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Augmented reality (AR) has emerged as a new interactive technology, swiftly transforming the field of marketing. Driven by its rapid uptake in marketing practices, academic research on AR has proliferated. This study aims to offer a holistic view of the past, present and future of augmented reality marketing (ARM) scholarship by analyzing its current and evolving research profile as well as its social and conceptual structures to inspire further research.

This study enriches the ARM scholarship by integrating a quantitative bibliometric analysis with a chronological-thematic review and a qualitative content analysis to develop a more comprehensive understanding of this novel area and suggest future research courses.

The bibliometric analysis reveals the key performance indicators as well as the social and conceptual structure of the ARM research field. The chronological-thematic review exhibits the advancement of ARM research over time and forecasts the emerging trends for the domain. Finally, the content analysis of recent articles reveals the current research hotspots and provides future research directions.

The database limits the selection of literature, as the information in databases such as Scopus is updated regularly, resulting in alterations in the number of articles and citations.

AR developers and brand managers may use this study’s findings to understand the current ARM landscape better and make strategic decisions based on AR adoption and consumption patterns.

This study is singular in using a mixed methods approach by integrating the findings from bibliometric and content analyses for more reliable results and to offer a holistic perspective of the ARM sector, thereby significantly advancing the field of technology-led marketing.

The relationship between trust, accountability and procedural justice is studied via research into British credit unions (CUs) following regulatory reform to remedy problems exposed by the 2007–2008 global financial crisis.

Interviews at 13 case studies of different types and sizes of credit unions in Glasgow, Scotland, are examined using template analysis and abductive theorizing to understand the effects of disproportionate reforms on small credit unions.

Smaller credit unions found three regulatory changes – namely dual regulators, increased minimum reserves and introduction of the Senior Managers and Certification Regime – excessive. Excessive change generated distrust in regulators. Regulators' insufficient attention to procedural justice contributed to this distrust.

Linkage of multidimensional confluent trust to a multilevel system of accountability provides an original way of understanding how indiscriminate attempts at trust repair damage some elements of trust in formal regulatory systems. Recognition of the need for procedural justice to enable smaller credit unions to articulate their extant checks and potential exemption from formal regulations provides another valuable contribution. The explanation of the abductive logic employed is also original.

Drawing on the competing values framework, we look at the relationship of different organizational cultures (clan, hierarchy, adhocracy and market) with organizational performance. Furthermore, we examine the mediating role of knowledge sharing (attitude and behavior) in the organizational culture and organizational performance relationship.

We draw on survey data from 241 respondents working in the aerospace and aviation manufacturing and services firms in Pakistan (85), Turkey (65) and the United Arab Emirates (91). We employ structural equation modeling for data analysis.

Results suggest that knowledge sharing partially mediates the relationship between clan culture and organizational performance, and fully mediates the market culture and organizational performance relationship. Hierarchy culture is only positively related to organizational performance, while adhocracy culture shows no relationship with knowledge sharing, let alone organizational performance.

While knowledge sharing enhances organizational performance, there is limited knowledge with regard to the specific organizational culture(s) conducive to knowledge sharing and organizational performance. The study extends existing research on the topic and contributes by showing which cultures are more conducive to knowledge sharing and organizational performance and which are less.

This paper aims to adopt Cameron and Quinn’s analysis of organizational culture and March’s learning framework to analyze the type of organizational culture (OC) that promotes learning competences and whether exploration and exploitation competences (ambidexterity) improve the European Foundation of Quality Management (EFQM) results (excellent results). In addition, this research tests if these competences exercise a mediating effect in the relationship between OC and performance.

A model is proposed whose relationships have been tested using structural equations. The sample was obtained from the SABI database. Two hundred valid questionnaires were returned via a webpage, in which four managers from each of the 200 organizations responded.

The results support the proposed relationships. Adhocracy, hierarchy and market culture have a positive relationship with excellent results. A hierarchical culture develops exploitation competences, and a market culture develops learning ambidexterity. Moreover, exploration and exploitation increase results. Finally, these two cultures indirectly influence results through exploration and exploitation competences.

The proposed model can help managers who implement the EFQM model to better understand how the culture of their organization promotes learning and how these two variables improve their performance.

