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This research finds out to what extent companies’ names are influenced by the place’s attributes versus the official branding policies of a place and, consequently, whether and how local companies “buy into” the place’s strategies put forth by official bodies.

This paper is both conceptual and empirical, as a mixed quantitative and interpretive approach is used. The companies’ names of a tourist industry (the tour and guiding companies) in three destinations are compared and pitched against the branding of these cities. The companies' names are classified into categories to ascertain whether they reflect (or diverge from) the official strategies. Finally, a conceptual model is developed to explain the findings: the strategic naming model (SNM).

Our main finding is that the overall business features of a place being stronger determinants to the naming strategies than tourist destination branding initiatives. The intrinsic features of a place seem thus to be “above” destination branding policies. The researched features account for different naming strategies, such as highly original names, flat names or non-strategic names.

As the work is based on a convenience sample, it cannot claim strong representativity. The fact that each of the three data sets was processed by a different researcher might bring up personal biases.

This work is a call for a more intensive use of naming strategies to the companies’ advantages, as naming is found out to be strategy used to a very low degree. Thanks to this research, companies will understand the different naming possibilities and be able to apply them to their strategies by choosing names which express “uniqueness” or “belonging”. Practitioners will also be aware of whether they are communicating towards the industry or towards the market.

No works were found that empirically pursue our research goals. Therefore, this research might be considered as a novelty. The proposed SNM model explains and relates the most usual company naming techniques, which were unrelated up to date.

Researchers, with the widespread acceptance of Web-based technologies by companies, have recently discovered a new type of social capital through these mass communication tools, but there is still limited knowledge about its formation. Therefore, this study specifically aims to conceptualize and validate brand social capital (BSC) by analyzing the role of the online brand community’s social media capital (OBCSC).

Research data was collected using a questionnaire with 39 closed-ended questions. Participants, among the 220 questionnaires distributed, only returned 140 acceptable questionnaires, indicating a response rate of 64%. The statistical population of the study included managers and employees of e-commerce companies active in social media in the field of B2C who introduce and sell their products and services on various types of social networking websites. This study performed data analysis using structural equation modeling with partial least squares.

The results showed that OBCSC has a positive and significant effect on the integration of brand knowledge, branding co-creation and sense of belonging to the brand community, and in addition, using the mediating role of these three variables, it also has a positive effect on BSC. This study rejects only hypothesis 8 among all the hypotheses formulated, which shows that the sense of belonging to the brand community has no significant effect on branding co-creation.

By conceptualizing a new phenomenon called BSC and how its conversion mechanism is, this research defines a specific and formulated path to better identify the results of the organizational use of social media. In addition, it significantly contributes to increasing managers’ understanding of the importance of online brand community activities in internalizing customer brand knowledge within the company and turning it into wealth.

The COVID-19 outbreak has disrupted the habits of customers as well as their shopping behavior. This study aims to critically examine the associated benefits and challenges of online shopping from the perspective of customers in the COVID-19 pandemic.

A systematic review of the relevant literature published between 2020 and 2022 was conducted via performing comprehensive search query in leading scholarly databases “Scopus and Web of Science” with the restriction of their predefined subject category of “Business.” Overall, 30 research studies were selected for the review and a significant number of studies were published in 2021 (n = 15).

The research findings revealed that customers are motivated to shop online because of perceived benefits such as time-saving, convenience, 24/7 accessibility, interactive services without physical boundaries, trust, website attractiveness and cost-saving. However, challenging factors such as financial scams, privacy concerns, poor quality of products and services, fake promotions and reduced social interaction have hindered the growth of online shopping. The recommendations regarding designing marketing strategies, secured transaction, multiple payment options, trust building, protection of privacy, promotion via social media, effective mechanism to secure and timely delivery of product are helpful to improve the service quality of online shopping.

The outcomes of this research are valuable to online retailers and policymakers, as it highlights how the benefits can enhance customers’ shopping intentions and minimize the impact of associated challenges. This study also recommends the redesigning of user-friendly interfaces of online shopping websites and ensures their privacy, security and performance on a regular basis.