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As consumers interact with various small businesses, they develop a mental image, called a prototype, to represent what small businesses are as a generalized, conceptual category. However, prior research has said little about what this small business prototype entails. Thus, the aim of this study is to explore consumers’ perceptions of the prototypical small business by identifying common attributes among small businesses that differentiate them from large businesses.

This study undertakes a thorough review of the relevant consumer research literature for the attributes that consumers use to evaluate small businesses. Then, using a contemporary parallel analysis approach, it conducts an exploratory factor analysis (EFA) on a sample of 266 university students who were asked to evaluate how common those attributes are of small businesses. A second comparative EFA for large businesses is also conducted.

The EFA reveals two dimensions on which consumers evaluate small businesses: a sincere–authentic dimension and a disruptive–innovative dimension. Specifically, consumers view the prototypical small business to be relatively high on sincere–authentic and moderate on disruptive–innovative dimensions.

Through a comprehensive literature review and exploratory analysis, this study provides a novel understanding of consumers’ conceptualizations of small businesses. In studying the mental image consumers associate with the prototypical small business, this research fills a significant gap in the existing literature and provides important insights for practitioners and researchers alike.

This article provides commentary from well-known family business researchers on what they have learnt about the family business field and tips for the future.

Well-known family business management researchers were contacted in order to provide their feedback on the field of family business management. Their responses were then curated into an article that can help others learn from their advice.

The family business management researchers provided suggestions on how to succeed in the field of family business management and advice for current and future researchers. Thereby helping to advance the field and provide new novel research ideas that can help science as well as practice.

This article is amongst the first to provide verbatim advice from the leading family business management scholars. Thus, providing original and innovative ideas about what is needed in the field of family business management.

Over the years, the impact of the business cycle on firm strategy has been neglected in the area of strategic management and remains one of the most important but least developed research streams in management scholarship. Studies in this area are scattered across time and domains, therefore, there is a need to consolidate this fragmented literature to provide a comprehensive review and thus avenues for further research. This study aims to address this gap.

In this study, the systematic literature review (SLR) method is used to select and examine research articles in the area of firm responses and decisions during recession. This SLR examines 127 studies and carries out a thematic synthesis of the literature.

Based on the SLR and thematic synthesis of the literature, the themes identified in this study include – severity of recession impact (Theme 1); firm specific characteristics (Theme 2); resource adjustment activities (Theme 3); and firm performance (Theme 4), based on these themes and analysis this paper maps and proposes various relationships and linkages in this research domain that can be explored further for the development of scholarship in this field of study.

This paper fulfills the need for a systematic review of the extant literature on firms’ responses during recession. The study synthesizes literature and carries out a thematic analysis from 1980 till the period February 2024 to provide directions to advance this domain of literature.

We model the relation between excess returns, fund size and industry size for active equity funds.

We study and contrast four markets – global equities, emerging markets, Australia core and Australia small caps – and use the results to investigate the extent to which funds deviate from estimated capacity.

We uncover a significantly negative relation between returns and both fund size and industry size across all markets. The estimated percentage of funds operating above versus below capacity varies both across markets and over time, as does the role played by fund size versus industry size. We find a greater prevalence of funds operating significantly below than above capacity, in contrast to findings for US equity mutual funds. Significant deviations from estimated capacity persist for a median of between two and six quarters.

Our main contribution is to show that the dynamics governing deviations from capacity for active equity funds vary across markets.

The data used to present this case was collected from secondary data sources. These sources included media reports associated with Michael Jordan and his trajectory since entering the sport, as well as specific information published about his time at the Chicago Bulls. Another key source of information is the ESPN documentary conducted specifically on Jordan’s relationship with his National Basketball Association (NBA) team.