Because the EFQM model requires organizations to use a knowledge management system to enhance the effect of the enabliers criteria on excellent results, the managers of these companies must know that only market and hierarchy cultures are suitable for it. Besides, this study highlights the importance of two cultural values for the implementation of the EFQM Model and, therefore, to promote excellent results: market orientation and process control.

This study fills an existing gap in the literature by combining exploitation, exploration, OC and EFQM results in a single model and highlights the importance of market orientation and process control for excellent results and knowledge exploration and exploitation.

The aim of this study is to reveal the effects of “safety climate” on “productive organizational energy”, based on the idea that higher energy and productivity will be seen in employees with the improved safety climate in the working environment.

In this study, data were collected using an online questionnaire from 426 employees of small and medium-sized textile enterprises in the Organized Industrial Zone in the Turkish province of Gaziantep. The “easy sampling” method was applied, one of the sampling techniques not based on probability. Multiple linear regression analysis was used to examine the effects of the “Management's perspectives and rules” and “Colleagues and safety trainings” sub-dimensions of the safety climate on the “emotional”, “cognitive” and “behavioral” components of productive energy.

The findings showed that the safety climate in the workplace positively and significantly affects the productive organizational energy of employees. In addition, it was observed that the management's perspective and rules had a higher impact on productive organizational energy in attitudes towards the safety climate and productive energies of these employees compared to safety pieces of training.

First of all, the result of this study and the positive results that the safety climate in organizations might cause have been noted. It has been demonstrated that the productive energies of the employees will increase if the necessary safety climate is established in the enterprises. In addition, despite the importance attached to the safety training of the employees, as a result of the analysis, it has been determined that the management's perspective and rules (ß = 0.61; p < 0.01) have a higher positive effect on the productive energy of the employees. If these situations are considered by the managers, it is expected that the occupational health and safety management strategies created for the employees will contribute to the formation of positive behaviors in the employees.

The driving force of the present study is that, to our knowledge, there has been no research on this issue related to employees who are mentioned as a critical force in solving productivity and whose number is about 26 million in Turkey's population.

Prevailing corporate culture coupled with affective trust in co-workers and affective organizational commitment may promote or hinder the tendency for people to share knowledge. This study aims to determine whether knowledge-sharing tendency varies from one form of organizational culture to another by examining the concurrent mediation of affective trust in co-workers and affective organizational commitment and provide insights for appropriate knowledge-sharing initiatives.

Adult learners (N = 408) enrolled in the MBA and MSc postgraduate programs at five private universities in Singapore participated in a two-part self-administered anonymous survey. Data were analyzed with SmartPLS partial-least squares structural equation modeling using a two-stage analytical technique that examined the measurement and structural models.

The concurrent effects of affective trust in co-workers and affective organizational commitment complementarily mediated the relationship of organizational culture on the knowledge-sharing tendency for adhocracy, clan and market cultures but fully mediated for hierarchy culture.

This study provides insights for managers to understand the characteristics of their organizational culture and choose appropriate practices for improving knowledge-sharing tendency among its employees.

A model is established to determine the type of organizational culture that facilitates knowledge-sharing tendency. It offers new theoretical insights into how and why affective trust in co-workers and affective organizational commitment impact the relationship of organizational culture on knowledge-sharing tendency. Understanding these relationships can provide valuable insights into various strategies for different organizational cultures to increase employees’ knowledge-sharing tendency.

The purpose of this paper is to verify the mediating role of commitment between market-oriented organizational culture and international market performance, and to discuss the moderator effect of national institutional environment on this mediating role.

The research design follows a mixed methodology, combining qualitative and quantitative data collection and analysis. In the first phase, research hypotheses are proposed based on a literature analysis. In the second phase, sample data are collected through interviews and questionnaires sent to domestic contractors in China and South Korea, and a validity analysis of the results is carried out. Correlation and regression analyses are then performed on the valid data to verify hypotheses to prove the existence and influence of mediating effects. Hayes PROCESS Macro is used on the regression results to test the mediating effect of commitment on international project performance and the moderation effect of institutional environment.

The results reveal that the commitment between partners has a mediating effect on the relationship between market culture and international project performance; however, no hierarchy culture is revealed. The mediating effect of commitment is regulated by the institutional environment.

