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The purpose of this study is to examine whether and how financial performance feedback influences green innovation performance by drawing on the behavioral theory of the firm (BTOF) and relying on motivation-based logic.

A total of 17,558 firm-year observations from 3,062 publicly traded firms in China are used as the research sample.

The results reveal that low-performing firms are less likely to conduct green innovation activities because managers burden pressure to meet short-term targets. This study further finds that these relations are moderated by institutional ownership.

This study contributes to the BTOF literature by linking performance feedback to green innovation activities. This study applies a motivation-based logic to relate performance below and above aspirations to green innovation activities. This study introduces institutional ownership as a boundary condition.

This study aims to assess the relationships between cultural travel motivation, two dimensions of authenticity and satisfaction of domestic tourists visiting Sirince in Turkey. Given the structure of the model, authenticity is two latent variables, indirectly affecting satisfaction.

The research takes a predictive and explanatory approach rather than theory confirmation. Partial least squares (PLS) algorithm was used to assess the multiple mediation. The data were collected from 391 domestic visitors through a self-administered questionnaire.

The research highlights that two dimensions of authenticity have a statistically mediating influences on the relationship between cultural travel motivation and satisfaction. Furthermore, while cultural travel motivation is the most important predictor of satisfaction, object-based authenticity has emerged as an antecedent variable that deserves to be given the highest importance. Finally, first time visitors and repeaters did not differ across all relationships in the model.

The fact that the data were collected only from Sirince can be considered as geographical limitations of the study. Another limitation is that due to the ongoing COVID-19 pandemic, the data were obtained only from domestic tourists visiting Sirince.

The study on the multiple mediating roles of authenticity in the relationship between motivation factor alongside satisfaction revealed a variety of application opportunities, particularly for destinations attempting to position themselves as authentic. Accordingly, authenticity concept gains significance in tourism industry more often because unique experiences at the visited destinations can satisfy the individuals in search of their self-identity.

Furthermore, transformation of authentic places into tourism destinations develops cultural values in line with expectations of tourists. However, this transforms domestic cultural factors into commercial products by eroding their significance in the eye of local residents. This invites artificiality by drifting apart from originality of cultural elements. Each element serves as part of authenticity is indeed away from authentic experience even though it is regarded as an authentic experience from tourists’ perspective because it diverts from its reality. Establishing balance between tourists’ travel motivations and their expectation from authentic destination is substantially important to satisfy their sensational and sentimental expectations. In addition to the ones mentioned above, managers should take an active role in promotion and focus on sponsorship activities to highlight the authenticity of Sirince; begin reconstruction works by considering the original architecture specific to the region; and pay attention to the compatibility of the new architectural texture with the destination character. As stated in the study of Genc and Gulertekin Genc (2021), special attention should be paid to the harmony between the architectural texture and the destination feature. Finally, considering that authenticity has a mediating role between cultural travel motivation and satisfaction, authentic values should be highlighted in promotional videos.

There has been very little research into the role of the dimensions of authenticity in mediating the relationship between cultural motivation and satisfaction. Unlike previous studies on authenticity and tourism, this research attempted to examine the relationship between cultural travel motivation and satisfaction by involving two dimensions of authenticity into the model.

This study aims to contribute to the academic disciplines of entrepreneurship and management by developing a new theory that explains Founder-CEOs’ succession in family and non-family firms. Many scholars failed to generate a specific theory to describe the succession of Founder-CEOs. Family firms remain complex enterprises comprising interconnectedness of cultural interests in which corporate governance occurs by families, Founder-CEOs and sometimes a board of directors.

This study’s design/methodology/approach reflects post-modernist epistemological and ontological perspectives for conducting systematic literature reviews. To identify relevant studies in the review, the several databases (Australian Business Dean’s Council Journal Quality List; EBSCO Database, including PsycINFO and Psych studies; Web of Science) and a mix of ranked journals from entrepreneurship, management and psychology were used.

The findings and results in this paper reflect the purpose, methodology and literature analysis culminating in 1,582 peer-reviewed studies. A total of 182 peer-reviewed studies met the criterion for review. Throughout the research process, a systematic literature review uncovered management literature gaps overlooked for decades during the theory-building process. Hence, developing a theory of Founder-CEOs succession used a combination of systematic, inductive, comparative and interactive approaches.

A Theory of Founder-CEOs Succession explains the strategic process of replacing a founder systematically. The promotion of, and incentives for, internal executives have been topics of great interest and deliberation among scholars and practitioners for a long time. This study contributes research implications for theory building in the academic disciplines of entrepreneurship and management by offering scholars and practitioners a theory that does not exist to describe Founder-CEOs’ succession encompassing both strategic successes and failures. By incorporating successes and failures, this study provides realistic reflections of Founder-CEOs.