The case follows the story of Michael Jordan, who took his team, the Chicago Bulls, to fame in a rather controversial manner. To do so, Michael Jordan had to alter his leadership style over the years to be respected as a leader and motivate his team to win one NBA championship after another. On 20th April 2020, ESPN’s “The Last Dance”, a 10-part documentary about Michael Jordan and his time playing for the Chicago Bulls was released to much acclaim. The documentary became highly noted as Jordan himself, both directed and starred in the documentary. Jordan’s great achievements stood out, but so did the conflicts that the basketball star had with The Bulls’ management team and mainly, his teammates. Relationships between teammates were far from harmonious, which led to questions around whether Michael Jordan was as good a leader, as he was a star player. Cultural change within the organisation was primarily linked to the often-contested leadership of Jordan.

The case can be used at UG, MSc and MBA levels. It works for in-person teaching and for online teaching. It is most suitable in leadership, strategy and strategy in practice courses. However, it is critical to note that the case can shed light on the dynamics that leaders and teammates have within their teams. Therefore, this case may be valuable to students studying courses where they themselves must work in groups and oftentimes encounter challenges in managing their team. These challenges can arise at all levels of experience. As such, the case provides particularly useful reflection for decision makers who may be beginning to develop their leadership skill (UG), those who have already experienced working in teams (MSc) or leading teams themselves (MBA, Executive MBA). The case addresses the challenges associated with achieving high team motivation and performance. It also sheds light on the challenges associated with leading a cultural change within a team and the approaches of different actors involved. It may be best to introduce the case in the context of a (1.5–2 h) workshop once students understand the basic frameworks and tools used to analyse leadership styles and their characteristics.

This study aims to investigate how small talk interaction affects knowledge sharing, examining the mediating role of interpersonal trust (affect- and cognition-based trust) and the moderating role of perceived similarity among the mechanisms of small talk and knowledge sharing.

This research conducts complementary studies and collects multi-culture and multi-wave data to test research hypotheses and adopts structural equation modeling to validate the whole conceptual model.

The research findings first reveal two trust mechanisms linking small talk and knowledge sharing. Meanwhile, the perceived similarity between employees, specifically, strengthens the affective pathway of trust rather than the cognitive pathway of trust.

This study combines Interaction Ritual Theory and constructs a dual-facilitating pathway approach that aims to reveal the impact of small talk on knowledge sharing, describing how and when small talk could generate a positive effect on knowledge sharing. This research provides intriguing and dynamic insights into understanding knowledge sharing processes.

This paper aims to assess retail shopping avenues for young consumers based on the type of guidance and assistance they pursue (social media vs professional service provider) in purchasing situations judged to be important. Young consumers consider themselves pet parents and pets represent an extension of self. Thus, pet-related products, by their importance, represent an excellent area of analysis for this inquiry.

Data collection was completed in a way that is contextually relevant and gives the results ecological validity with the assistance of a major supplier of pet food. A total of 470 Gen Z owners of small companion animals were obtained. The partial least squares structural equation modeling testing method is considered appropriate for the model analysis due to the structure and homogeneity of the sample and due to the precision of the method.

Results indicate that, in accordance with social media engagement (SME) theory, high SME elevated social commerce purchase intentions while professional advice seekers reported increased brick-and-mortar shopping. Thus, context-dependent, young consumers may purchase from brick-and-mortar sites.

This paper draws on SME and Advice Response Theory and proposes an original model explaining channel selection preferences for young consumers based on the type of advice sought for important purchasing decisions. The model represents a steppingstone to investigate the mechanism that translates information search sources into buying through different channels.

The COVID-19 pandemic has presented small-to-medium size enterprises (SMEs) with a massive and unexpected challenge that has caused many to adjust their operational standards. Perhaps the biggest change has been the shift to remote work and away from traditional office spaces. Thus, this study aims to explore the implications of this shift within the context of customer participation in the new product development (NPD) process.

Our study surveys 218 small-to-medium size business-to-business firms in the USA on a variety of questions revolving around their NPD processes, customer collaboration and the shift to remote work. The authors use structural equation modeling in the AMOS program to analyze the data.

