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Founded in 2004, OPPO has experienced the boom of the Chinese mobile phone market, the trend of mobile Internet and the prosperity of the smartphone market. While adjusting its business structure based on changes in the market environment, it has transitioned itself from an audio device manufacturer to a smart-phone manufacturer that offers hardware, software, and service.

This case study focuses on OPPO's evolution and strategy, and provides an insight into its history, competition, and strategic choices based on whether or not OPPO should release a feature phone with a foldable display at the MWC 2019, and discusses the core competitiveness that helped OPPO succeed against the market downturn. This case study helps students understand the development of corporate strategies and the process of building core competitiveness in the microcompetition in the red ocean market. We also wish to help students understand how to come up with the most appropriate decision-making framework and conduct a critical analysis on the issues based on the internal and external factors of their businesses while they make strategic decisions. When it comes to different dimensions and indicators coming to contradictory conclusions in particular, what should the manager of a business do to make the correct strategic decision?

At the beginning of the 21st century, a new class of information workers, the “information have-less” has risen. This class of workers alleviates the influence of information and communication technologies (ICTs) revolution on poverty and unemployment. The purpose of this study is to investigate the presence of this class of workers in Egypt and assess the size and potential growth of this category of workers.

The study clarifies the conceptual framework of the new division of labor, in the information age. The Central Agency for Public Mobilization and Statistics, American Chamber of Commerce in Egypt, Ministry of Communications and Information Technology and Information and Decision Support Center websites provided secondary data for this study. These data are used to assess the size of “the information have less” in Egypt.

The division of work and class, in the 21st century, depends on the level of skills possessed to work with ICTs. So, class and labor nowadays could be divided into self-programmable labor (Innovators). Information have-less labor class, adding value to the economy by learning skills and presenting repetitive work. Generic labor class, who cannot work with ICTs, and work in jobs, that do not need computers or other ICTs. The study has shown that the “information have-less” labor class is present in Egypt since the beginning of the 21st century, in all its categories; entrepreneurism, the service sector and the manufacturing sector. There are approximately 50% of this labor class in the service sector and only 13% of the information have-less works in manufacturing sector despite the great opportunities that Egypt has to expand manufacturing to absorb more employment. The inclusion of information technology (IT), in all domains, has not decreased employment in Western countries but has reallocated information have-less employment toward the service sector, and there would probably be the same effect in Egypt.

The study highlights the need for Egyptian policymakers to encourage the manufacturing and service sectors to provide huge working opportunities. The Egyptian government has to change the educational policies, at all stages, to include digital learning skills so IT can be incorporated in a wide range of economic activities. Further research includes: conducting a survey to measure the contribution of the entrepreneurial part of the information have-less employment in Egypt. In addition, a model may be developed, by the researcher to examine the reallocation of employees in Egypt.

Studying employment, in Egypt, using the conceptual framework of the information age is rarely being done.

An omni-channel is a retailing strategy that the behavior of companies adopts many retail channel types to combine and integrate cross-channel sales to meet the comprehensive needs of customers in shopping, entertainment and social networking both online and offline. This leads to several research questions of retailing omni-channel in this study. First, do channel brand trust (CBT) and store image (SI) affect re-patronage intentions through customer satisfaction (CS)? Second, regarding online rating (OR) and online involvement (OI), will CS be determined by consumer perception as well as the relevance of those attributes to the customer's re-patronage intentions? Third, do OR and OI have a role in exploring the moderating effect in the research model? Fourth, if there are positive effects from this relationship, it can generate a positive power return online. In addition, online-to-offline moves on a path for case firm omni-channel with customers' OR and OI with a reciprocal positive influence.

This study aims to investigate the relationship between CBT, SI, CS and re-patronize intention in an omni-channel. By using structural equation models (SEMs), this study aims to investigate offline-to-online and online-to-offline re-patronizing in the Taiwan Chunghwa Telecom (CHT) omni-channel (N = 1,642). Two moderated mediation models are investigated in this study.

This study first found that CBT and CS use SI to influence re-patronize intention in the omni-channel. SI plays a mediating role in this process; OR and OI influence the relationships of CBT, CS and re-patronize intention with two moderating roles.

