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In common with other public sector bodies, the police service recognises that the development of leadership capability amongst its workforce is key to improving levels of both performance and service delivery. The recently developed Police Leadership Qualities Framework lays out a clearly defined model of leadership, and is underpinned by a framework of values and behaviours that enable that model to be developed in practice. This paper expands on one of the key underlying principles of the model that leadership is evident at all ranks and grades of the service, and is a skill that can be developed. This article postulates that each individual has their own ‘leadership space’ which it is important they are able to fill effectively. Individual and organisational failings often occur when this ‘space’ is not properly filled ‐ through lack of skill, development opportunity or experience. The paper considers a cognitive and behaviourist approach to learning and explores some of the ways in which leadership capability is developed in the police service.

The purpose of this study is to investigate the relationship between the level of sustainability reporting [environmental, social and governance (ESG)] and sectorial energy performance across both developed and emerging economies.

Using data culled from 3,311 observations from 50 different countries over a ten-year period (2008–2017), an ESG-score-derived independent variable is regressed against dependent performance indicator variables (operation ratio, return on equity and Tobin’s Q). Two types of control variables complete the regression analysis in this study: firm-specific and macroeconomic.

The findings of this study elicited from the empirical results demonstrate that there is a significant relationship between ESG and operational performance (operation ratio). However, there is no significant relationship between ESG and financial performance (return on equity) and market performance (Tobin’s Q). However, the relationship between ESG and operation ratio is stronger in emerging than in developed economies.

The model in this study presents a valuable analytical framework for exploring sustainability reporting as a driver of performance across energy sectors in both developed and emerging economies. In addition, this study highlights energy-sectorial managerial implications contrasting developed, as juxtaposed with, emerging economies.

The purpose of this paper is to apply pragmatism – a philosophy of science on the interplay of human actions and meaning – as a perspective for studying service research and practice, emphasizing the need to deal with dynamics and diversity to cope with service marketplace disruptions. This work focuses on customers (individuals or groups of individuals) as key marketplace stakeholders.

Pragmatism provides a foundation for theorizing about change by connecting human actors’ cognitive belief structures and their actions through a continuous learning process. This paper outlines how the key principles of pragmatism can advance service research and practice.

Adopting the key principles of pragmatism in service management directs attention to service market dynamics. Understanding customers’ everyday lives as the interplay of experiencing, knowing and acting reveals insights about the role of service in dynamic markets for the benefit of service research and practice.

The paper is a viewpoint to stimulate researchers’ reflections on often hidden core assumptions about service. Pragmatism provides a perspective on actors’ practical rationality and problem solving in dynamic settings. Along with its emphasis on a holistic understanding of customers’ lives, this perspective provides direction for future service research and practice. Further, conceptual development and empirical substantiation are encouraged.

By focusing on marketplace changes, this paper addresses management concerns for commercial and non-commercial organizations. Pragmatism encourages critical reflections on what companies are doing and why (the connection between actions and beliefs), revealing underlying beliefs and institutionalized industry practices that require modifications.

Pragmatism is an approach to service research and practice, irrespective of aggregation level and sector. Therefore, it can help stimulate societal welfare.

Pragmatism advances service research by delineating a holistic perspective on customers’ lives and providing a perspective for exploring and understanding dynamics and diversity in service markets.

This paper aims to adopt the dynamic capabilities view to investigate the relationship between managerial ties (i.e. business and political ties), dynamic capabilities and innovation climate on ambidextrous innovation (i.e. balanced and combined ambidextrous innovation), in the renewable and sustainable energy context. It also examines the mediating effects of dynamic capabilities between managerial ties and ambidextrous innovation (i.e. balanced and combined ambidextrous innovation), and moderating effects between dynamic capabilities and ambidextrous innovation relationships.

Multilevel analyses conducted using AMOS 26 on 288 employees working in 47 UAE energy firms.

Results found that business ties influences balanced and combined ambidextrous innovation indirectly, whereas political ties only impact combined ambidextrous innovation indirectly through dynamic capabilities. Dynamic capabilities insignificantly mediated managerial ties–ambidextrous innovation and political ties–balanced ambidextrous innovation relationships, with stronger indirect effect on combined than on the balanced dimension. Findings also indicate that innovation climate is the crucial moderator between dynamic compatibilities and ambidextrous innovation, as well as balanced and combined ambidextrous innovation, with stronger effect on balanced dimension than the combined.

This study addresses recent calls by highlighting the role of dynamic capabilities, an important yet underexplored organizational capabilities in the innovation and ambidexterity literature. Also, this study advances insight into how balanced and combined exploration–exploitation innovation and dynamic capabilities are connected and enhances the understanding into how organizational factors stimulate dynamic capabilities leading to superior innovation.

