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This paper aims to examine the association between the perceived values of information (economic, hedonic, functional, psychological) and the actual use of social networking channels (Instagram/Facebook groups/SNS personal profiles or messaging) for seeking information on accommodations.

879 respondents aged 18–55, who travel abroad as individual tourists at least once a year and are responsible for their own accommodation choice, were surveyed.

The study shows that all the values of information are more likely to be provided through posting a question on one's profile/messaging options (i.e. friends and relatives), than through Facebook groups and Instagram. The multivariate findings show that different values are associated with different SNS channel choices for seeking information.

The study provides an innovative approach to the motivations behind the use of different SNS platforms for travel information search by consumers. It offers practical implications, suggesting how to provide the relevant content on each channel.

This study aims to explore the role of frontline service employees’ (FSEs) awareness that their job can be substituted by smart technology, artificial intelligence, robotics and algorithms (STARA) in their job autonomy and proactive service performance and when these relationships can be buffered. Drawing on the cognitive appraisal theory of stress, the study examined the mediating relationship between FSEs’ STARA awareness, job autonomy and proactive service performance and the moderating effects of self-efficacy and resilience on this relationship.

The authors administered two-wave online surveys to 301 South Korean FSEs working in various service sectors (e.g. retailing, food/beverage, hospitality/tourism and banking). The Time 1 survey measured respondents’ STARA awareness, self-efficacy, resilience and job autonomy, and the Time 2 survey assessed their proactive service performance.

FSEs’ STARA awareness negatively affected their subsequent proactive service performance through decreased job autonomy. The negative association between STARA awareness and job autonomy was weaker when FSEs’ self-efficacy was high than when it was low. While the authors observed no significant moderation of resilience, the author found a marginally significant three-way interaction between STARA awareness, self-efficacy and resilience. Specifically, STARA awareness was negatively related to job autonomy only when both self-efficacy and resilience were low. When either self-efficacy or resilience was high, the association between STARA awareness and job autonomy became nonsignificant, suggesting the buffering roles of the two personal resources.

Given that the measurement of variables relied on self-reported data, rater biases might have affected the findings of the study. Moreover, the simultaneous measurement of STARA awareness, self-efficacy, resilience and job autonomy could preclude causal inferences between these variables. The authors encourage future studies to use a more rigorous methodology to reduce rater biases and establish stronger causality between the variables.

Service firms can decrease FSEs’ STARA awareness through training in the knowledge and skills necessary to work with these technologies. To promote FSEs’ proactive service performance in this context, service firms need to involve them in decisions related to STARA adoption and allow them to craft their jobs. Service managers should provide FSEs with social support and exercise empowering and supportive leadership to help them view STARA as a challenge rather than a threat.

Distinct from prior research on STARA awareness and employee outcomes, the study identified proactive service performance as a key outcome in the STARA context. By presenting self-efficacy and resilience as crucial personal resources that buffer FSEs from the deleterious impact of STARA awareness, the study provides practitioners with insights that can help FSEs maintain their job autonomy and proactive service performance in times of digitalization and automation.

The aim of this paper is to systematically review the literature published in recognized journals focused on recognition-based heuristics and their effect on investment management activities and to ascertain some substantial gaps related to them.

For doing research synthesis, systematic literature review approach was applied considering research studies published within the time period, i.e. 1980–2020. This study attempted to accomplish a critical review of 59 studies out of 118 studies identified, which were published in reputable journals to synthesize the existing literature in the behavioural finance domain-related explicitly to recognition-based heuristics and their effect on investment management activities.

The survey and analysis suggest investors consistently rely on the recognition-based heuristic-driven biases when trading stocks, resulting in irrational decisions, and an investment strategy constructed by implementing the recognition-based heuristics, would not result in better returns to investors on a consistent basis. Institutional investors are less likely to be affected by these name-based behavioural biases in comparison to individual investors. However, under the context of ecological rationality, recognition-based heuristics work better and sometimes dominate the classical methods. The research scholars from the behavioural finance community have highlighted that recognition-based heuristics and their impact on investment management activities are high profile areas, needed to be explored further in the field of behavioural finance. The study of recognition-based heuristic-driven biases has been found to be insufficient in the context of emerging economies like Pakistan.

