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(Digital) servitization, referring to service-driven strategies and their increasing implementation in manufacturing, is one of the most rapidly growing areas in industrial service research. However, the cultural change involved in successful servitization is a phenomenon that is widely observed but poorly understood. This research aims to clarify the processes of social construction as manufacturers change their organizational culture to transform into industrial service providers.

This research takes a systematic approach to integrate disparate literature on servitization into a cohesive framework for cultural change, which is purposefully augmented by rationale culled from organizational learning and sensemaking literature.

The organizational learning framework for cultural change in servitization introduces a dynamic perspective on servitizing organizations by explaining social processes between organizational and member-level cultural properties. It identifies three major cultural orientations toward service, digital and learning that govern successful servitization.

This research contributes to the servitization literature by presenting a new approach to reframe and explore cultural change processes across multiple levels, thus providing a concrete starting point for further research in this area.

Customer transformation is currently overlooked in service research. This article aims to conceptualize customer transformation and develop a research agenda to encourage more exploration in this area.

This conceptual article builds on the literature on transformation and related topics in psychology, sociology, education and anthropology.

The presented definition of customer transformation distinguishes itself from other related concepts such as minor change. The research agenda, structured around five themes, reveals four distinctive attributes of customer transformation that warrant academic investigation. These include the inability of businesses to guarantee transformations, the potential tension between transformational aspirations and immediate needs and well-being, the imperative of cultivating long-term engagement and the likelihood of encountering customer resistance. This highlights the criticality of embracing a customer-centric approach in transformational services.

Given the vastness of the topic, the literature review is limited and the research agenda could be widened. Furthermore, the dynamic nature of the subject introduces the possibility that the conceptual framework and research agenda may become outdated. Lastly, the universal applicability of the findings and the proposed conceptual framework are uncertain, necessitating potential validation across diverse contexts. The practical implications may also fall short of addressing the specific challenges encountered by different industries or businesses.

The article provides insights on customer transformation and strategies for businesses to support ongoing transformations, emphasizing personalized engagement and co-creating value to meet evolving customer aspirations.

The need for development and growth is more pressing and decisive than ever. This need is often not well understood and, as a result, is not addressed by either scholars or companies. This paper helps address that social need.

The research enriches the service literature by paving the way for a crucial subfield in service research. Additionally, it establishes a shared understanding of customer transformation by highlighting its distinct characteristics and analyzing their implications for service management, proposing a conceptual framework and research agenda.

Designing and developing responsible business practices can create various tensions for service organizations. The purpose of this research is to develop a deeper understanding of the relationship between customer engagement (CE) and responsible business practices (e.g. environmental, social and/or governance [ESG], corporate social responsibility [CSR] and diversity, equity, and inclusion [DEI]) and explore customer engagement tensions that service organizations may face.

This research develops a list of CE-related responsible business practice tensions and empirically explores their relevance through in-depth interviews with nine ESG professionals.

This paper makes three important contributions. First, we find support for nine distinct but related tensions with implications for CE that organizations must navigate when pursuing responsible business practices. Second, interview participants provide some suggestions for tackling these tensions, which we support with relevant theories. Finally, we develop a conceptual framework that may stimulate future service research and inform the implementation of ESG strategies.

To the best of the authors’ knowledge, this research is the first to conceptualize and empirically explore the tensions that emerge between responsible business practices and CE. The authors develop a novel analysis of the CE-related tensions that emerge when pursuing an ESG strategy.

The findings are based on a small sample of ESG professionals. Future research may take a quantitative approach to further evaluate the role that these tensions play in engaging customers.

This research provides a conceptual framework that may guide ESG professionals in understanding, framing and navigating CE-related tensions when pursuing responsible business practices.

A social benefit may be found when service organizations are better able to successfully navigate CE-related tensions when pursuing responsible business practices.

This study aims to develop and test a model of the antecedents, mediators and consequences of the glass cliff phenomenon through public sector service organizations in Iran to explore more insights on gender inequality in managerial positions.

The current research was conducted based on a mixed-method approach, using both qualitative and quantitative research designs. First, the qualitative method includes content analysis by conducting semi-structured interviews with 20 university professors and expert managers working in public sector service organizations in Iran. The outcomes of the qualitative phase lead to designing the conceptual framework and research hypothesis. Then, through a quantitative phase, 384 female managers working in public sector service organizations in Iran are selected using stratified random sampling and fill out the research questionnaire. The exploratory factor analysis was used to verify the model. Moreover, structural equation modeling, using AMOS 24, was used to test the research hypothesis.

The findings of the qualitative phase were represented in three categories including antecedents (e.g. the characteristics of women’s leadership, the selection of women based on meritocracy criteria, women’s preferences and organizational factors), mediation effect (e.g. succession planning, personal development planning and support networks) and consequences of the glass cliff phenomenon (e.g. positive and negative consequences). The results of the exploratory factor analysis show there are ten components, explaining 88.5% of variances. Moreover, the test of the structural model supports the direct effect of antecedents on the glass cliff phenomenon. The results also show the effect of the glass cliff phenomenon on consequences through mediation effects.

There are some limitations that can be addressed by other researchers. Accordingly, the limited number of female managers in Iran prevented larger quantitative research. Moreover, the current research only found casual and mediation consequences of the glass cliff phenomenon, and potential moderators were not considered in this study.

The present study’s innovations may include using a mixed-method approach to investigate the antecedents, mediators and consequences of the glass cliff phenomenon in this study and examining the model constructs in some public sector service organizations. This research may provide a deep understanding of the antecedents, mediators and consequences of the glass cliff phenomenon by finding new factors using a mixed-method approach.

