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The purpose of this paper is to focus on the processes that occur between entrepreneurs’ primary attribution for failure and the emergent learning dimensions from failure, in the context of regenerative failures.

The study focusses on 21 entrepreneurs operating in the producing services sector, a major subsector of the Irish Information and Communication Technology industry. All the entrepreneurs experienced business failure and subsequently re-entered the entrepreneurial sphere at a later date. A qualitative approach examines their attributions for failure, responses to failure, and learning dimensions from failure.

Regenerative entrepreneurs’ primary attributions for business failure are examined in detail; four types of failure attributions are uncovered – internal individual level; external firm level; external market level; and hybrid attributions. Entrepreneurs’ attributions impact their responses to the failure; this in turn affects entrepreneurial learning. When failure is primarily attributed to internal factors, the entrepreneur’s response is affective, leading to deep, personal learning about oneself. External attributions (both firm level and market level) result in a primarily behavioural response, with learning focussed on the venture, and networks and relationships. Those primarily attributing failure to hybrid factors have a largely cognitive response and they learn about venture management.

This study is a retrospective analysis of business failure.

The study contributes to the growing literature on entrepreneurs’ attributions for business failure by focussing on regenerative failure; it links attributions to – responses to, and learning from, failure. The key contribution to knowledge emerges from the development of a model of the underlying processes affecting learning from failure for regenerative entrepreneurs. The research also establishes and identifies clear links between attributions, responses, and lessons learned in the context of regenerative failure.

The purpose of this paper is to examine the value of active fund management using a sample of hybrid mutual funds.

Instead of using traditional risk‐adjusted measures, the paper employs an alternative attribution return methodology where the actual monthly fund return is compared to the return that would have been earned by the indexing strategy that best reflects the fund's prior month allocation. Value is measured by defining a fund's attribution return as the difference between a fund's actual month t return and the return that would have been generated in month t by the indexing strategy that most closely approximates the fund's month t−1 portfolio allocation.

It is found that hybrid funds as a group do not add value and that this underperformance does not appear to be driven by the poor performance of non‐surviving funds. However, these funds perform significantly better than the style benchmark under weak vs strong stock market conditions. This performance difference between bull and bear market conditions suggests some hedge fund‐like downside protection that may offer a reason why investors choose these funds despite the funds’ average underperformance and despite their higher costs relative to index funds.

The contribution of this paper is twofold. First, it concentrates on hybrid mutual funds, which despite a surge in their interest over the last five years have attracted very little academic study. Second, in the implementation of its non‐traditional performance measure, it employed daily fund returns, stock market indices and bond market indices as opposed to the monthly or quarterly data used in other related studies.

This chapter examines the moral dilemmas mentors from three different groups (Jewish, Druze, and Arab) encountered in Israeli Arab schools, how they manage these dilemmas, and how the nature of particular dilemmas might connect to their management strategies. Given the multicultural and politically conflictive context of Israeli society, a cultural and political reading of in-service mentors' moral dilemmas reveals that mentors' encounter and management of recurrent moral dilemmas is embedded in cultural and political issues that seem to hinder their mentoring practice. Preparation programs need to highlight awareness of mentors' own culture and that of their mentees in order to implement a culturally and politically responsive practice.

The purpose of this paper was to test whether differences in attributions between caseworkers and their elderly clients regarding the cause of reported elder abuse occurring in a domestic setting impact the ability of caseworkers to effectively intervene in elder abuse cases.

Interviews were conducted with 63 pairs of caseworkers and either the elderly client with a substantiated report of elder abuse or their surrogate.

Initially, 61.9 percent of the pairs of interviewees held discordant attributions regarding the cause of the elderly person's abuse. However, at the close of the investigation, only 41.3 percent of the pairs of interviewees held discordant causal attributions, with 13 elderly persons having changed their attributions to be in alignment with the caseworker. Discordant causal attributions at the close of the investigation was related to an inability to find a resolution and achieving cessation of abuse.

It will be beneficial to determine methods APS caseworkers can employ to narrow the causal attribution gap.

