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The purpose of this paper is to investigate the potential moderating role of team membership change in the relationship between joint decision making and team creativity and to determine whether team psychological safety mediates the moderating effect.

Survey data from multiple sources on 78 teams were collected in the People’s Republic of China. Confirmatory factor analysis and hierarchical regression analysis were adopted to analyze the data.

The hypothesized mediated moderation model is supported. The results indicate that joint decision making is more positively related to team creativity under lower levels of team membership change and team psychological safety is a significant intermediate mechanism between the moderating effect and team creativity.

The cross-sectional design of this study is insufficient to support the causal inferences in the theoretical model; therefore, further longitudinal or laboratory research is required. In addition, other possible boundary conditions and underlying mechanisms have yet to be tested.

The present paper complements the extant studies, which mainly focus on the implication of leadership empowerment behaviors for individual outcomes, by examining the impact of joint decision making on team creativity and, further, reveals when and how joint decision making is more likely to foster team creativity, which extends the literature on leadership and team creativity.

Reports the results of an interview and field survey study on management issues in 25 Sino‐foreign joint‐venture companies. Joint ventures are shown to have three special characteristics: transformation, system and management. Compatibility issues, in terms of values, motives, leadership styles, are cultural, social and structural. Proposes three managerial psychology strategies to improve management of joint ventures further. Suggests some useful predictors and criteria for the assessment and evaluation of joint‐venture effectiveness.

There are two major objectives in the research. First, the authors investigate the impact of knowledge integration in terms of joint decision-making and joint sense-making, on relational performance, including operational efficiency and innovation. Second, the authors examine the key antecedents that might facilitate knowledge integration: strategic supply management and trust. The paper aims to discuss these issues.

This paper expands and tests theory drawing upon survey data from 133 buyer-supplier relationships (BSRs). The authors employed a two-step process of analysis to evaluate first the measurement model and then the structural model. The measurement model test built upon confirmatory factor analysis, while the structural model quality test built upon path analysis.

The results suggest that both integrative mechanisms, joint decision making and joint sense making, affect performance although in different ways. This study also finds that while trust has multiple significant influences and consequently must be viewed as an organizing principle, strategic supply management is required to jointly understand the dynamic and complex context but not to jointly make ongoing decisions.

Three limitations: first, this study was cross-sectional rather than longitudinal. Second, in line with accepted practice, the authors surveyed only one side of the relationship. The suppliers’ viewpoint is thus not fully taken into account. Third, another potential limitation of the study is that the sample stems from just one country and its size does not distinguish subgroups in the analysis of the path model.

Managers should be advised that: first, a trusting partnership built on knowledge integration is a hard order, especially with a new, unknown supplier in a low-cost country, where intellectual property protection is less obvious; second, strategic supply management may not improve cost or operational performance, but in its absence, it is unlikely that a supplier has insight into the exact needs of its buyer and thus, may not add considerable value to their customers; third, building a dynamic knowledge integration capability (valuable, rare, and difficult to imitate) takes time, as does creating reliable learning mechanisms. Joint teams, visit partners’ workplace, early involve suppliers in developing new products or selection of supplier with high-learning capabilities may help to create a knowledge integration capability.

The authors suggest that companies should move from an arm-length relationship and turn their supplier relationships into a tool for innovating faster while cutting cost. In order to do this, joint sense-making and joint decision should be seen as institutionalized inter-firm routines rather than ad hoc activities. Thus, the authors recommend managers to proactively build certain knowledge-based capabilities that hinges heavily upon a strategic stance toward supply management and trustful relationships with selected suppliers.

The major intent of this research is to expand understanding of knowledge integration by building a more testable, complex model around its creation. While previous research relied on a configuration approach to explore the relationship between knowledge integration and performance, the authors evaluate causal relationships at the level of the formative dimensions rather than higher order knowledge integration, as this has proven to be a superior analytical method. Second, although supply chain scholars have expressed great interest in trust, an in-depth examination of prior studies in knowledge integration indicate that trust has been analyzed alone. In contrast, the study empirically examines the simultaneous effect of trust and strategic supply management in BSRs.

Worker participation has been broadly defined as “any process designed to increase the ability of a worker to make decisions, or influence the making of decisions, which relate either to a specific job within an organisation, or more broadly to the overall functioning of that organisation”. As this definition suggests, worker participation can take many forms. One of these is joint consultation. Joint consultation has been described as “the means whereby management and employees may together consider, and where appropriate determine, matters affecting their joint or respective interests”. Thus joint consultation may allow for the following different degrees of participation:

This paper aims to investigate the impact of retailer innovation investment and its spillover’s effect on competitive dual-channel supply chain pricing and optimization strategy, and explore the coordination mechanism considering decision maker’s bargaining ability.

The Cournot and Stackelberg game methodology are made use of for the duopoly decentralized and joint decision-making model. The bargaining theory with different negotiation ability was used to analysis the coordination mechanism. Then this paper validates the model by simulation techniques.

The results enlightened some interesting facts, the increase in innovation demand coefficient spur rise in channel pricing, innovation investment level, supply chain profit and consumer welfare. The rise in innovation spillover coefficient leads to increase in online channel pricing, supply chain profit and consumer welfare. Due to the innovation spillover effect, retailer has to maintain channel competitiveness either through low price or high innovation investment strategies. In addition, online channel pricing, supply chain profit and consumer welfare in joint decision-making scenario is greater than that of decentralized decision-making scenario, while the difference in retailer channel pricing depends on parameters value. The increase in retailer’s joint negotiation factor leads to decrease in channel pricing and innovation investment level. Furthermore, there existence of an optimal innovative investment cost sharing proportion threshold indicates the achievement of dual-channel supply chain coordination. A refinement equilibrium can be achieved through Robinstein bargaining game. A larger interest discount factor leads to decrease in profit.