Although the reliability and validity of the questionnaire data in this study are in line with research standards, a larger sample size would improve the reliability of the results. Further, the interviewed samples are mainly from China and South Korea; large representative samples from additional countries, such as Japan, should be considered to gain a fuller understanding and more comprehensive results.

By emphasizing the differences between the two institutional environments of developing and developed countries in East Asia, a theoretical and empirical basis is provided. International construction enterprises in other countries can apply the findings to improve their international market performance in different institutional environments. The findings also provide an empirical reference that international construction enterprises in China and South Korea may use to adjust their organizational cultures and commitments to improve market performance.

This study aims to posit that managerial value would be one of the responsible factors for the difference in corporate social responsibility practice among businesses. It then empirically tested the effect of managerial value, with the moderation of organizational culture, on corporate social responsibility practice.

The authors have devised a “moderated micro-macro model” type of multilevel model, wherein managerial value took the micro (individual level) predictor variable role, stakeholder-based corporate social responsibility practice the macro (organizational level) outcome variable role and organizational culture the macro level moderating variable role. Because they need the attention of inquiry, large manufacturing firms in the Amhara region of Ethiopia, with a sample size of 53, constituted the organizational level units. The recent performance of the firms against corporate social responsibility practice and organizational culture have been judged by 473 randomly chosen employees. Managerial value has been rated by randomly picked managers, numbered 253. Analytically, Croon and van Veldhoven’s multilevel analytical package and Mplus software suited the designed model.

The study has revealed that managerial value, indeed, is a potential positive driver of CSR practice, the two managerial value dimensions demonstrated differential effects on corporate social responsibility practice and only one of the organizational culture dimensions, hierarchical culture, played a moderation role in managerial value – corporate social responsibility practice link.

The model and this empirical test have not been previously verified.

The qualitative approach was applied the discover the optimum answers to the research objectives, which are (1) to understand the cultural and hedonistic characteristics of the (Lanna) Songkran festival; and (2) to examine the dilemma between cultural rituals and hedonistic activity for tourism.

This study used a case study of the Songkran festival in Chiang Mai to examine the dilemma between cultural rituals and hedonism for tourism, which brings lost or misperceived cultural values and identities. The semi-structured interview (SSI) with senior locals and participant observation during the festival was conducted in Chiang Mai, Thailand, to obtain the in-depth phenomena of the existing celebration pattern at the festival.

The study findings show three crucial phenomena that explain characteristics of unsynchronized cultural rituals and hedonistic activities for tourism: (1) the parallel phenomenon between cultural values and celebration practice, (2) the movement of local culture and(3) the hedonistic characteristics of the festival.

The study extends the knowledge on the interplay phenomena between cultural festivals and tourism; also, the involved stakeholders, such as local communities, public sectors and private sectors, can use the study findings in creating policies for using cultural festivals to promote a destination and urban economic development that will minimise cultural values distort while increase tourism economic values.

This study was conducted qualitatively, including SSIs and participant observation at the Songkran festival in Chiang Mai. The study findings were analysed, based on the empirical data, into significant themes representing the characteristics of dilemma phenomena within the festival.

The purpose of this study is to examine how employees’ deference to leader authority may induce their unethical pro-organizational behavior (UPB) and whether this translation is more likely to materialize in the presence of two personal factors (dispositional greed and proactive personality) and two organizational factors (workplace status and job rotation).

The empirical assessment of the research hypotheses relies on quantitative survey data collected among 350 Canadian-based employees who work in the healthcare sector. The statistical analyses include hierarchical moderated regression.

The role of deference to leader authority in stimulating UPB is greater when employees (1) have a natural disposition to always want more, (2) enjoy initiative taking, (3) believe that they have a great deal of prestige in the organization and (4) operate in an organizational environment in which job rotation across different departments is encouraged.

The results inform managers about the risk that employees’ willingness to obey organizational authorities unconditionally might escalate into negative behaviors that can cause harm to both the organization and employees in the long run, as well as the personal and organizational circumstances in which this escalation is more likely to occur.

This study extends extant research by investigating the conditional effects of an unexplored determinant of UPB, namely, a personal desire to defer to organizational leaders.