing, from a psychological perspective.

General psychological statements based on action theory and organizational theory serve as the starting point for analyzing aspects of cooperation, especially in inter‐professional communication and coordination. The analysis is based on data which were collected in structured expert interviews and observations within the domain of German emergency organizations and public‐transportation companies.

The findings suggest shortcomings on different levels: individual (restricted routines, unprepared for “out of focus” events); organizational (regulations, training) and political (lack of public preparedness for disaster in underground traffic systems; and restrictions on large‐scale training).

Interviewees have not experienced “real” major disasters, so their answers are not derived from hands‐on experience. Also, generalization to other traffic systems or companies may show different patterns.

Training emergency response staff in public transport systems should include psychological aspects of crisis management in addition to emergency management, e.g. building a shared mental model, and requirements of inter‐professional communication.

Psychological demands of crisis situations in public transport have not yet been a focus of research or training.

The most important theoretical framework that has been added to quality management in the past ten years comes to life in this important discussion of behavioral management. A large percentage of most processes consist of human behavior at least at the design level of the process. This paper will focus on behavioral management as the foundation for understanding the entire work process. The evolution of human behavior lies at the heart of this very specific and practical methodology. This methodology ensures ongoing customer satisfaction through performance measurement, building trusting relationships, the ongoing evaluation of the effectiveness of those relationships, and internal and external reinforcement systems that sustain the relationships for mutual long‐term profitability. Managers that do not have these behaviorally and scientifically oriented performance management skills in their “toolbox” cannot optimize the entire process.

This paper aims to develop a conceptual framework on how the representativeness heuristic operates in the decision-making process. Specifically, the authors unbundle representativeness into its building blocks: search rule, stopping rule and decision rule. Furthermore, the focus is placed on how individual-level cognitive and behavioral factors, namely experience, intuition and overconfidence, affect the functioning of this heuristic.

From a theoretical standpoint, the authors build on dual-process theories and on the adaptive toolbox view from the “fast and frugal heuristics” perspective to develop an integrative conceptual framework that uncovers the mechanisms underlying the representativeness heuristic.

The authors’ conceptualization suggests that the search rule used in representativeness is based on analogical mapping from previous experience, the stopping rule is the representational stability of the analogs and the decision rule is the choice of the alternative upon which there is a convergence of representations and that exceeds the decision maker's aspiration level. In this framework, intuition may help the decision maker to cross-map potentially competing analogies, while overconfidence affects the search time and costs and alters both the stopping and the decision rule.

The authors develop a conceptual framework on representativeness, as one of the most common, though still poorly investigated, heuristics. The model offers a nuanced perspective that explores the cognitive and behavioral mechanisms that shape the use of representativeness in decision-making. The authors also discuss the theoretical implications of their model and outline future research avenues that may further contribute to enriching their understanding of decision-making processes.