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This paper aims to report the results of a replication study of perceived managerial and leadership effectiveness within a Romanian public sector hospital, and to discuss the extent to which they are similar to and different from findings from equivalent studies carried out in two British NHS Trust hospitals.

Concrete examples (critical incidents) of effective and ineffective managerial behaviour were collected using Flanagan's critical incident technique (CIT). The critical incidents were content analyzed to identify a smaller number of behavioural statements (BSs). These were then compared and contrasted against two British BS data sets using realist qualitative analytic methods, and deductively coded and sorted into extant behavioural categories.

A total of 57 BSs were identified of which 30 were examples of effective and 27 of least effective/ineffective managerial behaviour. The multi‐case/cross‐nation comparative analysis revealed high degrees of commonality and relative generalization between the Romanian and British findings.

Data saturation may not have been achieved during the CIT collection phase of the study. The relevance and transferability of the findings to other public sector hospitals in Romania have yet to be demonstrated empirically. The results have potential as “best evidence” to inform and shape “evidence‐based HRD” initiatives designed to train and develop effective managers and leaders within the health services sector of Romania and the United Kingdom.

The study is a rare example of indigenous managerial behaviour research in a non‐Anglo country. The results lend strong empirical support for universalistic explanations of the nature of perceived managerial and leadership effectiveness.

Food delivery apps (FDAs) have rapidly developed due to mobile technologies, changes in modern consumption and increased online use during the COVID-19 pandemic. Despite this, the platforms are struggling to build a stable customer base and make a profit. This study combined tech-driven motivators in an information system success model (ISSM) and emotional attachment operated by affect transfer theory (ATT) to explain why people might continue to use an FDA.

An online quantitative cross-sectional survey was carried out via the Prolific platform. Data were collected from 416 FDA users and analyzed to test the hypotheses using the partial least squares based structural equation modeling.

The study found that system quality, information quality and emotional attachment directly influence the continued use of FDA. Moreover, the results suggest that perceived social interactivity and perceived playfulness are significant antecedents of emotional attachment.

The findings of this study enrich the current literature on continuance intention in online food delivery services by integrating the technology- and affective-based factors. The findings also provide various practical implications for app designers and marketers to foster an emotional bond with users, resulting in high retention rate.

The study proposes the integrated framework of ISSM and ATT for enhancing understanding of consumer behaviors in the post-adoption stage for FDA.

The main purpose of this paper is to investigate the relationship among leadership, organizational culture, the operation of learning organization and employees' job satisfaction.

A quantitative research design was employed. A total of 1,000 questionnaires were mailed out and received 134 valid replies.

The research results indicate that the various operation extents of learning organization have significant difference under the dimensions of leadership, organizational culture and the operation of learning organization. Both leadership and organizational culture can positively and significantly affect the operation of learning organization. In addition, the operation of learning organizations has a significantly positive effect on employees' job satisfaction.

Although this research is adopted with questionnaire investigation and concise questions to the best of one's ability it is still not known whether the respondents can substantially understand the original contextual meaning of the questionnaire to show the results with a true reflection.

The paper shows that, with the increasing number of knowledge workers in Taiwan, it is impossible for business administrators to satisfy employees' demands by means of conventional leadership. Instead, they are required to enhance their own skills in transformational leadership and, through setting a good example to employees, encouraging innovation and learning activities, developing employees' potentials, giving education and training activities, etc, more money incentives, this is necessary to keep people with excellent talents.

The paper adopts the experimental methodology to observe the learning achievement within the business organizations in Taiwan. Also, an attempt is made to make business organizations aware of the effect of organization learning activities in Taiwan and the job satisfaction of employee.

The purpose of this qualitative study is to compare the perceptions of employed people in Mexico and Colombia about managerial and leadership behavioural effectiveness.

A qualitative multiple cross-case and cross-nation comparative analysis of findings obtained from the two past emic replication (Mexico and Colombia) studies was conducted.

The study suggests that people within Mexican and Colombian organizations perceive “managerial and leadership behavioural effectiveness” in very similar ways. The findings support those researchers whose studies indicate that culture may not, as previously thought, play a significant role in the way managers should manage and lead their subordinates.

