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The global food waste and food scarcity paradox is steadfastly increasing. This study aims to examine the effects of digital nudging as forms of positive and negative reinforcement to change food waste behavior and found that nudging positive reinforcement modifies this habit.

A field experiment was conducted on 628 diners randomly split into experiment (n = 412) and control group (n = 216) in two separate dining locations over four weeks. Out of these, 412 diners were randomly subjected to tent cards with positive (n = 228) and negative (n = 184) reinforcement nudging and completed a questionnaire to ascertain if nudging affects their consumption behavior. Consumption waste per unit revenue was calculated from all 628 diners individually to analyze the financial impact between control and experiment groups.

SEM analysis reveals that positive reinforcement mediates between external motivators (social media and restaurant service) and reduction of food waste behavior. Further analysis also reveals that nudging has a higher three times effect on reducing food waste as compared with no nudging (control).

Positive messaging encourages behavior change more effectively as compared to negative ones. Gentle reminders of how everyone can personally be a “warrior” or “hero” in the fight against global food waste increases the likelihood of altruistic motivation in tackling these issues.

This study demonstrates how positive reinforcement in the form of nudges acts as key mediator to support reduction of consumer food waste on site, ultimately helping to reduce financial costs compared to those without nudges.

Using data from business reorganization processes under Act 1116 of 2006 in Colombia during the period 2008 to 2018, a model for predicting the success of these processes is proposed. The paper aims to validate the model in two different periods. The first one, in 2019, characterized by stability, and the second one, in 2020, characterized by the uncertainty generated by the COVID-19 pandemic.

A set of five financial variables comprising indebtedness, profitability and solvency proxies, firm age, macroeconomic conditions, and industry and regional dummies are used as independent variables in a logit model to predict the failure of reorganization processes. In addition, an out-of-sample analysis is carried out for the 2019 and 2020 periods.

The results show a high predictive power of the estimated model. Even the results of the out-of-sample analysis are satisfactory during the unstable pandemic period. However, industry and regional effects add no predictive power for 2020, probably due to subsidies for economic activity and the relaxation of insolvency legislation in Colombia during that year.

In a context of global reform in insolvency laws, the consistent predictive ability shown by the model, even during periods of uncertainty, can guide regulatory changes to ensure the survival of companies entering into reorganization processes, and reduce the observed high failure rate.

Departing from conflicting findings on the role of involvement in the formation of the consideration set, the authors of this study seek to shed light to the wine consumer behaviour and expand previous findings in the bring-your-own-bottle (BYOB) of wine restaurant industry. The authors seek to determine the contradictory effect of involvement on the consideration set size and variety.

Three empirical studies were conducted. In Study 1, the relationships were tested in a personal consumption situation and in Study 2 in a gift-giving context. Finally, in Study 3, inconsistencies in the intensity of the hypothesised relationships were explored by testing the triple interaction amongst the three variables (i.e. involvement, decision-making context and decision domain).

According to the authors' findings BYOB of wine consumers form larger considerations sets in memory-based decision contexts. Involvement's effect on wine consideration set size is stronger in memory-based decisions. BYOB restaurant patrons form smaller sets of alternatives for personal consumption. BYOB restaurant patrons form more heterogeneous sets of alternatives in wine gift-giving. BYOB of wine restaurants should facilitate consumers' wine-selection process.

The authors make an effort to explain and determine the up-to-date contradictory effect of restaurant patrons' involvement on the BYOB of wine consideration set size and the amount of variety contained therein. The study offers new insights, by unfolding the moderating effect of decision-making contexts (i.e. memory-based versus stimuli-based) and decision domains (i.e. personal consumption versus gift-giving) on this effect of involvement on the properties of consideration sets.

This case aims to enhance students’ scholarship and understanding of performance management systems with respect to the formulation of key performance indicators (KPIs). Specifically, working through this case and the assignment questions, students will be able to:▪ critically analyse process-based and outcome-based performance indicators;▪ recommend the right mix of process- and the outcome-based KPIs;▪ apply the specific, measurable, aligned, realistic and time-bound (SMART) framework to the KPIs;▪ create SMART KPIs; and▪ propose when to involve team members in decision-making.

The Director of the Centre for Learning and Innovative Pedagogies (CLIP), Dr Tanushree Sharma, was in for a surprise when the Dean and the Advisor to the school expressed their dissatisfaction with her approach to framing performance indicators for the management of the Centre.

They categorically advised her to change her process-based orientation to an outcome-based one and create tangible ground-level outcomes. Their feedback made her realize why, in spite of having rolled out several initiatives, the Centre was struggling to demonstrate its impact on student learning and faculty development. It dawned on her that the Centre’s inability to showcase a tangible impact on the school could mar the collective hard toil of the team.

Accepting the feedback and recognizing the merit of designing outcome-based SMART performance indicators, she started working towards them. Although she was able to conceptualize a broad framework, she was uncertain about whether to include only outcome-based KPIs. She was also unsure whether to unilaterally create and assign the key responsibility areas (KRAs) and KPIs or co-create them with her team members. A confluence of factors weighed heavily on her mind – the pressure of limited time, remote working because of the pandemic, moderately experienced team members, voluntary team membership, lack of positional power and her limited organizational influence. With less than a month to the proposal submission, she had no time to waste.

The case is suitable for courses on performance management systems, human resources and leadership; however, it is particularly relevant to framing KRAs and KPIs, developing outcome-based KPIs and applying the SMART framework to developing KPIs. It can be used in both postgraduate and undergraduate programmes at business schools.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.