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The purpose of this paper is to highlight the central role of bank customers’ engagement as a mediating variable between customer experience and two non-transactional customer behaviors (advocacy and attitudinal loyalty).

To test the hypothesis, a model was designed with two antecedents of bank customer engagement (satisfaction and customer emotions), and two non-transactional behaviors (attitudinal loyalty and customer advocacy). The model was tested on a sample of 1,790 customers of two Spanish banks.

Results confirm bank customer engagement as the mediating variable between customer experience outcomes and non-transactional behaviors.

Banks should design physical spaces with an atmosphere that will have a positive impact on their customers, and pay particular attention to interactions with contact personnel and other customers present at that moment of truth. The new concept of the branch now being introduced looks to the future, transforming it into a place to attend to and advise customers, and designed to encourage and facilitate a more personal and enduring relationship. This transformation includes longer opening hours and a concept that appears to draw from the store model. Its design is more accessible, more agile, more welcoming and more digital, conceived to attract the customer’s attention from the first moment.

The contribution of this research is related to the analysis from a theoretical and empirical perspective of the mediating impact of customer engagement between customer experience outcomes (satisfaction and emotions during the service) and non-transactional behaviors (advocacy and attitudinal loyalty).

The purpose of this paper is to examine the influence of board gender diversity on the transparency of corporate political disclosure (CPD).

Two empirical proxies, CPD transparency and policy transparency, are constructed from a data set jointly produced by the Center of Political Activity and the Carol and Lawrence Zicklin Center for Business Ethics Research. The CPD transparency score measures the level of transparency in voluntary corporate disclosure of the amount of political contributions and the identity of the recipients as well as the titles and names of the executives who authorize the political spending. The policy transparency score measures the level of transparency in the voluntary disclosure of the policies governing corporate political spending. Board gender diversity is measured by the percentage of women on the board of directors.

Higher proportions of female directors are associated with more transparent disclosure of political contributions after controlling for a set of corporate governance and firm-level variables.

This study is the first to examine whether and how gender-diversified boards enhance the transparency of CPD. It contributes to the literature by providing evidence that gender-diversified boards enhance corporate governance.

The purpose of this paper is to compare the levels of entrepreneurial intention (EI) among academics from different fields of university knowledge and to evaluate the effect of entrepreneurial education (EE) on students taking management, engineering and accounting courses.

A survey has been conducted with 491 academics from different fields of knowledge at the Brazilian undergraduate level to compare their EI levels and to validate the effect of EE in the EI in management, engineering and accounting courses.

This study has demonstrated that EE has a positive effect on EI among undergraduate management and engineering students.

This study has been restricted to some fields of knowledge within the undergraduate courses at university level. It has generated specific conclusions and recommendations that cannot be generalised. It suggests new lines of research from its results.

This study may encourage investment in EE programmes in certain fields of knowledge within institutions and communities that need to foster entrepreneurship as a driver of economic development.

This study provides empirical evidence of the impact of EE on EI among academics from different fields of knowledge in higher education institutions in Brazil, as well as compares and lists the undergraduate courses where students have more entrepreneurial intention.

The purpose of this paper is to extensively discuss the performance management system characteristics of amoeba management and organizational ambidexterity to provide conceptual comparisons between the two and assist scholars and practitioners in their respective research design and adoption decisions.

Management databases that included Science Direct, ABI/INFORM Global, Business Source Premier and Scopus (and their Japanese counterparts), as well as a number of journals known for publishing work on amoeba management and organizational ambidexterity, were used to identify relevant published work. An initial identification of almost 2,500 books and articles was reduced to the paper’s approximately 100 references. Feedback from presenting the paper at management conferences and university seminars supports the comprehensiveness of the assembled literature.

This paper shows that prior research’s conflating of amoeba management and organizational ambidexterity is misguided. While the two performance management systems share a common overarching philosophy on how to successfully operate in highly competitive environments and adopt a similar urgency about the need for business units to feature relatively small numbers of employees, significant differences involving the enactment of strategy, organizational structure, organizational culture, planning horizon, performance measures, employee involvement, employee selection and leadership prevail.

By providing scholars and practitioners with better, more holistic understandings of amoeba management and organizational ambidexterity, the paper seeks to advance theoretical and practical understandings of the two performance management systems. The model provided helps scholars incorporate into their research more complete theoretical constructions and operational representations of these two performance management systems and helps practitioners make better informed adoption choices.