The authors acknowledge two main limitations related to the sample size and scope of the two compared sets of empirical source data. The number of critical incidents about perceived managerial behavioural effectiveness obtained from the two compared studies was unbalanced (318 from the Mexican study and 267 from the Colombian study). Thus, the authors suggest more indigenous replication managerial behaviour studies be carried out in both Mexico and Colombia with the objective of identifying (if possible) the existence of critical incidents that could lead to different findings. Furthermore, the authors suggest conducting replica studies focused on specific industries rather than a diverse range of organizations to test the generalizability of the findings.

The findings of the comparative study are relevant to those human resource development professionals in international companies with operations in Mexico and/or Colombia when preparing their executives for international assignments in these Latin American countries.

The comparative study attempts to generate new insights and better understanding within the context of “managerial and leadership behavioural effectiveness” research, which the authors hope will make a useful contribution to the existing small body of knowledge regarding similarities and differences in managerial practices across culturally diverse Latin American countries.

The purpose of this study is to estimate revealed comparative advantage and normalized revealed comparative advantage (NRCA) indices of India’s computer and information services (CIS) export competitiveness with regard to information technology (IT) competing developing nations, such as China, Philippines, Malaysia and Brazil.

Using annual data of total exports for CIS, transportation (TNS), travel (TVL) and insurance (INS) services under service categories of the balance of payment, the present study estimates the pattern of comparative advantage (CA) in India’s CIS exports with respect to IT competing developing nations such as China, Philippines, Malaysia and Brazil from 2000 to 2018. The choice of the study period is determined by the availability of consistent data on IT service exports of these nations. The study also estimates the export position of CIS export in comparison to India’s traditionally strong commercial services export of TNS, TVL and INS during the study period.

Both the indices showed that India had a strong CA in CIS compared to the selected nations, indicating India’s relative export performance to be stronger than that of China, Malaysia, Philippines and Brazil. The cross-service index showed that India’s relative specialization level in CIS with respect to the world’s average specialization level was stronger than its relative specialization level in TNS, TVL and INS services. Furthermore, The NRCA cross-nation index showed that India’s NRCA index score has been declining since 2010 with respect to these nations, which implied a decline in the competitiveness of CIS. On the other hand, NRCA has increased in the case of Philippines, Malaysia and Brazil for most of the period post-2010.

IT is a dynamic area of economic activity, and when the pace of change is so rapid, the relevance of individual factors can change over time. The study period is also limited to the available data.

The paper has implications for attaining sustainability in IT export growth. It is suggested that policies are directed at enhancing the overall performance of IT sector.

The novelty of the present study lies in the estimation of India’s competitiveness in IT exports in relation to the group of reference countries. With its policy recommendations, this research is helping to shape the sustainability of the IT sector.

The contribution of the present research and aim of the present paper is a provision and discussion of eclectic interdisciplinary concepts constituting a body of knowledge for developing and managing inter‐regional brands, hence contributing to closing the scientific gap as to an inter‐regional brand development conceptualisation.

The research method used was a case study, targeted to develop an understanding of a neglected academic field. Based on a documentary analysis, semi‐structured in‐depth interviews were conducted and interpreted. The InterReg IIIB‐supported RegioMarket project and a case study on Liechtenstein provide the background for the project.

Based on an extensive literature review, the present paper states that interdisciplinary theoretical development of the concept of branding has not kept pace with the increasing practical application of the branding concepts in a variety of sectors leading to application gaps and dissatisfying results. Representing the ultimate level of complexity, the development and management of inter‐regional brands crossing nations and cultures currently lacks any empirically researched systematic theory. Following the exploratory stage, an initial conceptualisation is presented to bridge the scientific gap as to the development of inter‐regional brands.

The major limitation of the research is that it focuses on only one participating region. Hence, the initial conceptualisation needs to be validated in other participating regions. A further limitation refers to a lack of research on the specific influence of SMEs on the success of the development of inter‐regional brands.

The discussion interlinks the interdisciplinary concepts of branding, perception, region, leadership, culture and identity and provides an initial conceptualisation so far not identified in the field of inter‐regional branding.