The findings indicate that both customer participation breadth and customer participation depth positively impact new product performance. Furthermore, these relationships are found to be contingent upon whether firms rely on remote work during the collaboration process. The results show that accessing a broader variety of explicit customer insights (i.e., breadth) has become easier in the increasingly remote collaboration environment. However, as face-to-face customer participation in NPD has decreased, the prospect of gaining deep, tacit customer knowledge relevant to product development (i.e., depth) has become more challenging.

This study contributes to the knowledge-based view of the firm and the customer participation literature, and it also has implications for managers adjusting to the shift to remote work following the COVID-19 pandemic. The findings provide additional evidence that customer participation is an effective strategy for SMEs (Morgan et al., 2018), but remote work has both positive and negative implications regarding the type of external knowledge that is acquired during customer participation in NPD.

The case was developed from two 2-h interviews with the Chief Operating Officer of A-Basin, Alan Henceroth; there is no CEO of A-Basin. The second interview was recorded on a Zoom call to provide accuracy of quotations and information. A variety of secondary sources were used in terms of better understanding the current state of the ski industry, as well as its history.

Arapahoe Basin (A-Basin) is a historic, moderately sized, ski area with proximity to metropolitan Denver, Colorado. For over 20 years A-Basin partnered with Vail, allowing skiers to use the Vail Epic Pass, for which A-Basin received some revenue from Vail for each skier visit. The Epic Pass allowed pass holders unlimited days of skiing at A-Basin. More and more skiers were buying the Epic Pass, thus increasing the customer traffic to A-Basin. However, the skier experience was compromised due inadequate parking, long lift lines and crowded restaurants. The renewal of the contract with Vail was coming due, and A-Basin had to consider whether to renew the contract with Vail. The case is framed primarily as a strategic marketing case. The authors use Porter’s five forces model to assess the external environment of A-Basin, and the authors use the resource-based view and the VRIO tool to assess A-Basin’s internal strengths. Both frameworks provide useful analysis in terms of deciding whether to continue A-Basin’s arrangement with Vail or end the contract and pursue a different strategy. In 2019, after consultation with the Canadian parent company Dream, A-Basin made the decision to disassociate itself from the Epic Pass and Vail to restore a quality ski experience for A-Basin’s customers. No other partner had ever left its relationship with Vail. An epilogue details some of A-Basin’s actions, as well as the outcomes for the ski area. Generally A-Basin’s decision produced positive results and solidified its competitive position among competitors. Other ski areas have since adopted a similar strategy as A-Basin. A-Basin’s success is reflected in a pending offer from Alterra, Inc., to purchase the ski area.

The A-Basin case can be used in both undergraduate and graduate strategic (or marketing) management courses. It is probably best considered during the middle of an academic term, as the case requires students to apply many of the theoretical concepts of strategy. One of the best books to enable students to use Porter’s five forces is Understanding Michael Porter by Joan Magretta (Boston: Harvard Business Review Press, 2012). Magretta was a colleague of Porter for many years and was an Editor of the Harvard Business Review. For a discussion of the VRIN/VRIO concept, see Chapter 4 of Essentials of Strategic Management by Gamble, Peteraf and Thompson (New York: McGraw-Hill Education, 2019).

In the absence of new funding dedicated to cold case investigation, innovation is required.

The number of unresolved homicides in the USA has surpassed a quarter million, and the figure grows by thousands every year. Homicides that do not yield a quick arrest are time and labor intensive. This creates a staffing and resource dilemma for law enforcement administrators, as allocating time for older cases comes at the expense of investigating current ones, and vice versa.

Universities offer the enthusiastic labor of college students to “defrost” cold cases. One such partnership has been in place for nearly three years in an unusual collaboration between a state police agency and a regional state university. Small groups of students systematically organize, review and present case files. They create investigative recommendations and prioritize cases by solvability. Investigators can then select a case that may be relatively close to an arrest, access the case details very quickly and have the investigative recommendations as a place to begin a renewed investigation. Additionally, cases that are appropriate for new forensic testing or new forensic tools are identified and advanced.

Partnerships such the one described here are rare but lucrative. We recommend new collaborations like ours to reduce the number of unresolved homicide cases.