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Simple and affordable systems are described to assist wheelchair users in steering their wheelchairs across sloping ground. The systems can be attached to many standard powered wheelchairs. Wheelchairs often steer by having two swivelling caster wheels but problems with this configuration occur when a wheelchair is driven along sloping ground because the casters can swivel in the direction of the slope. Gravity then causes the wheelchair to start an unwanted turn or ‘veer’ and the chair goes in an unintended direction. This situation is exacerbated for switch users, as switches cannot provide fine control to trim and compensate. Early experiments demonstrated that calibrating wheelchair controllers for straight‐line balance and optimising motor‐compensation did not solve this problem. Caster angle was selected to provide feedback to the wheelchair controllers. At the point when veer is first detected, a wheelchair has already begun to alter course and the job of the correction system is to minimise this drift from the desired course. A rolling road was created as an assessment tool and trials with both the test bed and in real situations were conducted to evaluate the new systems. The small swivel detector that was created could be successfully attached to caster swivel bearings. The new system was successful, robust and was not affected by changeable parameters. Although primarily intended for switch users, the methods can be applied to users with proportional controls.

The purpose of this paper is to present powered‐wheelchair transducers and systems that provide more control, reduced veer on slopes, and improved energy conservation, while reducing effort. They are especially significant for people with movement disorders who lack sufficient hand‐grasp and release ability or sufficient targeting skill to use joysticks.

Laboratory test rigs are created to test proportional switches and teach potential users. Then, trials are conducted with a rolling road and in real situations. Caster angle‐measurement is selected to provide feedback to minimize drift away from a chosen course and an electronic solution was created to match driver control to caster‐steering‐position. A case study is described as an example.

Results and advantages are presented from changing from using a set of digital‐switches to a set of new variable‐switches and then adding a sensor system to prevent veer on slopes. Systems have been tested for nearly two years and shown to assist powered‐wheelchair‐users with poor targeting skills.

The research used wheelchairs with caster‐wheels but the systems could easily be used on other wheelchairs.

Simple input‐devices are presented that isolate gross motor function and are tolerant to involuntary movements (proportional‐switches). A sensor system is presented that assists users in steering across sloping or uneven ground.

Proportional‐switches and sensors are shown to reduce veer and provide more control over turn and forward speed and turn radius while reducing frustration and improving energy conservation. The simple and affordable systems could be created and attached to many standard powered‐wheelchairs in many organisations.

Previous theoretical and empirical literature has advocated growth in the access and use of flexible working arrangements by establishing their link with individual and especially parental subjective well-being. Given this, the current research investigates impact that their own or their partners’ transition to flexitime and teleworking has on parental subjective well-being. The cross-partner dimension has not been explored yet by prior studies. Measures for cognitive, subjective well-being include satisfaction with life overall, satisfaction with the amount of leisure time, and satisfaction with health. Ordered logit longitudinal models are estimated using Understanding Society data from 2009 to 2019. Corroborating prior studies, the current analysis finds that mothers’ transition to flexitime and teleworking has a positive impact on their leisure time and health satisfaction. For fathers, switching to telework improves satisfaction with their amount of leisure time, while adopting flexitime can take a toll on self-reported health satisfaction. However, contrary to expectations, mothers’ move to teleworking can be injurious for fathers’ life satisfaction levels, yet fathers’ adoption of flexitime fosters mothers’ satisfaction with their leisure time amount.

This chapter is about how leaders attempt to move from traditional to shared leadership and why they often cannot. We develop a new theoretical framework to examine whether leaders are willing to shift control from themselves to their followers and thus promote shared leadership in their teams. We argue that control shifts, while necessary for shared leadership, are particularly difficult for leaders to enact. This is because leadership is often closely bound with power and status in the organization, a reality of organizational life that is often overlooked in the quest for new forms of leadership, such as shared leadership. Our contribution lies in examining leaders’ ability to enact shared leadership through the lenses of primary and secondary control, and situating control shift in the context of global leadership including selected cultural dimensions, complexity, and paradoxes.

The purpose of this paper is to focus on top women managers who act as change agents in the machista culture of Mexico. Specifically, the authors centre the attention not only on the strategies performed by these change agents to reduce inequality, but also on understanding the way in which they discursively reproduce or challenge essentialist notions of gender with respect to the cultural and organizational context.

Semi-structured interviews were conducted with 12 top women managers in Mexico who are actively involved as change agents. A feminist poststructuralist methodological framework using critical discourse analysis was used to uncover competing notions of gender and related strategies developed to promote gender equality.

The analysis reveals that the 12 change agents perform strategies for inclusion, and only half of them engage in strategies for re-evaluation. The authors were unable to recognize whether these change agents are engaged in strategies of transformation. These change agents also reproduce and challenge “essentialist” notions of gender. In some instances – based on their own career experiences and gendered identities – they (un)consciously have adopted essentialism to fit into the cultural context of machista society. They also challenge the gender binary to eradicate essentialist notions of gender that created gender inequalities in the first place.

The experience of these 12 top women managers may not represent the voice of other women and their careers. Ultimately, intersections with class, organizational level, nationality, race, ethnicity, and sexual orientation must be taken into account so to represent other women’s particular interests with respect to equality.

For those researchers-consultants who may be involved in an intervention strategy, it is important to focus on helping the change agents in reviewing and reflecting on their own “vision of gender equity”. During the strategic activities of mentoring and training, these change agents could potentially “leak” a particular “vision of gender” to other women and men. Thus, part of the intervention strategy should target the change agent’s self-reflection to influence her capacity to act as change agents.

The authors contribute to the literature on change agents and interventions for gender equality. Intervention strategies usually centre on essentialist notions of gender. The study offers potential explanations for this approach by paying attention to the process of how change agents, in their efforts to promote gender equality, may be unconsciously projecting their own identities onto others and/or consciously engaging in strategic essentialism to fit into the machista context of Mexico.