Reconciling discordant causal attributions while maintaining victim autonomy can enhance the likelihood of effective interventions and lead to greater victim safety. However, this takes more time than most APS caseworkers in the USA are allowed by statute to allocate to one case and may necessitate statutory changes that accompany changes in practice.

This is the first study to assess differences between caseworkers and their elderly clients regarding their causal attributions of reported abuse occurring and whether those differences are related to the likelihood of reaching a resolution and the cessation of abuse.

This study investigated a new attributional phenomenon in a brand scandal setting in which consumers tend to blame the top management of a brand, even though it was the frontline parties that caused the scandal. The authors termed this phenomenon upward blame attribution (UBA), shedding light on whether consumers in a host country indicate a higher UBA for a multinational (vs domestic) brand scandal, which in turn reinforces their revenge and impairs their reconciliation reactions, and whether these effects are contingent on consumer animosity.

Two experimental studies were conducted with real and fictitious brand/product and country stimuli with 1,399 Chinese participants.

Both studies verified UBA and found that Chinese consumers' UBA is higher for multinational (vs domestic) brand scandals, which drives their stronger desire for revenge and weaker desire for reconciliation. Moreover, consumers with high (vs low) animosity toward a multinational brand's home country reported a higher UBA for the multinational (vs domestic) brand scandal, which in turn reinforces their desire for revenge and impairs their desire for reconciliation.

The study provides new insights into host-country consumers' more severe UBA and responses toward multinational versus domestic brand scandals and the amplifying role of consumer animosity in these processes. It also has implications for mitigating host-country consumers' UBA and negative responses to multinational brand scandals.

This study contributes to the blame attribution literature by verifying consumers' UBA and the country-of-origin (COO) literature by revealing host-country consumers' higher UBA, stronger revenge desire and weaker reconcile desire toward multinational (vs domestic) brand scandals. It extends the knowledge regarding consumers' blame attributions toward the top management of a multinational (vs domestic) brand in scandals and the impact of such attributions.

Service robots are taking over the organizational frontline. Despite a recent surge in studies on this topic, extant works are predominantly conceptual in nature. The purpose of this paper is to provide valuable empirical insights by building on the attribution theory.

Two vignette-based experimental studies were employed. Data were collected from US respondents who were randomly assigned to scenarios focusing on a hotel’s reception service and restaurant’s waiter service.

Results indicate that respondents make stronger attributions of responsibility for the service performance toward humans than toward robots, especially when a service failure occurs. Customers thus attribute responsibility to the firm rather than the frontline robot. Interestingly, the perceived stability of the performance is greater when the service is conducted by a robot than by an employee. This implies that customers expect employees to shape up after a poor service encounter but expect little improvement in robots’ performance over time.

Robots are perceived to be more representative of a firm than employees. To avoid harmful customer attributions, service providers should clearly communicate to customers that frontline robots pack sophisticated analytical, rather than simple mechanical, artificial intelligence technology that explicitly learns from service failures.

Customer responses to frontline robots have remained largely unexplored. This paper is the first to explore the attributions that customers make when they experience robots in the frontline.

Based on attributional complexity (AC) theory, the authors empirically examine the impact of biculturalism on cross-cultural adjustment and the degree to which people make isomorphic attributions, critical for cross-cultural leadership effectiveness.

Using questionnaire surveys, the authors first validate measures in a validation sample and then empirically test the model in a second sample, using structural equation modeling.

The authors’ findings reveal an empirical connection between biculturalism and AC on the one hand, while also showing support for the relationship between biculturalism and attributional knowledge. Findings also demonstrate that biculturalism is related to attributional accuracy in cross-cultural contexts via an attributional mechanism, as suggested by AC theory.

First, AC theory emerges as one with excellent prospects for explaining intercultural work in multicultural settings. Biculturalism's links to AC and attributional knowledge are critical for extensions to cross-cultural leadership effectiveness, and international knowledge transfer, interesting and high potential research avenues for the discipline.

The authors’ findings carry a host of managerial implications. AC training can provide all international assignees with the necessary foundational skills and learning abilities to successfully interact in the host country setting with local nationals. This study also suggests that managers on international assignments should focus their efforts on acquiring attributional knowledge because it can provide a solid boost to their understanding of the local culture.

