Search results

This study reviews the literature on collaborative consumption (CC), depicting the main theoretical lineages of the CC approach while leveraging the findings to suggest promising paths for advancing the literature.

This review is based on a bibliometric approach. The strict research protocol employed led to the inclusion of 249 articles in the descriptive and bibliometric analyses. The co-citation analysis led to the inclusion of 50 co-cited articles in the content analysis.

The descriptive analysis depicts the research profile on CC in terms of main features, yearly evolution of publications and citations, most influential articles and most influential journals. The systematization of the co-citation analysis led to the identification of three complementary theoretical lineages of research on CC: (1) theoretical roots of CC, (2) drivers of CC and (3) the sharing economy: consequences/outcomes. An integrative framework of research on CC schematizing the main theoretical lineages identified is proposed. Based on the critical gaps identified in the literature in CC, an agenda for future research is suggested.

Despite the burgeoning interest in the CC approach, the literature has yet to fully grasp the CC concept's real implications. This study portrays a comprehensive review of the literature on CC; an integrative framework of the main theoretical lineages of research on CC is proposed, and an agenda for future research is suggested based on the critical gaps identified and implications for literature, policy and practice are stated.

This paper aims to test a moderated mediation model linking person-environment fit with workplace outcomes (engagement, meaning at work and performance) through authenticity (authentic living and self-alienation). Self-deception was included as a moderator of these relationships.

Data were collected from 163 employees in a large department using an online survey. The hypotheses were tested using the PROCESS Macro for SPSS, which conducts bootstrapped moderated mediation analyses.

Results showed that person-environment fit facets were positively related to engagement, meaning and performance through authentic living and negatively related through self-alienation. These relationships were significant at low to moderate levels of self-deception.

Despite its small sample size, this study used a time-lagged design to mitigate the limitations associated with cross-sectional studies. Further, it expanded the research on authenticity in the workplace by illustrating the interplay of authenticity with fit, self-deception and workplace outcomes.

Organisations stand to gain from encouraging authenticity at work, and this can be achieved by ensuring person-environment fit. While self-deception can act as a protective factor against low perceptions of person-environment fit, organisations should strive to create a culture that values diversity and self-expression.

This study is among the first to explore authenticity at work and the first to empirically examine the authenticity and person-environment fit relationship in relation to outcomes, considering individual propensity for motivated bias.

Managers are responsible for implementing reasonable accommodation (RA) for people with disabilities (PwD). Yet, little is known about the extent to which managerial views of RA shape attitudes toward PwD. The study draws on conservation of resources (COR) and job demands and resources (JD-R) theories to examine the relationship between managerial views of RA availability and implementation ease on attitudes towards hiring PwD.

In total, 162 full-time managers at a large New Zealand (NZ) healthcare organisation completed an online survey. Moderated multiple regressions were conducted to test the main effects and interactions between perceptions of RA process and attitudes towards hiring PwD.

The study results indicate that line managers held positive attitudes towards hiring PwD when they viewed RA implementation as easy, particularity around the provision of flexible work arrangements.

This study shows the importance of gaging managers' views of RA processes to understand their attitudes toward PwD and highlights potential linkages between managerial perspectives on RA, PwD experiences in the organisation and the effectiveness of disability support and inclusion initiatives.

RA availability from the organisation is insufficient to elicit positive managerial attitudes toward hiring PwD. Policies and procedures that reduce RA implementation complexity are expected to foster positive managerial attitudes toward PwD and improve employment outcomes for this employee group.

This study is the first to test how managerial attitudes towards hiring PwD are influenced by views of RA availability from the organisation and of RA implementation ease. It also provides a multidimensional measure that captures managerial views of RA availability from the organisation and RA implementation ease.

This study drew on person-organization fit and ideological psychological contract theories to test whether inclusiveness, operationalized as sense of belonging, could be explained by congruence/discrepancy between employees' personal value of diversity, equity and inclusion (DEI) initiatives and employees' views of perceived organizational commitment to these initiatives. The study also examined whether sense of belonging, and perspectives of DEI initiatives, differed between majority [New Zealand European (NZE)] and minority [Māori/Pasifika (MP)] workers.