This paper aims to illuminate mechanisms through which memorable experiences with brands create lasting preferences. It is based on the proposition that intense positive (negative) affective consumption in the consumer’s youth creates powerful imprints, which influence brand preference (distaste) throughout life.

Autobiographical memories with Nutella are retrieved from three different user groups, i.e. heavy-, light- and non-users. The retrieved memory narratives are analysed using conditioning theory, i.e. operant, classical or no conditioning are identified and compared across groups.

The research’s central proposition is affirmed, yet the dominant form of conditioning mechanism differs per group. Operant conditioning outperforms classical conditioning in creating strong and lasting preferences. Heavy- and non-users predominantly exhibit in-tensely positive and negative operant conditioning, respectively. Light-users on the other hand recall less affectively intense consumption experiences, mainly featuring classical conditioning. The light-users’ recollections suggest a mere exposure effect to be more appropriate in describing the preference formation in this user group.

Users not having experienced affectively intense consumption, i.e. light-users, are likely to be influenced in their preference over time through other factors, which this paper does not focus on.

Memory elicitation and exploration provides valuable insights to shape both promotional as well as advertising strategies.

The study extends existing theory on conditioning in marketing by first using a novel qualitative approach to analyse conditioning procedures in real-life settings, and second, it highlights operant conditioning’s superior ability in creating lasting preferences.

Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and interact with environments differently than those pursuing traditional closed strategies. This chapter considers these strategies together highlighting similarities and differences between platform, open/user innovation, and ecosystem strategies. We focus on managerial and organizational challenges for organizations pursuing these strategies and identify four institutional logic shifts associated with these strategic transitions: (1) increasing external focus, (2) moving to greater openness, (3) focusing on enabling interactions, and (4) adopting interaction-centric metrics. As mature incumbent organizations adopt these strategies, there may be tensions and multiple conflicting institutional logics. Additionally, we consider four strategic leadership topics and how they relate to platform, open/user innovation, and ecosystem strategies: (1) executive orientation and experience, (2) top management teams, (3) board-management relations, and (4) executive compensation. We discuss theoretical implications, and consider future directions and research opportunities.

Drawing from theories of structural power and relational competence, this paper proposes an innovative theoretical model able to predict relationship outcomes during adolescence by mapping the partners’ resources and patterns of exchange in four contexts (family, work/school, leisure time, and survival) as power bases in the relationship. Adolescent dating is an important juncture in the developmental pathway to adult partnership, both in terms of relational satisfaction and relationship violence. Power processes can capture the dynamics of both healthy and unhealthy relationships, regardless of gender, contingent to the power advantage (or disadvantage) within the relationship and can produce predictable consequences for partner’s behavior. Knowing which partner holds what kind and amount of power and in which decision-making areas may be used to predict the actions of either partner and ultimately identify the trajectories of their relationships.

This study aims to propose a conceptual framework for transition of brand trust to brand love in an uncertain market situation, from the perspective of cognitive-emotion theory (CET).

Since brand anthropomorphism is successfully established in branding research, this study takes cognitive characteristics of brand trust and emotional characteristic of brand love from extant literature to develop a conceptual framework for transformation of brand trust (cognition) into brand love (emotion). This study situates the relationship in the context of market uncertainty due to the COVID-19 pandemic. It focuses in the development of the conceptual framework by taking cognitive components of brand trust and brand behavioural characteristics as moderator, in uncertain market situation.

Findings suggest that transition of brand trust (cognition) to brand love (emotion) is possible in uncertain situation, and brand behavioural characteristics moderate this relationship. Brand behavioural characteristics are brand innovativeness, brand ethicality, brand empathy, brand expertise and brand agility, which have the potential to further strengthen the relationship in the given situation.

This research proposes a conceptual model and propositions that add a rich understanding to the relationship of brand trust and brand love, which requires empirical testing in any brand category context. Through a richer understanding of conditions and the underlying psychological mechanism, researchers and marketers, brand managers, policymakers and so forth can gain insights that aid strategic decision-making. Trusted brands can leverage on the situation by highlighting unique behavioural characteristics to establish a strong and sustainable long-term relationship.

The current research is an attempt to provide deeper insights from the perspective of CET, into the relationship of brand trust (cognition) and brand love (emotion) by introducing conditions under which a trusted brand becomes a lovable brand in uncertain market situation, thereby adding new knowledge to branding, customer-brand relationship sustainability, in uncertainty literature. The new perspective, that is CET, puts forward a novice view on the advantage of brand love over brand trust that could help in formulating strategic decisions in managing brands in crisis situation.

As emphasized in the previous chapter, sustainability marketing entails activities that include all levels of management in small and medium enterprises; that is, strategic, operational and tactical. The role of marketing activities of a sustainable nature involves building customer satisfaction and generating profit for an enterprise, while simultaneously taking into consideration the impact of such activities on society and environment as a whole. Combining all those areas poses a serious challenge to contemporary SMEs. Nevertheless, an effective use of sustainability marketing principles enables companies to achieve the above-specified tasks and gain a strong position in the market over the long term. The nature of the relationship established with various market entities ensures that strong position, because the use of sustainability marketing is equivalent to adopting a relationship-oriented attitude.

Fulfilling the tasks of sustainability marketing requires the employment of tools from the sustainability marketing mix, which comprises the following: sustainability in product, price, distribution, promotion and personnel. The adoption of sustainable development principles by SME marketing departments does not fundamentally change the basic properties of the tools in the mix, that is their complementarity and the resultant synergy effect, but it expands the scope of their impact on the society and environment. This chapter presents a discussion on the nature and specificity of individual tools in the sustainability marketing mix.