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This study focuses on analysing Japanese pop culture events to determine whether they may be useful marketing tools for a location with a distinctive culture from where they are organized. It also examines how the popular culture events differ from other events and what impacts they have on these destinations.

A mixed-method approach is used to analyse data from a questionnaire provided to 364 participants from these events and seven semi-structured interviews with event organizers or their representatives from events on this topic in Portugal, France, Spain, Denmark and North America.

According to the research, these events are regarded as unique and unusual from the perspective of the customer due to the variety of activities they offer, the use of imagination they inspire and the engaged fan participation. These occasions have been found to strengthen and propagate Japanese popular culture outside of its place of origin and arouse interest in it.

Several studies have examined the appeal of Japanese pop culture, but few have investigated the impact of events to enhance the destination's image where they are held, as well as their potential outside of Japan. With already over a hundred official events of this theme held annually, with a sizable number of participants, a study of this paradigm exposes its potential for promoting a culture that is growing in popularity outside of its place of origin and understanding the effects it has on these various regions.

This study aims to suggest a moderated mediation model addressing how internal integration interacts with information technology (IT) link with external customers to meet customer needs more efficiently and effectively.

This study tests the proposed hypotheses by using 268 data collected from manufacturing firms worldwide.

The results of this study reveal that internal integration plays a very important role in promoting customer satisfaction directly and indirectly by enhancing the ability to meet customers’ flexibility needs. In addition, the results show that IT link with customers strengthens this indirect influencing relationship.

By combining IT connectedness with external customers with internal capability, this study provides valuable insights into how manufacturing firms apply internal integration more effectively to enhance customer satisfaction.

Organisational strategy becomes reality by connecting organisation’s resources and capabilities in daily operations, and physical workspace is one of the environments in which this takes place. This study aims to explore to what extent factors required for successful strategy implementation are considered when designing, using and managing workspaces of knowledge-intensive organisations.

For the study, managers in 25 large and medium-sized knowledge-intensive organisations were interviewed. The semi-structured interviews focused on organisation’s strategy, strategy implementation practices and workspace design and management. To form a comprehensive framework of strategy implementation success factors for the study, the factors of 11 frameworks were analysed, grouped and renamed.

Current workspace design, usage and management mainly support human-related strategy implementation factors. However, both organisation- and human-related factors are needed for the strategy implementation to be successful. Therefore, the organisations studied may have unused potential in their workspaces to ensure strategy-aligned operations and behaviour.

Due to the potential imbalance between organisation- and human-related strategy implementation factors, a more holistic, organisational-level approach to workspace design, usage and management is recommended to ensure the success of strategy implementation.

Workspaces have extensively been studied from individual strategy implementation factors’ as well as employees’ perspectives. Prior to this work, there are only few studies exploring workspace in the holistic, strategy implementation context.

Humane Entrepreneurship (HumEnt) is strongly purpose-oriented and characterized by a focus on inclusiveness and social and environmental sustainability, with attention to both internal and external stakeholders and their needs. In the attempt to provide new research in this field, this study aims to conduct an empirical investigation within the theory of HumEnt and, in particular, of the Human Resource Orientation (HRO) model among Italian Small and Medium-size Enterprises.

Based on quantitative data, this study used a deductive approach to investigate the relationship between the HumEnt model and firms’ relational embeddedness with different types of stakeholders (value chain stakeholders and societal stakeholders, respectively). More concretely, to investigate the relationships between the dimensions of the HumEnt model and firms’ relational embeddedness, partial least squares structural equation modeling was applied.

Findings of this study suggest that Entrepreneurial Orientation (EO) directly contributes only to value chain embeddedness. However, the results also show that if EO is mediated by an HRO (i.e. companies with a high HRO), a high level of societal embeddedness is also present.

This study represents a first attempt to provide comprehensive empirical evidence about the different dimensions characterizing the HumEnt theoretical model, and to highlight their relevance in supporting companies’ relational embeddedness capacity with different categories of stakeholders.

The purpose of this study is to investigate the relationship between digital competence and the capability to innovate in the service sector and examine if this relationship is mediated by human capital in the context of COVID-19 pandemic.

Using a cross-sectional survey, data were collected from 188 service sector professionals in the United Arab Emirates. Data were analyzed using partial least square-based structural equation modeling.

The findings of partial least square based structural equation modeling analysis indicate that there is a significant positive relationship between digital competence and the capacity to innovate in the service sector, which is partially mediated by human capital.

This study contributes to knowledge by offering an understanding of the relationship between digital competence and innovation capability, especially in uncertain situations. This study also notes the importance of human capital as a strategic resource for innovation.

This study aims to understand how project leaders' interactive use of the project management control systems (MCS) impact IT project performance, by examining the mechanisms through which this relationship is enacted.

Data were collected from a cross-sectional survey of 109 IT project managers working in Canadian and USA-based organizations. A moderated mediation model was analysed by hierarchical component reflective-formative measurement modelling using PLS-SEM.

Results suggest that the leader's interactive use of project MCS is associated with IT project performance, and this relationship is partially mediated by team learning behaviour. In addition, the relationship between the interactive use of project MCS and team learning behaviour is moderated by the organization's emphasis on process accountability, with the effect being stronger under the conditions of higher emphasis on process accountability.

This study contributes to the literature on the use of controls in the IT project-based business environments by explaining how the project leader's style of use of controls influences project team learning behaviour that in turn impacts project performance. Additionally, this study extends the project governance and accountability literature by identifying and empirically examining how the perceptions of project leader's institutionalized organizational accountability arrangements moderate the impact of the interactive use of control systems on team learning behaviour. A methodological contribution of the study is the scale development to measure leader's perceptions about the organization's emphasis on process accountability.

Organizational exploration has recently emerged in the literature as an essential aspect of contemporary organizations. However, little is known about its antecedents and, specifically, the role of contemporary leadership styles. The present study investigates the relationship between empowering leadership and organizational exploration. In addressing this relationship, we examine preoccupation with failure and leader gender as a mediator and a moderator, respectively.

We collected data from a sample of 326 US employees in March 2022. To test the present hypotheses, we used the PROCESS SPSS macro.

Our results supported our moderated mediation model, demonstrating that the indirect relationship of empowering leadership with organizational exploration via preoccupation with failure is stronger for male leaders than for female counterparts.

Concerning the practical implications of this study, organizations should be cognizant of empowering leaders’ impact on desirable outcomes. Additionally, organizations should promote preoccupation with failure to ameliorate organizational exploration. Preoccupation with failure can be achieved when error reporting is encouraged by organizations and supervisors and when a culture that promotes constructive feedback is established.

The present study offers novel insights into the underlying mechanisms and boundary conditions through which empowering leadership relates to organizational exploration. Additionally, it fills a gap in the literature concerning the relationship between empowering leadership and preoccupation with failure. Moreover, it adds to prior research regarding the outcomes of preoccupation with failure, filling the gap regarding the relationship between preoccupation with failure and organizational exploration. Lastly, it expands limited research focused on leader gender as a condition under which the effect of contemporary leadership styles could be enhanced or mitigated.