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Extant research captures the signaling and attitudinal effects of luxury brand prominence strategy; however, little is known about the underlying mechanisms that drive this effect. This study aims to uncover brand authenticity and brand coolness as parallel mediators driving the effects of brand prominence on luxury purchase intentions and explores the moderating role of consumers’ self-brand connection.

The research consisted of three experiments. Study 1 (n = 121) explored the direct effects of brand prominence among Chinese consumers. Using a sample of Turkish consumers (n = 115), Study 2, measured the mediation effects of brand authenticity and brand coolness. Study 3 (n = 211) examined how self-brand connection moderated the mediation effects among British customers.

A luxury brand prominence strategy leads to negative perceptions of coolness and authenticity and, in turn, reduces purchase intentions. The negative effect of brand prominence is even more pronounced among consumers with high self-brand connection.

The study elaborates on how brand prominence informs consumers’ perceptions of authenticity and coolness. In examining the role of self-brand connection, the study reveals a theoretically and managerially relevant boundary condition of this focal effect.

The research highlights how luxury brands can use differing brand prominence strategies. This research informs brand managers on how to enhance brand authenticity and coolness while managing self-brand connection.

The study extends the luxury branding literature by explaining the brand prominence effect through the parallel mediators of brand authenticity and brand coolness. In contrast to extant research, the findings show that the negative effect of brand prominence is particularly strong among consumers with high self-brand connection.

Ageism refers to the systematic, cultural devaluation of agedness and concomitant discrimination against older adults that is endemic to Western industrialised societies. Age-based discrimination is expressed through the numerous, taken-for-granted, negative stereotypes that equate oldness with frailty, senility, asexuality, obsolescence and loss of attractiveness. It is also evident in the institutional policies and everyday practices that both subtly and overtly exclude older adults from full and meaningful access to resources and opportunities in various organisational settings, including the workplace. This chapter explores the ways that ageism shapes and constrains the experiences and prospects of older workers as they endeavour to obtain or retain employment and/or access to training and promotions. I will discuss how age-based stereotypes and discrimination are gendered, resulting in differential impacts on older men and women seeking employment or those who are currently employed. I will further consider how the older body more generally and appearance in particular are the focal points of ageist assumptions, norms and practices in the workplace. I will conclude by reflecting on the implications and outcomes of age-based exclusion and discrimination on the lives of older male and female employees.

The globalisation of markets, emerging concepts of sustainable development, and circular economy have defined the boundaries within which organisations must compete and address the needs of key stakeholders. As circumstances change, boundaries are often replaced by the relationships between companies and the communities they serve. Consequently, strategy has become a central aspect of sustainable leadership and the foundation for implementing strategic management in a dynamic system of relationships. Every company is born and grows within social and economic ecosystems. Drawing on the metaphor of biology, ecosystems are described as dynamic interconnections among various elements that influence and foster entrepreneurship. Interconnections between players (such as marketplaces, organisations, governments, and universities) create a flow of expertise, abilities, knowledge, experience, and tangible resources. Economic and social ecosystems involve various actors and components that continuously coexist and interact, leading to the creation of numerous mutual relationships. Consequently, it is crucial for managers to gain a comprehensive understanding of the internal and external environments. Various decision-making tools and strategies can be used to achieve this goal. These tools were developed to assist managers, researchers, and consultants in making informed decisions under complex scenarios. This chapter presents several decision-making strategies and tools, including the Boston Consulting Group (BCG) matrix, General Electric (GE) matrix, Balanced Scorecard (BSC), PEST, PESTEL analysis, and SWOT analysis.

This paper examines the sluggish adjustment of deposit interest rate categories with response to policy rate changes in a developing economy.

Symmetric and asymmetric error correction models (ECMs) are employed to test the pass-through effect and adjustment speed of deposit rates when above or below their equilibrium levels.

The findings reveal an incomplete pass-through effect in both the short run and long run while mixed results of symmetric and asymmetric adjustment speed across the different deposit rate categories are observed. Collusive pricing arrangement behavior is supported by deposit rate categories that adjust more rigidly upwards than downwards, while negative customer reaction behavior is supported by deposit rate categories that adjust more rigidly downwards than upwards.

Even though the findings indicate an aspect of increased responsiveness over the period, the sluggish adjustment of deposit rates imply that monetary policy is still ineffective and not uniform across the different deposit rate categories.

To the best of the authors' knowledge, this is the first study to empirically examine both symmetric and asymmetric adjustment behavior of deposit interest rate categories in Kenya. The findings are key to policy makers as they provide insights on how long it takes to adjust different deposit rate categories to monetary policy decisions. In addition, the behavior of deposit rates partly explains why interest rates capping was imposed in Kenya in 2016.

The purpose of the paper is to develop a hybrid method to prioritize risk factors (RFs) of sustainable supply chain (SSC) considering sustainable customer requirements (CRs) and uncertain evaluation.