The skilful understanding and knowledge of the recognition-based heuristic-driven biases will help the investors, financial institutions and policy-makers to overcome the adverse effect of these behavioural biases in the stock market. This article provides a detailed explanation of recognition-based heuristic-driven biases and their influence on investment management activities which could be very useful for finance practitioners’ such as investor who plays at the stock exchange, a portfolio manager, a financial strategist/advisor in an investment firm, a financial planner, an investment banker, a trader/ broker at the stock exchange or a financial analyst. But most importantly, the term also includes all those persons who manage corporate entities and are responsible for making its financial management strategies.

Currently, no recent study exists, which reviews and evaluates the empirical research on recognition-based heuristic-driven biases displayed by investors. The current study is original in discussing the role of recognition-based heuristic-driven biases in investment management activities by means of research synthesis. This paper is useful to researchers, academicians, and those working in the area of behavioural finance in understanding the role that recognition-based heuristics plays in investment management activities.

Social participation and user-generated contents have engendered an era when “any receiver can be a provider.” Although studies have emphasized on increasing the number of subscribers conducive to platform success, the issue regarding why viewers drop their registered YouTuber channels has been less addressed. This article aims to present and empirically test a causal model to account for the pattern of discontinuous intention of attention to YouTuber channels.

Inspired by the expectation–disconfirmation theory, the study proposes and examines a research model by using an empirical quantitative approach. The proposed model considers channel and YouTuber facets, as well as potential moderation effects of viewing seniority.

Analysis of a sample of 406 questionnaires revealed that ads interference is not a significant reason for discontinuation of viewing a channel, in contrast to insufficient playfulness and inconsistency. Regarding YouTubers’ features, both interaction inadequacy and negative self-disclosure are significant determinants of perceived dissatisfaction and discontinuation of viewing. The effects of determinants of discontinuity depend on viewers' seniorities, except for negative self-disclosure.

While existing studies have focused mainly on revealing the determinants associated with the behavioral intention of viewing YouTuber channels to increase self-media performance, this research contributes insights into the literature investigating why existing viewers stop following a certain YouTuber channel. From a psychological perspective, this study demonstrates the value of modeling discontinuous behaviors toward YouTuber channels in the domain of social marketing.

This study aims to investigate the influence of CEO’s only-child status on corporate social responsibility (CSR) practices. It seeks to extend the understanding of upper echelon theory by examining unexplored CEO characteristics and their impact on CSR decisions.

The paper uses manually collected CEO family information and Chinese Stock and Market Accounting Research data as a basis to examine the influence of CEOs’ early-life experiences on their engagement in CSR activities. The study applies attachment security theory from developmental psychology and uses upper echelon theory, particularly focusing on CEOs’ only-child status. A comparative analysis of philanthropic donations between CEOs who are only children and those who have siblings is conducted. The study also examines the moderating effects of corporate slack resources and CEO shareholdings.

Preliminary findings suggest that CEOs who are only children are more likely to engage in CSR compared to their counterparts with siblings. However, the difference in donation amounts between the two groups tends to attenuate with decreased slack resources and increased CEO shareholdings.

To the best of the authors’ knowledge, this research represents the first attempt to investigate being the only child in one’s family and the CSR-related decision of CEOs, which extends the upper echelon theory by introducing the family science theory into the management domain.

This study aims to explore how visionary leadership influences innovative work behavior (IWB) with the mediating effect of knowledge sharing (KS), employee creativity and moderating role of work centrality in the relationship between employee creativity and IWB in the organization.

A survey was administered to 304 respondents who were employees in different organizations in the United Arab Emirates. The data were analyzed through structural equation modeling using SmartPLS4.

The results show that visionary leadership is significantly associated with KS and employee creativity. Moreover, employee creativity has a notable impact on IWB, and the connection between employee creativity and IWB remains unaffected by work centrality.