This study first found that there is a reciprocal way with two paths in an omni-channel, starting with offline-to-online, in terms of confirming the relationship of CBT, CS and re-patronize intention in an omni-channel. There are positive effects from this relationship, and it can generate a positive power return online. In addition, we found that online-to-offline moves on a path that has a stronger influence of re-patronize intention for omni-channel with customers' OR and OI.

In the digital era, the competitiveness of an enterprise is highly dependent on the success of its digital transformation. The effectiveness of such transformation, in turn, relies heavily on the organization's strategic vision and resource fitness. Accordingly, the authors aim to explore the impact of strategic vision on digitalization (SVD) on the digital transformation of small- and medium-sized enterprises (SMEs), drawing on the perspective of resource orchestration theory.

Based on first-hand interview data from 347 Chinese SMEs, the research model was tested empirically by both Structural Equation Modeling and Fuzzy Set Qualitative Comparative Analysis (fsQCA).

The study results supported that the positive effect of SVD on digital transformation, and the mediating effect of resource orchestration (resource structuring, resource bundling and resource leveraging) accounts for the relationship between SVD and digital transformation. Further, the fsQCA showed that neither SVD nor resource orchestration alone constitutes a necessary condition for high digital transformation in SMEs, and that SVD and resource orchestration elements constitute three configuration paths that drive SMEs to achieve high-level digital transformation.

To the authors knowledge, this is the first study of its kind to theorize and empirically examine how SVD affects SMEs digital transformation. In addition, the authors have highlighted the importance of resource orchestration in forging a link between SVD and digital transformation. The research contributes to the resource orchestration theory and digitalization literature and provides guidelines on how SMEs can realize digital transformation.

Drawing upon person–supervisor fit theory, a model is developed to illustrate how leader–member trait mindfulness (in)congruence may impact leader–member exchange (LMX) and how such trait mindfulness (in)congruence can indirectly influence taking charge.

Polynomial regression and response surface methodology are used to analyze 237 valid matched leader–member dyads.

LMX increases as leaders' and members' trait mindfulness become more aligned; LMX is higher when leader–member dyads are congruent at high levels (vs low levels). In the case of incongruence, LMX is higher when the member's trait mindfulness exceeds that of the leader. Furthermore, the relationship between leader–member trait mindfulness (in)congruence and taking charge is mediated by LMX.

The joint and interactive role of high trait mindfulness in leader–member dyads can help them to generate high-quality interpersonal exchange, as well as to cope with challenges posed by present and future changes.

The linear, nonlinear, simultaneous and interactive effects of dyadic trait mindfulness expand previous research, clarifying that the evaluation of leader–member congruence and incongruence at various degrees, and for various patterns of trait mindfulness, is more informative than examining the direct effect alone.

This chapter seeks to understand the intersection between eGovernment, social media, and digital inequalities by examining the disparate flow of information during the COVID-19 pandemic. Developed economies are increasingly transitioning to digital interfaces for information dissemination and provision of services. The authors explore the potential of, and challenges facing eGovernment by looking at the use of social media during the COVID-19 pandemic. This chapter employs a case study approach to probe the dynamics of government-initiated efforts at information dissemination through the Center for Disease Control and Prevention’s (CDC) website and social media account on Twitter. The analysis in this chapter uses NodeXL to examine communication roles played by government and non-governmental actors within this slice of the Twittersphere centered around CDC@gov. As the findings demonstrate, non-governmental actors played key roles in the dissemination of public health messaging. The authors analyze these data with an eye to the potential of social media for public health communication and extrapolate that understanding to the use of digital access and social media for the provision of accurate, official information in other circumstances. While the COVID-19 pandemic was a global health crisis, individuals and households face individual or local crises every day. This angle of vision allows the chapter to conclude with recommendations pertaining to government-led information dissemination for the public good during crisis and non-crisis situations alike. In the concluding section, the authors probe the degree to which eGovernment can also address digital inequalities including connectivity, device, and literacy gaps. The authors offer solutions needed for eGovernment initiatives in light of challenges posed by digital inequalities to ensure that digital information sharing and services are accessible to all.