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1 – 4 of 4Mohamed Malek Belhoula, Walid Mensi and Kamel Naoui
This paper examines the time-varying efficiency of nine major Middle East and North Africa (MENA) stock markets namely Egypt, Bahrain, UAE, Jordan, Saudi Arabia, Oman, Qatar…
Abstract
Purpose
This paper examines the time-varying efficiency of nine major Middle East and North Africa (MENA) stock markets namely Egypt, Bahrain, UAE, Jordan, Saudi Arabia, Oman, Qatar, Morocco and Tunisia during times of COVID-19 pandemic outbreak and vaccines.
Design/methodology/approach
The authors use two econometric approaches: (1) autocorrelation tests including the wild bootstrap automatic variance ratio test, the automatic portmanteau test and the Generalized spectral test, and (2) a non-Bayesian generalized least squares-based time-varying model with statistical inferences.
Findings
The results show that the degree of stock market efficiency of Egyptian, Bahraini, Saudi, Moroccan and Tunisian stock markets is influenced by the COVID-19 pandemic crisis. Furthermore, the authors find a tendency toward efficiency in most of the MENA markets after the announcement of the COVID-19's vaccine approval. Finally, the Jordanian, Omani, Qatari and UAE stock markets remain globally efficient during the three sub-periods of the COVID-19 pandemic outbreak.
Originality/value
The results have important implications for asset allocations and financial risk management. Portfolio managers may maximize the benefit of arbitrage opportunities by taking strategic long and short positions in these markets during downward trend periods. Policymakers should implement the action plans and reforms to protect the stock markets from global shocks and ensure the stability of the stock markets.
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Musa Motloung and Charlene Lew
The research explores indecision of strategic leaders in a complex case organization. This research offers new insights into the drivers of indecision of upper echelons…
Abstract
Purpose
The research explores indecision of strategic leaders in a complex case organization. This research offers new insights into the drivers of indecision of upper echelons decision-makers and explores the perceived consequences of the decision-makers' indecision.
Design/methodology/approach
Following a review of literature on upper echelons theory and strategic decision-making, indecision and the antecedents and consequences of indecision, the research follows a qualitative exploratory design. Semi-structured interviews were conducted among 20 upper echelons decision-makers with responsibility across 19 Sub-Saharan African countries in a case company. Thematic analysis was used to analyze the data.
Findings
The findings reveal that specific organizational, interpersonal and personal factors work together to drive strategic leader indecision in a complex organization. Strategic leader indecision brings about several negative organizational consequences and demotivates team members.
Research limitations/implications
The findings are based on a single-case exploratory design but represent geographical diversity.
Practical implications
The research cautions organizations to deal with the drivers of strategic leader indecision to help avoid potential negative consequences of stifled organizational performance and team demotivation.
Originality/value
The study offers previously unknown insights into strategic leader indecision. This study builds on current literature on the antecedents and consequences of indecision and has a new research setting of strategic leader indecision in a complex organization.
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Abstract
Purpose
Social media's role in engaging participants in sports events, particularly during the pandemic, is acknowledged. However, previous studies often utilized sports events for diverse objectives but overlooked brand equity's influence on sports event development. And very limited research explores social media's impact on brand equity in esports events, despite its significance. Therefore, this study aims to explore how social media affects esports event brand equity and participants' satisfaction and engagement with social media through brand equity's influence.
Design/methodology/approach
The study focused on League of Legends World Championships (LOLWC) participants, who completed a self-judged questionnaire online. The questionnaire included demographic details and latent constructs. Data analysis involved two steps: exploratory factor analysis (EFA) to assess measurement scale validity and structural equation modeling (SEM) to study relationships between traits.
Findings
The results reveal that, within the esports event context, controlled communication exerts a meaningful and dual impact – both directly and indirectly – on the fundamental components of brand equity. This, in turn, serves as a catalyst for increasing participant contentment and their posting intention.
Originality/value
This study applies brand equity theories to the esports domain, exploring participant-based brand equity concepts, user behavior and the influence of social media communication on event branding and engagement. It also recommends strategies for event improvement, emphasizes controlled communication for brand equity and highlights marketing's role in brand awareness, association and participant satisfaction. Additionally, it suggests government regulation to address cyber violence during esports events.
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