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Many consumer choice situations are characterized by the simultaneous demand for multiple alternatives that are imperfect substitutes for one another. A simple and parsimonious multiple discrete-continuous extreme value (MDCEV) econometric approach to handle such multiple discreteness was formulated by Bhat (2005) within the broader Kuhn–Tucker (KT) multiple discrete-continuous economic consumer demand model of Wales and Woodland (1983). In this chapter, the focus is on presenting the basic MDCEV model structure, discussing its estimation and use in prediction, formulating extensions of the basic MDCEV structure, and presenting applications of the model. The paper examines several issues associated with the MDCEV model and other extant KT multiple discrete-continuous models. Specifically, the paper discusses the utility function form that enables clarity in the role of each parameter in the utility specification, presents identification considerations associated with both the utility functional form as well as the stochastic nature of the utility specification, extends the MDCEV model to the case of price variation across goods and to general error covariance structures, discusses the relationship between earlier KT-based multiple discrete-continuous models, and illustrates the many technical nuances and identification considerations of the multiple discrete-continuous model structure. Finally, we discuss the many applications of MDCEV model and its extensions in various fields.

This study analyses direct effects of risk-related factors on perceived quality for private labels.

A total of 159 usable data was collected through survey, using mall intercept method in one regional retail chain in Bosnia and Herzegovina.

The results confirm that the perceived risk has a significant and negative impact on consumers’ perceptions of the quality of private labels, and that the financial risk, performance risk, and physical risk are significant determinants of overall perceived risk, thus indirectly influencing the perception of the quality of these brands.

This chapter shows that the perceived quality of private labels is significantly determined by the perceived risk to which consumers are exposed. The findings of this research can help retailers in terms of adequately defining marketing policies aimed at reducing the perceived risk that consumers are exposed to when purchasing their own brands.

In the context of increasing competition between chained retailers and family-owned retailers, it is key to understand the customer's format choice. Using a logistics regression (i.e., binary logit) model, we explain customers' preference to buy in supermarkets or in small-scale, mom-and-pop stores like nanostores. We collect a representative sample of over 110 surveys from customers in the district of Surco, Lima, Perú, which is a representative area of the features of Lima's residents. We asked customers to focus on analyzing their preference between two retail formats: modern channel (i.e., big-box retailers, supermarkets, and hypermarkets) and traditional channel (i.e., mom-and-pop stores, nanostores). Our surveys included factors pertaining retail format attributes as well as factors related to the purchasing process. The results showed that time available for purchase and a comparatively better perceived service at a mom-and-pop store (i.e., nanostore) are significant factors that explain a higher probability of selecting these retailers, while a better store's ambience benefits more supermarkets. The overall discrete choice model is able to explain 65% of the variance using pseudo R-squared of the actual format choice decisions.

Business literature reveals the importance of generating innovative products and services, but much of the innovation research has been conducted in large firms and not replicated in small firms. These firms are likely to have different perspectives on innovation, which means that they will probably behave differently to large firms. Our study aims to unpack how firms in Spatial Information perceive and engage in innovation as a part of their business operation.

To investigate these questions we conduct 20 in-depth interviews of top management team members in Spatial Information firms in Australia.

We find that small firms define innovation very broadly and measure innovation by its effect on productivity or market success. Innovation is seen as crucial to survival and success in a competitive environment. Most firms engage in product and/or service innovations, while some also mentioned marketing, process and organisational innovations. Most innovations were more exploitative rather than exploratory with only a few being radical innovations. Innovation barriers include time and money constraints, corporate culture and Government tendering practices. Our study sheds a light on our understanding of innovation in an under-researched sector; that is Spatial Information industry.

This study examines organizational innovation in small- and medium-sized enterprises (SMEs) and develops an extensive framework of how innovation occurs, its end results in terms of positive, negative outcomes, and its impacts on business financial performance; using grounded methodology; interviews with entrepreneurs and executive experts from across industries. The study aims to fill gaps in the literature. Despite extensive research conducted on innovation, most focus on factors behind innovation and a company's innovativeness. The framework is useful to SMEs considering company-wide innovation. Transparent inputs and outputs enable companies to understand innovation processes, and its outcomes better as well as help monitor and implement individual innovation activities. The framework has a wide application, particularly, in an industry where innovation is hard to capture and understand. Using the model, we can determine innovation drivers, practices, and barriers as well as innovation inputs/outputs in different industries, thus promoting better management of innovation across a wide range of applications. Governments also require a better understanding of innovation, productivity, and operational efficiency to plan their policies in the promotion of innovation.

The purpose of this chapter is to survey and synthesis the literature on: (1) myths and misinformation about persons with disabilities that create attitudinal barriers to employment, (2) best practices in employing persons with disabilities, (3) the business case for hiring persons with disabilities and (4) corporate social responsibility and disability, in order to distill a model for changing corporate culture for successfully integrating employees with disabilities into an organizations workforce.

An extensive review of the above mentioned literature is synthesized and distilled into a model.

The review indicates a number of best practices to be implemented in order to successfully integrate employees with disabilities into the workforce. These factors have been synthesized into a model to guide employers in affecting corporate cultural change to address the integration of person with disabilities into the organization.

A systematic approach to integration of employees with disabilities, informed by the significant business logic for doing so.

The chapter provides an extensive survey of the literature on disability employment and highlights attitudinal barriers to employing persons with disabilities, the business case and social responsibility case for employing persons with disabilities, the best practices for success and synthesizes these factors into an original model to guide business in cultural change making.

The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.

In confining the COVID-19 pandemic, social distancing was key, with traditional, bricks-and-mortar retailing being shut-down for weeks, and have nearly universally moved into online channels. At the same time, online players have started to operate physical stores. This chapter provides an analysis of how COVID-19 has accelerated the digitalization of retailing, focusing on the shift towards the online and mobile shopping channel. On the basis of success stories and failures in retail business practice, lessons are distilled for developing effective future phygital scenarios.

Despite recognition of the centrality of emotions in entrepreneurship, little attention has been given to role of emotions in the development of entrepreneurial identity or enactment of entrepreneurial role. The contribution of the chapter is in the development of a dynamic model of the process leading to identification or dis-identification as an entrepreneur. In this chapter, we develop a dynamic model of the process leading to identification or dis-identification as an entrepreneur. We theorize that the driver behind an individual’s decision to become an entrepreneur, and their significant emotional experiences in the entrepreneurial role, influence the likelihood of following an identification or dis-identification cycle. Specifically, our framework proposes that positive emotions strengthen approach motivation and identification with the role, while negative ones foster avoidance motivation and dis-identification. We argue that contextual embeddedness can prompt transition between these two cycles. Our theorization provides new insights into methods of analyzing the role of emotions in the entrepreneurial process, more specifically in the process of entrepreneurial identity crafting. These insights also can be translated into studying the crafting of any professional identity.