This study offers a novel perspective by investigating the interrelationship between visionary leadership, KS, employee creativity, work centrality and IWB. A distinctive feature of this study lies in its focus on the mediation and moderation effects within this framework, with emphasis on a relatively new leadership style, visionary leadership. By exploring the mediating role of KS between visionary leadership and employee creativity, as well as the mediating role of employee creativity between KS and IWB, this study offers one of the first to highlight the underlying mechanisms that drive IWB. Furthermore, to the best of the authors’ knowledge, this study is one of the first to introduce work centrality as a moderator in the relationship between employee creativity and IWB.

Despite the significant interest from researchers and practitioners, the literature on project value measurement from the perspective of the customer is non-existent. This study aims to address this gap by developing and validating a scale to measure project value through a customer lens called the customer perception of project value scale.

A list of items was initially generated based on 762 sample responses through a systematic review of the literature and with the participation of specialists. Exploratory and confirmatory factorial analyses and structural equation modelling were used to develop and validate the scale.

The authors formulated a four-dimension scale. The dimensions used to measure the second-order construct are customer centrality, process, delivery and cost-benefit. This was validated using a nomological structure.

The non-consensual nature of what is value in projects restricts the results of this study to the context of a specific group of stakeholders only, that is, the consumers of the projects. The authors also see limitations in the absence of competing scales, which do not allow the comparison of the instrument with alternative measures.

This study allows project managers and other professionals to measure a project’s perceived value from the customer’s point of view and manage the improvement of this perception.

To the best of the authors’ knowledge, this is the first study to propose a scale to measure project value, which advances the literature on project management and value and contributes to academic knowledge and practice by measuring project value from the customer standpoint.

This paper aims to examine the link between the Big Five personality traits and self-efficacy for teamwork, positioning manifest needs as intervening variables. The primary purpose of the analyses is to further develop some of the key variables contributing to team performance.

Relationships were tested with conditional process analysis. The sample includes 315 students from a large university. Likert measures were used to operationalize survey items, which are based on existing scales in the literature.

Each of the Big Five dimensions are related to teamwork self-efficacy (TSE), with manifest needs having significant mediating effects. For example, conscientiousness displayed a positive relationship to TSE, with both the need for affiliation and the need for power acting as significant intervening variables. Such relationships for each personality dimension are discussed fully in the paper.

High functioning teams need members who share a level of self-efficacy for engaging in teamwork. Leaders who must form their teams may find it useful to consider TSE, and the individual attributes that contribute to this important construct. The authors’ examination of the roles of both personality and manifest needs should offer some essential tools for this objective.

This paper contributes to our understanding of the relationship between personality and TSE by investigating manifest needs as process variables.

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.

This study aims to explore how to overcome and address the loss of exploratory innovation, thereby achieving greater success in exploratory innovation. This phenomenon of loss occurs when enterprises decrease their investment in and engagement with exploratory innovation, ultimately leading to an insufficient amount of such innovation efforts. Drawing on dynamic capabilities, this study investigates the relationship between organizational foresight and exploratory innovation and examines the moderating role of breakthrough orientation/financial orientation.

This study used survey data collected from 296 Chinese high-tech companies in multiple industries and sectors.

The evidence produced by this study reveals that three elements of organizational foresight (i.e. environmental scanning capabilities, strategic selection capabilities and integrating capabilities) positively influence exploratory innovation. Furthermore, this positive effect is strengthened in the context of a high-breakthrough orientation. Moreover, the relationships among environmental scanning capabilities, strategic selection capabilities and exploratory innovation become weaker as an enterprise’s financial orientation increases, whereas a strong financial orientation does not affect the relationship between integrating capabilities and exploratory innovation.

Ambidexterity is key to successful enterprise innovation. Compared with exploitative innovation, it is by no means easy to engage in exploratory innovation, which is especially important in high-tech companies. While the loss of exploratory innovation has been observed, few empirical studies have explored ways to promote exploratory innovation more effectively. A key research implication of this study pertains to the role of organizational foresight in the improvement of exploratory innovation in the context of high-tech companies.

This paper contributes to the broader literature on exploratory innovation and organizational foresight and provides practical guidance for high-tech companies regarding ways of avoiding the loss of exploratory innovation and becoming more successful at exploratory innovation.