Search results

Organizational cultures that facilitate collaboration are valuable, but little is known about how to create them. The authors investigate the microfoundations of this problem using computational models of dyadic coupled learning. The authors find that merely altering initial beliefs about the consequence of actions (without altering the consequences themselves) can under some conditions create cultures that promote collaboration. The results of this study show why the right initial “framing” of a situation – established for instance through persuasive rhetoric, an inspiring vision, or careful recruitment choices – may under the right conditions be self-reinforcing, instead of becoming empty symbolism.

This paper aims to analyse the behaviour of dune sand mortars with the addition of ceramic waste. The objective of improving the performance of these modified mortars was evaluated in terms of accelerated carbonation performance.

The effect of these recycled materials was studied in an experimental programme through several tests. The carbonation depth was determined using a classical phenolphthalein test. The mass fractions of Ca(OH)₂ and CaCO₃ were calculated using thermogravimetric analysis, water absorption occurring through capillary action and open porosity, and the mechanical characteristics were measured after subjecting the materials to wetting–drying cycles.

The results show that using ceramic waste provides better performance in terms of water absorption by capillary action, open porosity and carbonation penetration.

This research is a study of the incorporation of ceramic waste up to 10 per cent in dune sand mortar. The choice of using ceramic waste to produce dune sand mortars has benefits from economic, environmental and technical points of view and offers a possibility for improving the durability of mortars.

Artificial intelligence (AI) applications’ usage in Chief Officers’ (CXOs’) decision-making is a topic of current research interest. A fundamental dilemma is carefully planning an effective combination of a CXO’s professional experiences and AI applications’ decision-making responsibility. However, the existing literature fails to specify the value of co-creation of AI applications and the human experience in managerial decision-making. To address this gap in the literature, the authors’ examine how an ideal cognitive-technology fit can be created between human experiences and AI-based solutions at CXO-level decision-making using the theoretical lens of the Service-Dominant Logic.

The authors’ employed a grounded theory approach and conducted a focus group discussion with seven participants to shed light on the factors that may balance AI applications’ usage and CXOs’ experience in making business decisions. This was followed by 21 in-depth interviews with employees from knowledge-intensive professional service firms to validate the findings further of a new phenomenon. Further, given the newness of the phenomenon, this approach allowed researchers a retrospective and real-time understanding of interviewees’ experiences of the phenomenon under consideration.

The advantages and constraints of both CXOs’ experiences and AI applications deserve due consideration for successfully implementing technology in knowledge-intensive professional service organizations.

This study may appeal to researchers and practitioners interested in the future of decision-making, as the authors’ study findings advocate for balancing CXO’s expertise and the use of AI in decision-making.

Based on the preliminary findings, the authors developed a theoretical framework to understand the factors that govern AI implementation in an organization and how a competitive strategy may emerge from value co-created by AI applications and CXOs’ experience, particularly in knowledge-intensive professional service firms.

As mobile devices amass greater capabilities that include broadband internet and global positioning systems (GPS), the relevance of location based marketing (LBM) services has gained increased attention among tourism researchers and marketers alike. The purpose of this paper is to examine the impact of personal travel innovativeness, information privacy and the type of delivery method (pull vs push) on the perception of potential value in LBM programs.

Data were collected from travelers at two large airports in the USA. A 2*2 design that comprised LBM (services vs promotions) and the delivery method (pull vs push) combined with two primary covariates, namely personal travel innovativeness and information privacy, evaluated the potential value of LBM programs amongst consumers.

The findings indicate that personal travel innovativeness has a significant impact on the perception of potential value in LBM. Additionally, the pull delivery method was more amenable to customers when compared with the push delivery method.

There are significant implications for practitioners in the way LBM programs can be conceived and implemented. Also, marketing messages can be produced based on the relevance of the findings.

The paper is the first to directly ascertain the impact of the delivery method and travel innovativeness in an emerging domain of LBM using a synthesis of constructs.