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To demonstrate transparency and accountability, the three boards in this study are required to meet in public in front of an audience, although the boards reserve confidential issues for discussion in private sessions. This study examines boardroom public accountability, contrasting it with accountability in board meetings held in private. The study adopts Erving Goffman's impression management theory to interpret divergences between boardroom behaviour in public and private, or “frontstage” and “backstage” in Goffman's terminology.

The research observes and video-records three board meetings for each of the three boards (nine board meetings), in public and private. The research operationalises accountability in terms of director-manager question-and-answer interactions.

In the presence of an audience of local stakeholders, the boards employ impression management techniques to demonstrate accountability, by creating the impression that non-executive directors are performing challenge and managers are providing satisfactory answers. Thus, they “save the show” in Goffman terms. These techniques enable board members and managers to navigate the interface between demonstrating the required good governance and the competence of the organisations and their managers, while not revealing issues that could tarnish their image and concern the stakeholders. The boards need to demonstrate to the audience that “matters are what they appear to be”, even if they are not. The research identifies behaviour consistent with impression management to manage this complexity. The authors conclude that regulatory objectives have not met their transparency aspirations.

For the first time, the research studies the effect of transparency regulations (“sunshine” laws) on the behaviour of boards of directors meeting in public. The study contributes to the embryonic literature based on video-taped board meetings to access the “black box” of the boardroom, which permits a study of impression management at board meetings not previously possible. This study extends prior impression management theory by identifying eleven impression management techniques that non-executive directors and managers use and which are unique to a boardroom context.

The concept of trust suffers from conceptual confusion. The current perspectives on trust within the B2B marketing domain could be visualised as a big box of which the borders are defined by the disciplines marketing, economics, psychology and sociology. The purpose of this paper is to enlarge the box by introducing neuroscientific insights on trust to the B2B marketing domain.

By a literature study on neuroscientific insights on trust, this paper examines how neuroscience can help to solve existing problems within trust research and how it can address problems that otherwise might not be considered.

The neural coordinates of trust not only show that trust entails cognitive and affective elements, but also that these elements are so intertwined that they cannot be completely separated. What can and should be separated are the concepts of trust and distrust: the neural coordinates of trust are clearly different from the neural coordinates of distrust. Furthermore, there are personal differences in the ease of trusting others, which are not only caused by previous experiences but also by differences in resting patterns of frontal electroencephalographic asymmetry and by differences in hormonal state.

Specifically, the neural difference between trust and distrust might shape the future research agenda for trust research within industrial marketing. It is likely that the process of distrust goes quick, whereas trust comes more slow. This is reflected in the dual processing theory, which is seen as a paradigm shift in the psychology of reasoning.

New perspectives and directions for trust research are presented. The distinction between trust and distrust is connected to approach- and avoidance-motivated behaviour, which is highly relevant for deepening the studies on trust within industrial marketing.

The purpose of this paper is to position experience as an immersive process through the documentation of student reflections of place involving the intricacies of embodied learning and experiential mobilities. This study is framed through situational positionalities and placed movements of the tourist, the non-tourist and more specifically, students of Generation Z engaged in educational experiences.

This paper explores a student fieldtrip (on the island of Corfu, Greece) as a medium of expression for situated learning, involving a case study of tourism students learning critical tourism through sensual and haptic dimensions of reflection. The students “experienced” Corfu by participating in an international tourism conference, stayed on a yacht, went on various tours, met with tourism industry representatives and reflected their experiences in a collaborative photo story book.

Generation Z seemed to have the ability to discern the environment and decipher the role tourism plays. Their critical impressions of place in terms of infrastructure, sustainability, beauty, etc., force a rethink of traditional tourist typologies. It is necessary to reconsider the categorizations of tourism, challenging the need for tourism marketers to encapsulate experiences as both a single, yet multi-varied segment. What remains crucial is a deeper comprehension of this generation through their consumption patterns in relation to the various stakeholders of tourism.

This paper documents an engagement of self through experience as part of the “experience.” Hence, the transformative experiences of place reflections as opposed to linear post-trip representations of experience may be insightful for tourism practitioners dealing with a tourism of the future.

The onboarding stage of new hires represents a unique opportunity for mutual learning between the new hires and the organisation regardless of the company size. The current paper aims to address these learning opportunities.

The authors reflect on current practice, draw on recent literature and their experience with recruitment and selection processes in the industry to generate new insights and identify opportunities for practitioners and new hires alike.

Today's new hires expect onboarding experiences that allow for a much greater degree of flexibility, customisation and personalisation. Similarly, many new hires expect hiring, onboarding, and learning and development to be interconnected to generate new learning and career opportunities. However, these expectations require changes in the way in which onboarding is implemented, evaluated and connected to other human resource practices, specifically with the dramatic (and successful) increase in remote work arrangements in 2020 in response to the global impact of the pandemic.

The current paper provides readers with an overview of potential learning opportunities, outlines specific success factors and highlights a variety of pointers for practice and further professional development.

The purposes of two experiments were to examine how brands may create a broad brand impression and benefit brand extensions by crafting logo frames.

Two experimental studies were conducted. Study 1 examines how removing and breaking logo frames expands perceived brand breadth. Study 2 considers the implication of this logo frame effect and indicates the impact of logo frames on brand extension scenarios.

Removing and breaking logo frames could expand perceived brand breadth and, in turn, benefits the brand extensions, especially for promotion-focused consumers. However, prevention-focused people held favorable brand extension attitudes when the brand logo constructs a complete frame due to its perceived trustworthiness.

As an initial exploration, this study conceptualizes and manipulates logo frames as full framed, partial framed and open logo. Future research studies could include further design features in the examination.

If a brand seeks to be broad, removing or breaking its logo frame is an alternative. However, consequential negative impressions on brand extension attitudes among prevention-focused customers should be considered.

This study is the first investigation into the impacts of logo frame patterns on consumers’ perception of brand breadth and the consequent extension attitudes.