Little research has been conducted on the internal factors that drive green product (GP) innovation and how family influence affects firm adoption of GP innovation. This study aims to apply multiple perspectives to bridge this research gap, adopting the resource-based view (RBV) to examine what and how internal factors affect firm adoption of GP innovation, and using the behavioral theory of family firms to investigate whether family influence fosters or hinders firm adoption of GP innovation.

This study used a multichannel approach and adopted content analysis to collect and evaluate data on listed Taiwanese firms and used cross-sectional regression analysis to examine the effect of internal factors and family influence on firm adoption of GP innovation.

The results showed that the internal factors of green capabilities, R&D intensity and firm size significantly and positively affected firm adoption of GP innovation separately. Furthermore, the study found that family influence (ownership and control) significantly and negatively affects firm adoption of GP innovation separately.

This study contributes to the academic research of innovation management, green management and family firms in several aspects, but also has some limitations. This study examined only the relationship between a firm’s internal factors and GP innovation. Future research might test the relationship between a firm’s internal factors and adoption of green process innovation. In addition, such research can explore how integrated internal and external factors influence firm adoption of GP innovation.

From the RBV, the internal factors of green capabilities, R&D intensity and firm size that can exert crucial effects on firm engage in firm’s adoption of GP innovation. This study suggests that top managers in family-influenced businesses should maintain appropriate commitment and support for fostering and facilitating firm GP innovation.

From the RBV, this study examined how internal factors affect firm adoption of GP innovation. Moreover, based on the behavioral theory of family firms, this study further examined how family influence (ownership and control) affects firm adoption of GP innovation. This paper extended both perspectives to examine green issues.

From the RBV, this study examined how internal factors affect firms’ GP innovation. Moreover, based on institutional theory, this study further examines how a family firm moderates the relationship between a firm’s internal factors and GP innovation. The paper extended both perspectives to probe further the green issues.

The purpose of this paper is to analyse the impact of company performance, governance structure and ownership structure in determining the managerial remuneration for 134 listed companies in India over the years 2003-2012.

Remuneration paid to the board of directors of companies is taken to represent the managerial remuneration. Exogeneity among the company performance measures is verified with the endogtest suggested in Baum et al. (2007). A fixed effects panel regression with clustered standard errors is employed after checking for the presence of heteroskedasticity, autocorrelation and cross-sectional dependence in the data.

The study reveals that managerial remuneration increases as the accounting performance of companies improves, whereas the market performance of companies has no significant association with managerial remuneration. The study also shows that foreign institutional shareholding is significantly and positively related with managerial remuneration in India.

This study highlights the various factors which affect the determination of managerial remuneration in India. These findings can be used as inputs by regulatory authorities in framing and improving governance norms regarding managerial remuneration. This study also suggests that factors other than the number, the independence and objectivity of independent directors are more important in determining managerial remuneration.

The present study proposes more reliable results, obtained through a fixed effects panel regression model with clustered standard error estimates and also checks endogeneity of performance measures with the endogtest, which is the appropriate test to use for verifying endogeneity in panel data.

This study aims to understand customer’s assessments of neighborhood stores during the COVID-19 pandemic through the influence of in-store environmental factors on patronage intention.

Online survey with 528 participants about the last shopping trip in neighborhood retail. The authors performed data analysis using structural equation modeling techniques.

High-perceived spatial crowding negatively influences shopping experience value perceptions, while human crowding influences patronage intentions through increased perceived hedonic value.

Results suggest that purchase experience at well-known neighborhood stores during a sanitary crisis is becoming less convenience-oriented and a substitute for leisure activities due to social distancing.

The findings elucidate the social function of neighborhood convenience retailing during the COVID-19 pandemic. The results emphasize that a pleasant shopping experience arising from a good relationship with shopkeepers and other customers is more influential on patronage intention than a good product assortment and store layout.

This paper contributes to the survival of small neighborhood businesses during the financial crisis installed due to Covid-19 by helping businesses become more attractive to their consumers and competitive in the new context.

The combined context of the health crisis due to COVID-19 and neighborhood retail of an emerging country raises the need for tests to better understand established marketing theories. Based on this rationale, this work intends to replicate and extend selected previous findings to the new environment dictated by the pandemic.

In the world of public school education everything depends on good leadership. Sadly, many of our schools administrators can't differentiate the difference between leading and managing; far too many of them don't know the first thing about fundamental leadership principles. In short, they don't understand the fundamentals of Mission Oriented Leadership, the need for top-down leadership, or the critical differences between leadership and management. A cursory review of the selection process for school administrators, and the graduate level curriculums for those who seek a degree in school administration, clearly supports the contention that policymakers and educators are under the misconception that anyone can be taught or trained to be an effective school leader. Nothing could be further from the truth.