Industry 4.0 defines the application of digital technologies on business infrastructure and processes. With the increasing need to take into account the social and environmental impact of technologies, the concept of Society 5.0 has been proposed to restore the centrality of humans in the proper utilization of technology for the exploitation of innovation opportunities. Despite the identification of humans, resilience and sustainability as the key dimensions of Society 5.0, the definition of the key factors that can enable Innovation in the light of 5.0 principles has not been yet assessed.

An SLR, followed by a content analysis of results and a clustering of the main topics, is performed to (1) identify the key domains and dimensions of the Industry 5.0 paradigm; (2) understand their impact on Innovation 5.0; (3) discuss and reflect on the resulting implications for research, managerial practices and the policy-making process.

The findings allow the elaboration of a multileveled framework to redefine Innovation through the 5.0 paradigm by advancing the need to integrate ICT and technology (Industry 5.0) with the human-centric, social and knowledge-based dimensions (Society 5.0).

The study detects guidelines for managers, entrepreneurs and policy-makers in the adoption of effective strategies to promote human resources and knowledge management for the attainment of multiple innovation outcomes (from technological to data-driven and societal innovation).

This study aims to meticulously evaluate the public service value-generation process facilitated by collaborative e-governance services within the framework of the National e-governance Plan (NeGP).

The study formulates a comprehensive research model through a combination of literature review, insights from domain experts and hands-on experience gained from the e-governance project. A conceptual research model was meticulously structured, validated, and interpreted by using a reflective measurement theory. The analytical tool SmartPLS3 was used to assess the proposed model rigorously.

The analysis of collected data reveals a statistically significant positive correlation between the implementation of collaborative e-governance strategies and the creation of public service value. This relationship is further reinforced by a strong alignment between the perceived aspects of collaborative e-governance, such as responsiveness, transparency and service delivery and their substantial contribution to the enhancement of public service value.

This study contributes to the scholarly discourse by introducing an innovative methodology for assessing public service value through analyzing empirical data from citizen-centric collaborative e-governance projects. It is noteworthy that no prior studies have examined the nuanced concept of public service value in the context of collaborative e-governance.

This paper aims to examine the effect of social disruption on the use of technologies for digitizing business-to-business (B2B) processes. The aim is to assess how digitalization technologies (DT) may impact corporate performance (CP) in B2B settings.

The methodology is based on a questionnaire survey in Norway, and a deductive research design. A total of 216 usable questionnaires out of 356 were returned, generating a response rate of 60.6%.

This study shows that there is an effect of social disruption on DT (such as digital communication tools, social media and customer relationship management systems) in B2B settings that may impact CP.

This study indicates that the use of technologies to digitize B2B processes may enhance CP when social disruption occurs.

This study offers insights to companies that need help in adapting their business processes to the changing social and technological environment. This study also highlights the importance of digitalization for business survival in the marketplace and society.

This study sheds light on the effect of social disruption on DT and provides opportunities for managing CP.

Stakeholder theory understands business in terms of relationships among stakeholders whose interests are mainly joint but may be occasionally conflicting. In the latter case, managers may need to make trade-offs between these interests. The purpose of this paper is to explore the nature of managerial decision-making about these trade-offs.

This paper draws on the ordonomic approach which sees business life to be rife with social dilemmas and locates the role of stakeholders in harnessing or resolving these dilemmas through engagement in rule-finding and rule-setting processes.

The ordonomic approach suggests that stakeholder interests trade-offs ought to be neither ignored nor avoided, but rather embraced and welcomed as an opportunity for bringing to fruition the joint interest of stakeholders in playing a better game of business. Stakeholders are shown to bear responsibility for overcoming the perceived trade-offs through the institutional management of social dilemmas.

For many stakeholder theorists, the nature of managerial decision-making about trade-offs between conflicting stakeholder interests and the nature of trade-offs themselves have been a long-standing point of contention. The paper shows that trade-offs may be useful for the value creation process and explicitly discusses managerial strategies for dealing with them.

This paper examines and empirically validates the artificial intelligence-enabled human resource management (AI-enabled HRM) dimensions and sustainable organisational performance (SOP) relationship. It also examines the mediation and moderation of employee engagement (EE) and fusion skills (FS).

The indirect effects of AI-enabled HRM dimensions on SOP were found using structural equation modelling (SEM), bootstrapping and FS’s moderation effect by AMOS 22.

Results showed that AI-enabled HRM dimensions indirectly affected SOP through EE as a full and partial mediator with no moderation effects of FS.

This is the first study to link AI-enabled HRM dimensions, EE and SOP and determine how FS moderates EE and SOP.

Building from calls for greater interdisciplinary research in interpreting family business phenomena, we integrate research on work–family conflict, detachment and burnout from both organizational and family studies. Using the characteristic work–family integration of family business settings as a backdrop we develop theoretical arguments that emphasize the reconciliatory role of interdisciplinary perspectives to explain the ostensibly contradictory findings in extant research. The diminishing barriers separating work and life spheres occurring in most global industries illustrate the importance of conceiving the study of work–life phenomena through recursive, rather than linear, logics and emphasizing the relevance of family business research in providing a contextual foundation for interdisciplinary discussions.

This theoretical paper integrates perspectives from the literatures on organizational behavior and family systems theory to form six propositions on the relationship between work–life integration and the antecedents and consequences of burnout and psychological detachment.

This paper explores the nuances that overlapping work and family roles might be a source of both harmony and discord in family firms. In doing so, our research contributes to the growing relationship between family systems theory and family business research, and creates the foundation for future empirical studies on the psychological dynamics that underlie work–family integration.

This research advances a novel perspective on the interactions between work–family integration and burnout and detachment, and does so by noting that the way the family business literature treats work–family integration may apply to any employee that experiences tension between these different spheres of their identity.