One’s understanding of biculturals and their cross-cultural management competencies is very limited. The authors provide empirical support for the hypotheses, hitherto unexamined in extant literature.

This chapter takes its point of departure in the vision of educating public leaders and managers with the ability to create public value in a networked governance structure. The purpose of the chapter is to revise this vision by unpacking the notion of public value in contemporary governance and discuss the implications for public leadership and for public leadership and management programs.

The chapter explores the notion of public value as a conceptual framework for emergent forms of networked governance. Drawing on insights from sociology of law and governmentality studies, a set of key tensions inherent in the public value discourse are identified as the diagnostic impetus to consider the somewhat excessive leadership figure put forward in the literature. The chapter shows that the discourse of networked governance and public value thinking is rather contested and imply a certain kind of hybridisation of public administration and public purpose into opposite identity spheres. Instead of forming a ‘whole system’ as suggested in the literature, the hybridisation implicates an ongoing suspension that allows the governance structure to become tense and unresolved. The hybridisation forms new dilemmatic spaces in contemporary governance, it is argued.

The author suggests that public leadership should be considered as hybrid practices, formed around an ongoing search of ‘publics’ and images of ‘wholeness’ by way of oscillating between varying values and identities. This form of hybrid leadership calls for new explorative learning formats in public leadership programs, it is argued.

The chapter undertakes a careful critical reading and conceptual examination of the current paradigm of public value management. By drawing on sociology of law and Foucault’s genealogy of rationalities of government the examination brings new insight into the doubled identities and dilemmatic spaces of contemporary governance and elaborates the concept of public leadership theorized as distributed and hybrid practices.

The purpose of this paper is to examine the differences in consumers' attributions of blame for service failures and its affect on their expectations for recovery in both online and offline settings.

A sample of non‐student adults participated in a 2 (service type) by 2 (shopping medium) experimental design testing the affects of on‐ and offline shopping on consumers' attributions of blame for a service failure. Specifically, regression is employed to test the effects of on/offline medium on blame and expected service failure recovery in both the airline and banking industries.

Empirical support is found for the hypotheses that online subjects blame themselves more for service failures, and, in turn, expect less of a recovery than offline consumers. The on/offline medium is shown to have a mediated effect on expected service failure recovery through blame in the airline data. In the bank data, on/offline medium has a significant affect on blame, and blame has a significant affect on expected service failure recovery, though on/offline medium does not show a mediated affect on expected service failure recovery.

Because online customers tend to blame themselves more for service failures, managers may be able to offer less of service failure recovery online than offline. Furthermore, online customers may be more willing to recover for themselves, thereby saving the firm money and placing customers more in control of their service experience.

This study allows for the possibility of consumers' blaming themselves for service failures and, to our knowledge, this is the first study to examine how attribution for service failure affects expected service failure recovery in both on‐ and offline settings. Managers should find our results useful in developing service failure recovery strategies.

To cope with online competitors and new consumer behaviors, retailers need to hybrid digital and physical offerings to implement an omni-channel business model. This constitutes a digital transformation of the traditional business model. However, business cases on how traditional retailers are shifting from multi-channel to omni-channel retailing are lacking. This paper aims to explore the different issues and organizational paths during the transformation of a business model.

This study is based on a qualitative multiple case study of five retailers with a global reach currently implementing an omni-channel business model.

This research sheds light on three main issues encountered by retailers and the different underlying decisions when moving toward an omni-channel business model. The first relates to revenue attribution across channels, which involves rethinking traditional key performance indicators to give incentives to stores when promoting digital offers. The second issue concerns the supply chain decisions associated with cross-channel operations. The third issue relates to the delicate balance between global reach (digital channel) and local reach (specific store) for communication on social media and marketing decisions on pricing. This study provides empirical evidence about the variety of choices that retailers make to cope with the issues during the implementation of an omni-channel business model.

This work explores the issues faced by established firms when moving toward a new business model that is the hybridization of two existing business model managed separately. It provides comprehensive and clear illustration of how to manage such a business model transformation process that can be used by both business strategy practice and academic research.