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Managers must make numerous strategic decisions in order to initiate and implement a business model innovation (BMI). This paper examines how managers perceive the management team interacts when making BMI decisions. The paper also investigates how group biases and board members’ risk willingness affect this process.

Empirical data were collected through 26 in-depth interviews with German managing directors from 13 companies in four industries (mobility, manufacturing, healthcare and energy) to explore three research questions: (1) What group effects are prevalent in BMI group decision-making? (2) What are the key characteristics of BMI group decisions? And (3) what are the potential relationships between BMI group decision-making and managers' risk willingness? A thematic analysis based on Gioia's guidelines was conducted to identify themes in the comprehensive dataset.

First, the results show four typical group biases in BMI group decisions: Groupthink, social influence, hidden profile and group polarization. Findings show that the hidden profile paradigm and groupthink theory are essential in the context of BMI decisions. Second, we developed a BMI decision matrix, including the following key characteristics of BMI group decision-making managerial cohesion, conflict readiness and information- and emotion-based decision behavior. Third, in contrast to previous literature, we found that individual risk aversion can improve the quality of BMI decisions.

This paper provides managers with an opportunity to become aware of group biases that may impede their strategic BMI decisions. Specifically, it points out that managers should consider the key cognitive constraints due to their interactions when making BMI decisions. This work also highlights the importance of risk-averse decision-makers on boards.

This qualitative study contributes to the literature on decision-making by revealing key cognitive group biases in strategic decision-making. This study also enriches the behavioral science research stream of the BMI literature by attributing a critical influence on the quality of BMI decisions to managers' group interactions. In addition, this article provides new perspectives on managers' risk aversion in strategic decision-making.

The COVID-19 pandemic has posed many challenges in almost all sectors around the globe. Because of the pandemic, government entities responsible for managing health-care resources face challenges in managing and distributing their limited and valuable health resources. In addition, severe outbreaks may occur in a small or large geographical area. Therefore, county-level preparation is crucial for officials and organizations who manage such disease outbreaks. However, most COVID-19-related research projects have focused on either state- or country-level. Only a few studies have considered county-level preparations, such as identifying high-risk counties of a particular state to fight against the COVID-19 pandemic. Therefore, the purpose of this research is to prioritize counties in a state based on their COVID-19-related risks to manage the COVID outbreak effectively.

In this research, the authors use a systematic hybrid approach that uses a clustering technique to group counties that share similar COVID conditions and use a multi-criteria decision-making approach – the analytic hierarchy process – to rank clusters with respect to the severity of the pandemic. The clustering was performed using two methods, k-means and fuzzy c-means, but only one of them was used at a time during the experiment.

The results of this study indicate that the proposed approach can effectively identify and rank the most vulnerable counties in a particular state. Hence, state health resources managing entities can identify counties in desperate need of more attention before they allocate their resources and better prepare those counties before another surge.

To the best of the authors’ knowledge, this study is the first to use both an unsupervised learning approach and the analytic hierarchy process to identify and rank state counties in accordance with the severity of COVID-19.

The discussion on international migration has become a significant part of globalization and a topical issue in international relations, especially in developing economies which mostly relies on migrant remittances. The purpose of the study is to examine whether financial market development (equity market development and banking sector development) really drives migrant remittance flow in Sub-Saharan Africa (SSA).

The study employs the dynamic heterogeneous panel data approach-the pool mean group (PMG) and the mean group (MG) techniques in analyzing the model based on data obtained from 27 SSA countries covering the period 2000–2020.

The findings of the study revealed that financial market development (equity market development and banking sector development) is a key driver of migrant remittances flows in the SSA region. In addition, the study revealed that the following macroeconomic variables such as real interest rate, unemployment rate, global growth, emigration, and economic growth are also determinants of migrant remittances flows in the SSA region.

The reviewed empirical literature revealed that several studies documents that the macroeconomic determinants of migrant remittances include inflation, GDP, interest rate, exchange rate, population growth, financial sector development and unemployment rate. Most of these studies fail to capture both equity market development and robust banking sector development (financial market development) as critical drivers of migrant remittances flow in SSA. Also, this study uses a robust measure of equity market development and banking sector development, unlike previous studies.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-05-2023-0361

This study examines potential ways to break the inequality reproduction circle faced by ethnic minority health workers and sustained by key performance indicators (KPIs)-centred management in the National Health Service (NHS) in England. It does so through the lens of signalling theory.

Three years panel data for 2018–2020 covering 207 hospitals was compiled from the annual NHS staff survey and matched with relevant administrative records. Structural equation modelling was used to test the proposed hypotheses at the organisational level.

The moderated mediating model reveals that persistent racial discrimination by managers and coworkers can disadvantage the career progression of ethnic minority health workers, which in turn reinforces and reproduces economic and health inequalities among them. More importantly, we show how the collective agreement that the senior management team acts (SMTA) on staff feedback can break this vicious circle.

While our research focuses on the not-for-profit health care sector, it opens important opportunities to extend the proposed model to understand organisational inequality and how to address it.

Perceived SMTA can send strong signals to reduce deep-rooted discrimination (race, gender, age, etc.) through resource allocations and instrumental functions. This is also a way to address the current staff burnout and shortage issues in the healthcare sector.

This article reveals why the purpose of organisations that provide public service to reduce social inequality was comprised during their business-like operations and more importantly, how to reflect their foundational purpose through management practice.

This study offers a way forward to resolve one of the unintended consequences of KPI-centred management in the not-for-profit sector through unpacking the process of inequality reproduction and, more importantly, how it is possible to break this vicious circle.

The purpose of this study is to reveal the mechanism of humble leadership inducing abusive supervision from the low-status compensation perspective, examining the mediation role of leader perceived thread to status. Besides, the moderation effect of regulatory focus on the mediation path is discussed.

This study conducted a three-wave longitudinal survey. The data was collected from 438 leaders and their employees in five Chinese enterprises. This study used Mplus 7.4 and adopted a bootstrapping technique for data analysis.

Humble leadership has a positive effect on leader perceived threat to status. Leader perceived threat to status plays a mediation role between humble leadership and leader abusive supervision. Leader regulatory focus is the “gate valve” that humble leadership fosters leader abusive supervision. That is, when the leader promotion focus is high, leader perceived threat to status bred by humble leadership is low, resulting in less abusive supervision. When the leader prevention focus is high, humble leadership brings relatively more abusive supervision through perceived threat to status.

This study explores why humble leadership breeds abusive supervision behaviors and reveals the mechanism behind the negative effect of humble leadership based on low-status compensation theory. This study not only promotes the continuous development of the field of humble leadership research through empirical research but also provides guidance for effectively suppressing the negative effects of humble leadership, promoting strengths and avoiding weaknesses and suppressing inappropriate management behaviors in management practice.