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Our prior work has identified a trade-off that new entrants face in obtaining favorable market reception, whereby initial entrants suffer from a deficit of legitimacy whereas later entrants suffer from a deficit of authenticity. This research has also proposed that a single mechanism is responsible for this trade-off: the tendency for customers and other stakeholders to assess the entrant's claim to originality based on the visible work that it has done to legitimate the new product or organizational form. This chapter extends and deepens our understanding of such “legitimation work” by showing how it can illuminate cases that seem in the first instance to defy this trade-off. In particular, we focus on two “off-diagonal” cases: (a) when, as in the case of “patent trolls” and fraudulent innovators, early entrants are viewed as inauthentic despite having a credible claim to originality; (b) when late entrants, as in the case of Dell Computers, mechanical watches and baseball ballparks, are viewed as authentic despite obviously not being the originators. We clarify how each off-diagonal case represents an ‘exception that proves the rule’ whereby audiences attribute authenticity on the basis of legitimation work rather than on the order of entry per se. The last case also leads to an opportunity to clarify why “cultural appropriation” can sometimes project authenticity and sometimes inauthenticity, why audiences bother to make inferences about a producer's authenticity on the basis of visible legitimation work, and why legitimacy is a universal goal of early movers whereas authenticity varies in its importance.

Positive-framed and negative-framed messages were delivered to examine the effect of framing on intertemporal decisions through lab experiments while holding the level of financial literacy constant. The three big questions adopted by Lusardi and Mitchell were utilized to assess the financial literacy of our subjects before they were asked to complete 20 incentivized intertemporal decisions. A small, delayed reward and a slightly bigger one were incorporated into the intertemporal decisions with a delay of 30 days. The ordinary least square (OLS) shows that the negative relationship between financial literacy and discount rates was held when the delayed reward was small. Interestingly, when the delayed reward became slightly bigger, their discount rates were reduced significantly with the negatively framed message. These findings suggest that the negatively framed message can motivate individuals to save for a greater return in the real world. Lastly, subjects with the highest level of financial literacy were not responsive to the magnitude effect, proving that a financial literacy program is essential to strengthen the individual's financial plan and reduce their discount rates in the developing country context.

The concept of “Workplace Spirituality (WPS)” in the field of management has gained great interest in the last decade, especially due to its connection with profitability. There has been a rapid increase in research related to the topic. It is assumed that employees who spend a significant part of their time at work are willing to satisfy their spiritual needs at the workplace. Such unprecedented challenges as the COVID-19 pandemic have posed many difficulties for organizations to remain agile, develop and grow, and innovate to survive. At this very moment, the importance and meaning of WPS for managers appear to have increased even more. Workplace spirituality is related to motivation, belongingness, and loyalty, and the pandemic seems to have created significant issues concerning these topics with employees. Employees have been forced to work from home due to prolonged restrictions and have faced difficulties in returning to work post-pandemic. Workplace spirituality has the potential to help employees stay motivated in their work, increase their job performance, enhance job satisfaction, and improve their mental health during this difficult period. Organizations can support their employees by implementing different practices to develop workplace spirituality. In this article, approaches to satisfy the spiritual needs of employees post-pandemic, and the efforts of workplaces to meet these needs, are examined with insights from theoretical and practical life.

This chapter examines the six smart city dimensions that serve as pillars in smart city projects. These dimensions are crucial in the development and evaluation of smart city initiatives, representing key areas for consideration. This chapter offers a detailed analysis of the smart city ecosystem, focusing on the governance, environment, people, living, mobility, and economy dimensions. It challenges the prevailing media portrayal of the smart city strategy and engages in the current academic debate surrounding these dimensions. This chapter defines, discusses, and explains each dimension, incorporating case studies from cities such as Copenhagen, San Francisco, Lisbon, and Barcelona. It also includes interviews and factual data to highlight the internal implementation and objectives of the smart city within each dimension. This chapter provides a comprehensive understanding of the smart city ecosystem, its implementation, and the potential benefits and challenges associated with each dimension.

This chapter concludes the book by addressing the complexities and challenges associated with smart cities. Despite the widespread enthusiasm and progressive policies surrounding smart cities, navigating this world remains a desirable yet complex challenge. Drawing on existing literature, this final chapter serves as a synthesis of the key points covered throughout the book and offers practical guidelines for navigating the landscape of smart cities. This chapter provides valuable tips and insights for both citizens and policymakers, recognizing their pivotal roles in shaping the future of smart cities. Additionally, it delves into the current challenges faced by smart city initiatives and discusses potential future directions. Emphasizing the need for ongoing adaptation and innovation, this chapter highlights the importance of overcoming obstacles and capitalizing on opportunities in the rapidly evolving digital age. By offering a comprehensive overview and practical recommendations, this chapter aims to equip readers with the knowledge and tools to navigate the complexities of smart cities effectively. It concludes the book on a forward-looking note, emphasizing the dynamic nature of smart city development and the continuous need for adaptation and innovation.

Purpose of This Chapter: This study examines the relationship of ambidextrous leadership with employee voice behaviour, underscoring the intervening role of employee thriving.

Design / Methodology / Approach: This study proposes a conceptual framework based on an extensive literature review using the conservation of resource theory, social exchange theory, and the broaden-and-build theory of positive emotions.

Findings: This study demonstrates that employee thriving act as an underlying mechanism explaining the relationship between ambidextrous leadership and employee voice behaviour.

Research Limitations: Being a conceptual study, the proposed framework lacks empirical validation.

Practical Implications: Organizations should focus on leaders with flexible behaviours who understand situational necessities to adopt diverse leadership styles and contribute to employee thriving.

Originality: This is one of the first studies to propose the role of ambidextrous leadership in impacting and enhancing change in employee voice through employee thriving at work. By introducing a framework that delves into the unexplored territory of ambidextrous leadership, acting as a catalyst for enhancing employee voice via the lens of employee thriving. This study provides a fresh perspective and adds value to the evolving conversations around employee voice behaviour.