A total of 771 employees from a New Zealand healthcare organization completed an online survey. Further to mean difference tests to contrast majority and minority group experiences, polynomial regressions with response surface methodology were conducted to examine congruence effects on sense of belonging.

While MP workers attributed greater personal value to DEI initiatives and viewed the organization as prioritizing these initiatives compared to NZ European (NZE) workers, MP workers experienced a lower sense of belonging. Further, the authors' results show that congruence at higher levels of personal and organizational importance ascribed to DEI initiatives was associated with greater sense of belonging. Contrary to the deficiency-based discrepancy effect proposed, the lowest levels of belonging were experienced at low levels of organizational commitment to DEI, regardless of personal diversity value. Additionally, MP were more susceptible to ideological psychological contract breach than NZE workers.

The authors' study highlights that while positive diversity climate perceptions are closely linked to perceptions of inclusion, organizations will discern the factors that contribute to or undermine inclusiveness by also gaging personal value DEI initiatives and the unique experiences of minority and majority groups.

This study is the first to examine the effect of diversity-related value congruence on employees' sense of belonging, and to uncover racioethnic differences in these effects.

The purpose of the present paper is to advance a testable model, rooted on well‐established control and self‐regulation theory principles, explaining the causal links between change‐related sensemaking, interpretation, readiness and subsequent behavioural action.

Following a review of the two motivation theories and clarification of change‐related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a conceptual model) clarifying how these concepts interact with self‐regulating mechanisms. In addition, the feedback model exemplifies how cognitive processes triggered by new knowledge structures relate to behavioural action.

The model expands upon other existing frameworks by allowing the examination of multi‐level factors that account for, and moderate causal links between, change‐related sensemaking, interpretation, readiness, and behavioural action. Suggestions for future research and guidelines for practice are outlined.

The variables and processes depicted in the model provide guidelines for change management in organisations, both for individuals and for groups. By eliciting important self‐regulating functions, change agents will likely facilitate sensemaking processes, positive interpretations of change, change readiness, and effective change behaviours.

This paper makes two contributions to the literature. First, it offers a comprehensive and dynamic account of the relationships between change‐related sensemaking, interpretation, readiness, and behavioural action decision‐making. Second, it elucidates the impact of human agency properties, namely the interplay of efficacy perceptions, social learning, and self‐regulating mechanisms on these change‐related cognitive processes and subsequent behavioural outcomes.

This paper focuses on knowledge storage, knowledge accessibility and the associated challenges with these processes in an interorganizational project. For this purpose, the context of the Orange Line (OL) metro train project in Pakistan is examined, where multiple organizations were involved.

This study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.

The distinct findings include (1) the use of knowledge storage systems, such as manual storage systems, electronic storage systems and assigning a dedicated resource; (2) that knowledge accessibility occurs at different levels within the organization (including intradepartmental and interdepartmental levels) as well as at interorganizational levels and (3) the challenges, such as misuse of knowledge, time pressures, confidentiality of sensitive knowledge, government regulations and the reliance on human memory, which are associated with knowledge storage and knowledge accessibility. Based on the findings, an integrative framework of the interplay between knowledge storage, knowledge accessibility and challenges is proposed.

This paper contributes to the literature on resource-based theory by examining knowledge storage and accessibility in an interorganizational project.

E-commerce has become an essential and highly competitive channel for e-retailers, who have felt the need to invest in the experience delivered to customers. Therefore, it becomes necessary to unveil the online customer experience so that brands can improve their offerings. In this study, the authors proposed a model that explores customer experience on websites, namely, what concerns the use of the latest technological developments such as artificial intelligence, augmented reality and virtual reality.

The study offers a model to explore and compare the online consumer experience in e-commerce websites, considering eight dimensions that cover recent technological advances. A multiple case study that evaluated companies in the footwear industry was used to assess the model's applicability. The case study methodology considered two distinct segments, the high-price and low-price segments.

