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This study investigates antecedents determining the inclination to engage in future environmental entrepreneurial activities. Building on passion research and social cognitive theory, the authors explore the role of environmental passion for environmental entrepreneurial intention, drawing attention to the mediating role of environmental self-efficacy.

A regression-based path analysis for mediation to test the developed hypotheses on a sample of 139 young individuals is applied.

The results demonstrate a significant positive effect of environmental passion on environmental entrepreneurial intention. The mediation analysis shows a positive direct and indirect effect of passion on intention, concluding that self-efficacy is a partial mediator. The results further suggest that environmental entrepreneurial intention is related to gender. In contrast, covariates like age, entrepreneurial exposure and entrepreneurship education have no significant effect.

The results have implications for practitioners and policymakers who aim to further entrepreneurship for environmental sustainability. It underlines the need to take emotional antecedents seriously, suggests policy for creative and interdisciplinary education with respect to its challenges and emphasizes the roles of teachers in fostering passion.

The results provide a deeper contextualized understanding of passion, self-efficacy and intention in environmental entrepreneurship. These results offer an original perspective of entrepreneurship as a conduit to channel energy, concerns and passionate interests in the natural environment. The study presents theoretical implications for passion theory by extending sources of passion and clarifying the direction of self-efficacy in entrepreneurship.

This study aims to develop and test a model of the antecedents, mediators and consequences of the glass cliff phenomenon through public sector service organizations in Iran to explore more insights on gender inequality in managerial positions.

The current research was conducted based on a mixed-method approach, using both qualitative and quantitative research designs. First, the qualitative method includes content analysis by conducting semi-structured interviews with 20 university professors and expert managers working in public sector service organizations in Iran. The outcomes of the qualitative phase lead to designing the conceptual framework and research hypothesis. Then, through a quantitative phase, 384 female managers working in public sector service organizations in Iran are selected using stratified random sampling and fill out the research questionnaire. The exploratory factor analysis was used to verify the model. Moreover, structural equation modeling, using AMOS 24, was used to test the research hypothesis.

The findings of the qualitative phase were represented in three categories including antecedents (e.g. the characteristics of women’s leadership, the selection of women based on meritocracy criteria, women’s preferences and organizational factors), mediation effect (e.g. succession planning, personal development planning and support networks) and consequences of the glass cliff phenomenon (e.g. positive and negative consequences). The results of the exploratory factor analysis show there are ten components, explaining 88.5% of variances. Moreover, the test of the structural model supports the direct effect of antecedents on the glass cliff phenomenon. The results also show the effect of the glass cliff phenomenon on consequences through mediation effects.

There are some limitations that can be addressed by other researchers. Accordingly, the limited number of female managers in Iran prevented larger quantitative research. Moreover, the current research only found casual and mediation consequences of the glass cliff phenomenon, and potential moderators were not considered in this study.

The present study’s innovations may include using a mixed-method approach to investigate the antecedents, mediators and consequences of the glass cliff phenomenon in this study and examining the model constructs in some public sector service organizations. This research may provide a deep understanding of the antecedents, mediators and consequences of the glass cliff phenomenon by finding new factors using a mixed-method approach.

Megaprojects have large impact on the environment and stakeholders should take collective action to ensure that these projects are developed in a socially responsible manner. Hitherto, it is not known whether group and subjective norms and social identity could compel stakeholders to take socially responsible collective actions in megaprojects. The aim of this study is to design and test a model to boost stakeholders' intention to take socially responsible collective action in the context of mega water transfer projects in China.

A quasi-experimental causal research design was adopted to establish cause–effect relationships among the dependent variable (we-intention) and independent variables (subjective norms, group norms, social identity and desire). This study adopts the belief–desire–intention model and social influence theory to empirically investigate how to boost the stakeholders' intention to participate in socially responsible collective action. An online questionnaire survey was conducted and data was collected from 365 respondents who were involved in mega water transfer projects in China. The partial least squares structural equation modeling technique was employed to analyze the data.

The results from partial least squares analyses indicate that the presence of subjective norms, group norms and social identity (collectively known as social influence process) could increase stakeholders' intention to take socially responsible collective action. In addition, the desire to be socially responsible also boosts stakeholders' intention to take collective action. Desire partially mediates the relationship between social influence process and intention to take socially responsible collective action.

This study adds to existing knowledge by discovering social influence process as an antecedent to taking socially responsible collective action in megaprojects. Strong group norms and subjective norms could propel stakeholders to be more socially responsible. The study also adds to knowledge by discovering that stakeholders' desire to fulfill social responsibility also leads them to take concrete actions. Implications and recommendations are provided on how to manipulate different types of social influence processes to facilitate stakeholders to adopt socially responsible collective action in the process of managing megaprojects.