Many experts agree with the opinion that blockchain technology will bring about a revolution and create a new system of living, relating and doing business. What so far seems to be an experimental phenomenon, which is already producing results and creating high-value communities, may soon become a real social transformation. The case study presented here sheds some light on the blockchain reality, the importance of digital entrepreneurial talent, which seeks to take advantage of a situation in the country to develop a commercial project attractive to foreign investors. The authors analyze the key elements of the success of a Paraguayan company focused on high-tech operations. The authors venture to present an exploratory model of management in the blockchain world, in order to collaborate, cooperate and encourage the success of many future digital ventures.

This paper aims to propose and assess a framework to analyse the institutionalization of Industry 4.0 (I4.0) through a framing analysis.

The framework was developed by combining the institutional approach with orders of worth, drawing insights from a comprehensive literature review. To assess it, the authors conducted a qualitative analysis of annual reports from companies with the largest market capitalization over a six-year period and interviewed union representatives in Spain and Sweden.

The framework comprises five dimensions (industrial, market, civic, green and connectionist). The empirical results reveal that companies consistently frame I4.0 with an emphasis on industrial and market perspectives. In contrast, unions place a stronger emphasis on civic issues, with Spanish unions holding a more negative view of I4.0, expressing concerns about working conditions and unemployment.

The proposed framework brings interesting insights into the dispute over the meaning of I4.0. Although this empirical study was limited to companies and unions in Sweden and Spain, the framework can be expanded for broader investigations, involving additional stakeholders in one or more countries. The discussion outlined using the varieties of capitalism approach is relevant for understanding the connection between the meso and macro levels of this phenomenon.

In navigating the landscape of I4.0, managers should remain flexible, and ready to tailor their strategies and operations to align with the distinct demands and expectations of stakeholders and their specific institutional environments. Similarly, policymakers are urged to acknowledge these contextual intricacies when crafting strategies for implementing I4.0 initiatives across national settings.

Based on the empirical findings, this study underscores the importance of fostering social dialogue and involving stakeholders in the implementation of I4.0. Policymakers and other stakeholders should take proactive measures, tailored to each country’s context, to mitigate potential adverse effects on labour and workers.

The study presents a novel framework that facilitates the systematic comparison of I4.0 framing by different actors. This contribution is significant because the way actors frame I4.0 affects its interpretation and implementation. Additionally, the aggregate analysis of results enables cross-country comparisons, enhancing our understanding of regional disparities.

The purpose of this paper is to empirically investigate the relationships among the implementation of LSC practices. Particularly, the authors examine the adoption level of 27 LSC practices, which were identified in a literature review, within 113 manufacturing companies from different sectors located in Southern Brazil.

Data collected were analyzed by means of multivariate techniques (partial correlation analysis) and two control variables were used: level of onshore suppliers and company’s experience on lean manufacturing implementation.

The results showed that the relationship among practices may not always be synergic, since there are pairs of practices that, when concurrently implemented they tend to conflict, hindering their benefits.

The use of partial correlations between pairs of LSC practices provides means to better understand specific associations, disregarding the implementation effect of the whole set of practices. The research also provides managers and practitioners arguments to better comprehend how practices interact with each other under specific contexts.

In today’s hypercompetitive, digital-first, knowledge-based economy, organizational creativity has never been more important as a potential source of competitive advantage. The foundation stone for every innovation is an idea and all ideas are born of creativity. The innovation process thus starts with creativity and the new ideas it yields are ideally based on insights that will lead ultimately to novel outcomes (such as new products, services, experiences or business models) and thereby to a sustainable competitive advantage. In established businesses, until relatively recently, creativity was called on only for specific, often high-profile occasions, for ‘hackathons’ or for major ‘innovation jams’, but today it is an essential, everyday necessity of routine work. However, attaining the right level of creativity from within is a challenge for many organizations and so they need to establish an appropriate and effective way to import it into their teams, projects and, ultimately, culture. The arts are a pure, unadulterated form of creativity. Mindsets, processes and practices from the arts can give organizational creativity a significant boost and can potentially offset the creative deficit in an organization. Here, the illustrative cases and practices that demonstrate how the arts can have a positive impact on business are examined.