The data collected by the websites' examination enabled us to confirm part of the suggested propositions. However, propositions concerning new technologies were not proved. Opportunities for improvement were identified, especially for high-price segment companies, since the results showed that these companies provide a less pleasant consumer experience than those of the opposing segment.

This study extends the scope of the online consumer experience by introducing more contemporary dimensions. Additionally, the model allows an evaluation and comparison of the knowledge delivered by several online retailers, using the Portuguese footwear industry as a reference.

Small- and medium-sized enterprises (SMEs) have become increasingly important in national and international markets because they contribute to the development of local and national economies. SMEs often face serious challenges when competing with multinational companies. The purpose of this paper is to develop a method for assessing SMEs’ competitiveness.

Based on a constructivist epistemology, this study makes an integrated use of cognitive mapping and the measuring attractiveness by a categorical-based evaluation technique (MACBETH). To this end, face-to-face sessions were conducted with a panel of entrepreneurs and senior managers who deal with the challenges of maintaining SME competitiveness every day. The proposed assessment system was tested and validated by the panel members.

The methodological processes adopted in this study provide promising results for decision makers seeking to identify the most competitive SMEs. Specifically, the results emphasize, among other points, the importance of innovation and the human dimension to gaining competitive advantages.

The evaluation system developed in this study is extremely versatile and confirms the usefulness of integrating cognitive mapping and MACBETH to facilitate evaluations of SME competitiveness. However, due to its idiosyncratic and process-oriented nature, generalizations need to be done with caution.

The proposed method can be valuable to researchers seeking to develop mechanisms for evaluating SMEs’ entrepreneurial performance and include specialized know-how and sensemaking in organizational decision-making processes.

The integrated use of cognitive maps and MACBETH contributes to a better understanding of how to assess SMEs’ competitiveness. No prior work reporting the use of this dual methodology in this study context has been found.

In today's world, retailers must embrace technological devices to provide fluid, convenient and complete customer experiences. Therefore, combining the offline and online spaces into a single strategy becomes essential, representing a significant opportunity for retailers to improve customer experience. Therefore, this study aims to explore and compare the importance of digital elements in an omnichannel experience by companies in the luxury and non-luxury segments.

The research offers a model to explore and compare the omnichannel strategies that brands use, considering six dimensions that cover recent technological advances, thus offering a complete experience to their customers. A multiple case study was selected based on a sample of six international companies from two different price segments (luxury and non-luxury).

The data collected allowed the authors to verify the presence of some dimensions, even though some had little evidence. Nevertheless, the dimensions connectivity, innovativeness and flexibility (only in luxury segment companies) were not present. Overall, and even though they present just little evidence, the results showed that retailers for the luxury segment invest more in delivering digital experiences within omnichannel strategies than the non-luxury ones.

This study improves the existing knowledge of omnichannel retailing. By analysing and comparing the omnichannel experiences, companies can identify areas for improvement and enhance the overall customer journey. Additionally, the model allows managers to compare and re-evaluate their omnichannel strategies with other competitors to gain competitiveness in an ever-evolving market.

The purpose of this paper is to examine the relationship between hybrid HR systems in call centers and their effect on workers' performance.

Drawing on a sample of 337 call center operator-supervisor dyads, the authors analyzed how the joint perceptions of monitoring and high-performance work systems (HPWS) are associated with workers' authenticity to explain performance, rated by supervisors.

The authors found that when monitoring is perceived as low, HPWS is not associated with authenticity, suggesting that it requires the joint effect of monitoring and HPWS to communicate HR management priorities in call centers. In addition, the authors found that high ratings of monitoring combined with low perceptions of HPWS were associated with the lowest levels of authenticity, whereas the highest levels of authenticity at work were found when high monitoring was combined with high HPWS. The results supported a conditional indirect effect through authenticity to explain when and how hybrid HR systems are associated with better supervisor-rated performance.

This is the first study to test the interaction effects between HPWS and monitoring practices to explain authenticity as a key strategic component of performance in call centers.