The research provides a theoretical reference for dual-channel supply chain pricing and coordination strategy under channel competition environment. The research can develop innovative investment strategies for retailers and implement response strategies for manufacturers.

Collaboration between frontline employees (FLEs) and frontline robots (FLRs) is expected to play a vital role in service delivery in these increasingly disrupted times. Firms are facing the challenge of designing effective FLE-FLR collaborations to enhance customer experience. This paper develops a framework to explore the potential of FLE-FLR collaboration through the lens of interdependence in customer service experience and advances research that specifically focuses on employee-robot team development.

This paper uses a conceptual approach rooted in the interdependence theory, team design, management, robotics and automation literature.

This paper proposes and defines the Frontline employee – Frontline robot interdependence (FLERI) concept based on three structural components of an interdependent relationship – joint goal, joint workflow and joint decision-making authority. It also provides propositions that outline the potential impact of FLERI on customer experience and employee performance, and outline several boundary conditions that could enhance or inhibit those effects.

Managerial insights into designing an employee-robot team in service delivery are provided.

This study is the first to propose a novel conceptual framework (FLERI) that focuses on the notion of human-robot collaboration in service settings.

This study aims to analyze how restaurants' collaboration with mobile food delivery applications (MFDAs) affects product development efficiency and argues that technological capabilities moderate relational ties impact the joint decision-making and development efficiency of restaurant products.

A product development efficiency model was formulated using a resource-based view and real options theory. In all, 472 samples were collected from restaurants collaborating with MFDAs, and partial least squares structural equation modeling was applied to the proposed model.

The findings of this study indicate three factors are critical to the product development efficiency between restaurants and MFDAs; restaurants must develop a strong connection with the latter to ensure meals are consistently served promptly. Developers of MFDAs should use artificial intelligence analysis, such as order records of different genders and ages or various consumption attributes, to collaborate with restaurants.

To the best of the authors’ knowledge, this study is one of the few that considers the role of MFDAs as a product strategy for restaurant operations, and the factors the authors found can enhance restaurants’ product development efficiency. Second, as strategic artificial intelligence adaptation changes, collaborating firms and restaurants use such applications for product development to help consumers identify products.

The purpose of this paper is to measure trust that logistics/supply chain management (SCM) managers of supplier firms perceive toward inbound SCM managers of buyer firms, and investigate the effect of trust on supply chain collaboration and logistics efficiency. In doing so, two trust forms are introduced: affective trust and trust in competency. Besides, supply chain collaboration includes the three dimensions: joint decision making, information sharing, and benefit/risk sharing.

A path analysis was used to test whether the two trust forms affect the three dimensions of supply chain collaboration, and then, the three dimensions of supply chain collaboration, in turn, affect the logistics efficiency of supplier firms. An empirical analysis was conducted with Korean firms.

Affective trust has a significant influence on collaboration in information sharing and benefit/risk sharing, whereas trust in competency affects collaboration in joint decision making and benefit/risk sharing. Regarding supply chain collaboration, joint decision making and information sharing are found to affect logistics efficiency. Insignificant relationships are detected between affective trust and joint decision making, between trust in competency and information sharing, and between benefit/risk sharing and logistics efficiency.

By classifying trust into affective trust and trust in competency and by incorporating the three dimensions of collaboration, this paper analyzes the causal effect of suppliers' trust at the inter‐personal level on supply chain collaboration and logistics efficiency, and discusses the results compared to those focusing on buyers' trust.

This paper introduces the seven empirical studies on vacation decision making in this special issue of IJCTHR. The paper compares the findings of these seven studies to traditional models of vacation decision making, and highlights a number of new perspectives for research into vacation decision making.

Five themes appear in these contemporary studies of vacation decision making: the multifaceted nature of the vacation; joint decision making by members of the household; impact of the type of vacation trip on the decision making process; the role of the internet in vacation decision making; and the role of socio‐psychological variables in vacation decision making.

The paper provides recommendations for future research in vacation decision making, in light of contemporary changes in the travel and tourism industry.

The value of this paper lies in its review of traditional approaches to researching vacation decision making, and advice provided for future research on the topic.

This study aims to understand the relationship between behavioral integration in the boardroom and board performance.

The authors performed a series of multiple hierarchical regression analyses to explore research questions. Primary data were collected via questionnaires from 184 Nordic members to identify perceptions of behavioral integration and board performance in their boardroom.

The authors found that different dimensions of behavioral integration have a different effect on board performance. The collaborative behavior of the board did not predict any dimension of board performance, whereas information exchange predicted one dimension of board performance, that of providing strategic leadership. The paramount role of joint decision-making is underlined in this study as this positively predicted all of the dimensions of board performance (strategic leadership, networking and readiness of the board).

Future research should investigate behavioral integration among board members using a longitudinal design and expand the sample cross-culturally.

For forming high-performing teams, emphasis should be given on the joint decision-making. Understanding the joint problems, transparency in actions and discussion about the problem under consideration are of paramount importance for the effectiveness of the team.

Team’s conversational environment has crucial impact on team outcomes.

This is one of the rare studies that examine perceptions of executives about the level of behavioral integration in their board.