This study aims to distinguish two regret conditions, other-blame regret (O-regret) and self-blame regret (S-regret), and investigate the underlying mechanism and boundary conditions of the relationship between regret and negative word of mouth (NWOM).

Four experiments and one survey study test hypotheses regarding how O-regret and S-regret influence NWOM through mediating mechanism of anger and sadness and how the impact of regret on NWOM is moderated by boundary conditions.

The results show that consumers who experience O-regret transmit more NWOM than those who experience S-regret. Anger is a dominant emotion when consumers experience O-regret and mediates the impact of regret on NWOM, and sadness is a dominant emotion when consumers experience S-regret and mediates the impact of regret on NWOM. In addition, purchased price (full vs discount price), regret context (private vs public context) and return policy (strict vs lenient policy) are found to moderate the effect of regret on NWOM.

This study was conducted in China, which has a unique business environment that may differ from other countries. Therefore, this research opens a new avenue to further examine such a phenomenon in countries where a more lenient return policy is a standard business practice. Cross-nation studies comparing how different return policies and other business environment conditions are warranted in future research.

The study provides several insights for marketers considering the management of NWOM by understanding consumer O-regret and S-regret in either online or offline retailing situations.

This paper contributes to the extant literature by distinguishing different outcome regrets. The theoretical conceptualization and empirical findings shed further lights on the relationship between regret and other negative emotions and how O-regret and S-regret lead to different impacts on NWOM through different paths of mediation mechanism.

The purpose of this study was to compare the perceptions of Mexican and US employees about effective and ineffective managerial behaviour.

A qualitative multiple cross-case comparative analysis of findings obtained from two past emic replication studies of observed effective and ineffective managerial behaviour carried out in Mexico and the USA respectively was conducted.

Notwithstanding the significant cultural variances between Mexico and the USA underlined by various cross-cultural studies, the findings suggest that Mexican and US employees perceive effective and ineffective managerial behaviour in a very similar manner.

While the results of the study suggest that culture may not play a significant role in the way people perceive managerial and leadership effectiveness, the authors suggest that more replication studies with larger and more balanced gender samples using different methods need to be performed in both countries.

The findings of the study may be relevant for human resource development professionals in both countries when providing training to expatriates for international assignments. Reinforcing the set of managerial practices that are perceived as effective in these two countries and emphasizing those practices that may be particular to Mexico and the USA respectively, could lead to an improvement in the performance of Mexican executives managing in the USA and US executives managing in Mexico.

This paper compares managerial behavioural effectiveness between Mexico and the USA.

This study aims to identify the role of this intangible cultural heritage (ICH) domain (i.e. social practices, rituals and festive events) in social representations in cross nations using the case of Mazu belief. This study also intends to compare the different social representations of the same religious belief among the regions and implies how ICH facilitates regional connections and its potential for urban tourism development.

This study uses a mix of qualitative approaches, such as desktop research, in-depth interviews, focus group discussions and participant observations. These approaches can supplement one another in discovering the cultural context of the Mazu belief and the perceived meanings of its ritual practices.

Mazu ritual practices in the four identified cities have different social representations, as explicitly expressed from the informants on different forms of celebration. Despite the differences, Mazu belief is representative in placemaking and for regional connections. Not all four cities agree on the current status as embedded in tourism development. However, the key informants show a welcoming manner to the outsiders in participating and experiencing their practices.

The research context of Mazu belief and customs can be extended to more urban cities, which practice this culture.

Different countries and regions that share the same belief can understand distinct social representations from one another. Practical collaborations can be expanded for cultural exchanges, especially the exploration of the role of religion played in boosting urban tourism development.

Mazu belief and customs is a unique cultural asset in enhancing the social representations of Chinese expatriates overseas. Its cultural practices successfully enhance the cultural exchange and social cohesion among religious communities locally and internationally.

Using a United Nations Educational, Scientific and Cultural Organization (UNESCO)-inscribed ICH item with a large audience worldwide, this study supplements the theory of social representations in exploring the intangible cultural assets and highlights the role of ICH in urban tourism and regional and city planning.