This study aims to investigate the relationship between COVID-19 impacts and auxiliary police officers’ mental health as well as the moderating role of supervisor procedural justice.

Based on the role theory and a police officer survey from China, this quantitative study investigates the relationship between COVID-19 impacts and mental health status among auxiliary police, a rarely examined police type. We also examine the moderating role of supervisor procedural justice.

Auxiliary police officers reported both negative and positive impacts from COVID-19, while the negative impacts were mainly in the work domain, but the positive impacts were primarily in the life area. OLS regression results indicate that negative impacts, especially work-related negative impacts, are significantly related to depression and anxiety, and supervisor procedural justice moderates the relationship between positive impacts and depression and anxiety.

Firstly, we adopted the role theory to examine how public health emergencies affect police officers in their work and life domains. Secondly, we advance the organizational justice literature by assessing whether supervisor procedural justice can moderate the relationship between COVID-19 impacts and their mental health. Thirdly, this research extends the literature on depression and anxiety of auxiliary police officers in China, who attracted less attention in current literature and policies.

The case is designed to be used with the digital business model framework developed by Peter Weill and Stephanie Woerner of Massachusetts Institute of Technology (MIT) (Weill and Woerner, 2015) and is referred to as the W & W framework. This approach provides a useful structure for thinking through the strategic options facing environments ripe for digital transformation.

Research for this case was conducted through face-to-face interviews with the protagonist, as well as through a review of their business planning documents and other data and documentation provided by the founder. Some of the market and industry data were obtained using secondary research and industry reports. Interviews were digitally recorded and transcribed to ensure accuracy.

The case follows the story of Kurt Waltenbaugh, a Minnesota entrepreneur who shared the dream of using data analytics to reduce costs within the US health-care system. In early 2014, Waltenbaugh and a physician colleague founded Carrot Health to bring together their personal experience and expertise in both consumer data analytics and health care. From the beginning, they focused on how to use data analytics to help identify high-risk/high-cost patients who had not yet sought medical treatment. They believed that they could use these insights to encourage early medical interventions and, as a result, lower the long-term cost of care.

Carrot’s initial success found them in a consultative role, working on behalf of insurance companies. Through this work, they honed their capabilities by helping their clients combine existing claims data with external consumer behavioral data to identify new potential customers. These initial consulting contracts gave Carrot the opportunity to develop its analytic tools, business model and, importantly, to earn some much-needed cash flow during the start-up phase. However, they also learned that, while insurance companies were willing to purchase data insights for one-off market expansion projects, it was much more difficult to motivate them to use data proactively to eliminate costs on an ongoing basis. Waltenbaugh believed that Carrot’s greatest potential lay in their ability to develop predictive models of health outcomes, and this case explores Carrot’s journey through strategic decisions and company transformation.

This case is intended for either an undergraduate or graduate course on entrepreneurial strategy. It provides an effective introduction to the unique structure and constraints which apply to an innovative start-up within the health-care industry. The case also serves as a platform to explore the critical criteria to be considered when developing a digital transformation strategy and exposing students to the digital business model developed by Weill and Woerner (2015) at MIT (referred to in this instructor’s manual as the W&W framework). The case was written to be used in an advanced strategy Master of Business Administration (MBA) class, an undergraduate specialty health-care course or as part of a health-care concentration in a regular MBA, Master of Health Care Administration (MHA) or Master of Public Health (MPH). It may be taught toward the end of a course on business strategy when students are building on generic strategy frameworks and adapting their strategic thinking to the characteristics of specific industries or sectors. However, the case can also be taught as part of a course on health-care innovation in which case it also serves well as an introduction to the health-care payments and insurance system in the USA. Finally, the case can be used in a specialized course on digital transformation strategy in which case it serves as an introduction to the MIT W&W framework.

The case is particularly well-suited to students who are familiar with traditional frameworks for business strategy and business models. The analysis builds on this knowledge and introduces students interested in learning about the opportunities and challenges of digital strategy. Equally, the case works well for students with clinical backgrounds, who are interested in how business strategy can influence changes within the health-care sphere. Finally, an important aspect of the case design was to develop students’ analytical confidence by encouraging them to “get their hands dirty” and to carry out some basic exploratory data analytics themselves. As such, the case requires students to combine and correlate data and to experience the potentially powerful combination of clinical and consumer data. Instructors should find that the insights from these activities give students unique insights into the potential for of data analytics to move health care from a reactive/treatment ethos to a proactive/intervention ethos. This experience can be particularly revealing for students with clinical backgrounds who may initially be resistant to the use of clinical data by commercial organizations.