In the proposed method, fuzzy Kano model (FKM) is applied to prioritize sustainable CRs considering customer satisfaction (CS) and objective weight of each CR, the interval-valued intuitionistic fuzzy (IVIF) set theory is integrated with quality function deployment (QFD) to translate the sustainable CRs into RFs of SSC under uncertain environment and the IVIF cross-entropy is used to conduct objective analysis to prioritize RFs. Finally, a case in air-conditioner-manufacturing company is presented to demonstrate the proposed method.

A case study of SSC risk management, the comparative analysis and associated discussions are conducted to illustrate the feasibility and effectiveness of the proposed method. The results obtained from the case study shows that RF5 (market share reduction) is the most important RF in the SSC. Compared with the existing methods, the proposed method can integrate sustainable CRs into SSC's RFs, handle uncertain information effectively and obtain objective importance of RFs.

Theoretically, the paper develops a customer-oriented model based on the FKM, QFD, IVIF sets and entropy theory to prioritize RFs of SSC under uncertain environment. The model enables to integrate sustainable CRs into RFs managements and is efficient to deal with the subjectivity and conduct objective analysis to prioritize RFs. In practice, the systematic and correct RFs' priorities analysis provides reliable decision support for the managers to take measures to avoid or mitigate the critical RFs.

The purpose of this study was to find the key face mask features using Kano model in combination with a hierarchical cluster analysis based on customer satisfaction (CS) and preference.

This study used 171 responses collected from a self-administrated online survey with convenience sampling where respondents were asked about 16 different features of face masks.

The study revealed that, among 6 Kano categories, 15 features were categorized as “one dimensional” and only the high price fell under the “reverse” category but all features were not equally weighted by customers. The result also showed viral protection and comfortability were the most desired features by customers regardless of its price and the “color matching” feature can act both as “one dimension” and as “attractive” feature.

This study will help face mask producers to drive their resources towards those features which customers value more by showing how to prioritize features even if they fall under the same category.

This study used customer satisfaction and dissatisfaction index along with an unsupervised machine learning tool to improve features classification based on Kano model. The findings of this study can be used to formulate future research studies.

Social media platforms are highly visible platforms, so politicians try to maximize their benefits from their use, especially during election campaigns. On the other side, people express their views and sentiments toward politicians and political issues on social media, thus enabling them to observe their online political behavior. Therefore, this study aims to investigate user reactions on social media during the 2016 US presidential campaign to decide which candidate invoked stronger emotions on social media.

For testing the proposed hypotheses regarding emotional reactions to social media content during the 2016 presidential campaign, regression analysis was used to analyze a data set that consists of Trump’s 996 posts and Clinton’s 1,253 posts on Facebook. The proposed regression models are based on viral (likes, shares, comments) and emotional Facebook reactions (Angry, Haha, Sad, Surprise, Wow) as well as Russell’s valence, arousal, dominance (VAD) circumplex model for valence, arousal and dominance.

The results of regression analysis indicate how Facebook users felt about both presidential candidates. For Clinton’s page, both positive and negative content are equally liked, while Trump’s followers prefer funny and positive emotions. For both candidates, positive and negative content influences the number of comments. Trump’s followers mostly share positive content and the content that makes them angry, while Clinton’s followers share any content that does not make them angry. Based on VAD analysis, less dominant content, with high arousal and more positive emotions, is more liked on Trump’s page, where valence is a significant predictor for commenting and sharing. More positive content is more liked on Clinton’s page, where both positive and negative emotions with low arousal are correlated to commenting and sharing of posts.

Building on an empirical data set from Facebook, this study shows how differently the presidential candidates communicated on social media during the 2016 election campaign. According to the findings, Trump used a hard campaign strategy, while Clinton used a soft strategy.

Implementing the sustainable development goals (SDGs) has proven a significant challenge for companies. While multinational enterprises (MNEs) have shown a real intention to contribute to these goals, they face major barriers in implementing the SDGs in their core business strategies. Extant academic studies on this phenomenon have primarily explored why companies “should” address the SDG agenda but have not (yet) explored what “works,” what does not “work,” and why. Therefore, evidence of a sizable gap between intention and realization is growing. Besides, there is a limited explanation for the existence of this gap and no validated implementation models that could help overcome it. Additionally, management research remains relatively fragmented. The diversity of existing theoretical and empirical frameworks makes it difficult to consolidate scientific and practical insights on “how” to guide companies to accelerate the global goals through their core operations.

This study is one of the first attempts to draw lessons from extant research on effective SDGs’ implementation strategies. For that, we upgrade the “SDG Compass,” which has been recognized as a leading framework for SDGs implementation in companies’ core activities. A critical assessment of the literature on the SDGs implementation has been conducted through a systematic literature review (SLR) and bibliometric analysis. This has helped us identify gaps in the SDG implementation practice and accumulate relevant insights supporting a more integrated and upgraded implementation framework: the SDG Compass+. This framework can advance coordinated theoretical and practical research by identifying the antecedents and critical factors of impactful SDG implementation strategies.