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Keeping in view the robust growth of Islamic banking around the globe, this study aims to comparatively analyze the association between liquidity creation and liquidity risk for Islamic banks (IBANs) and conventional banks (CBANs) in Pakistan and Malaysia over a period of 2004–2021. The moderating role of bank loan concentration on the aforementioned relationship is also studied.

Regression estimation methods such as fixed effect, random effect and generalized least square are deployed for obtaining results. Liquidity creation Burger Bouwman measure (cat fat and noncat fat) and Basel-III liquidity risk measure (liquidity coverage ratio) are also used.

The results give us insight that liquidity creation is positively and significantly related to liquidity risk in both IBANs and CBANs of Pakistan and Malaysia. This relationship has been moderated negatively (reversed) and significantly by credit concentration showing the importance of risk management and loan portfolio concentration.

It is analyzed that during the process of liquidity creation, IBANs in Pakistan faced more liquidity risk for both on and off-balance sheet transactions in the presence of moderation of loan concentration than IBANs in Malaysia necessitating strategic policy-making for important aspects of liquidity risk management and loan concentration while creating liquidity.

Such studies comparing IBANs and CBANs comparison keeping in view liquidity creation, liquidity risk and loan concentration are either limited or nonexistent.

This paper aims to investigate how value drivers of internet medical business model affect value creation through a configurational approach. The internet medical business model (IMBM) is such a business model that integrates online and offline medical services with the driving force of internet technologies covering prediagnosis, in-diagnosis and postdiagnosis. The outbreak of COVID-19 and the support of national policies have boosted the development of internet health care. However, there are still many challenges in practice, such as the unclear innovation path, as well as difficulties in landing and profiting. Academic research has not yet provided sufficient theoretical insights. Therefore, to better explain and guide practice, it is urgent to clarify the innovation path and mechanism of value creation for IMBM.

Based on the sample of 58 internet medical firms in China, this paper adopts fuzzy-set qualitative comparative analysis (fsQCA) to explore the configurational effects of IMBM’s value drivers on value creation.

Building on the business model canvas and the characteristics of internet health care, five value drivers of IMBM are identified, namely, functional value proposition, emotional value proposition, user involvement, resource capabilities and connection properties. And the five value drivers form three configurations, which are, respectively, labeled as resource-driven configuration, user-operated configuration and product-combined configuration. From the perspective of the integration of traditional and emerging theories, such as resource-based view, internet economics and value cocreation, each configuration leads to value creation and improves value results with different mechanisms behind it.

First, combined with the business model canvas and the characteristics of internet health care, this paper identifies five value drivers of IMBM, thus improving the relevant research on internet health care. Second, based on the configurational effects, this paper discusses the mechanism behind the configurational effects of IMBM’s value drivers on value creation, thus expanding relevant research on the value creation of business models. Third, applying fsQCA and combining the advantages of qualitative research and quantitative research, this paper adds to the configurations of IMBM’s value drivers that achieve high-value results.

This study aims to empirically examine the relationship of ethical leadership and psychological capital with knowledge creation. It also investigates the effect of psychological capital as a mediator in the relationship between ethical leadership and knowledge creation.

This study is based on quantitative research methodology. The data was gathered using a survey questionnaire from 286 members of public-sector research organizations (PSROs) in India. Structural equation modelling (SEM) was used for hypotheses testing.

The findings of this study show that ethical leadership and psychological capital have a positive influence on knowledge creation. Further, psychological capital mediated the relationship between ethical leadership and knowledge creation.

This study is a quantitative cross-sectional study. However, future researchers may use qualitative research methodology and longitudinal data collection to supplement this study.

This study provides new understanding into the creation of knowledge by emphasizing on the critical role played by ethical leadership and psychological capital and, thus, makes significant theoretical contribution. It emphasizes that managers should not only be ethical but also use interventions to strengthen psychological capital of employees to strengthen knowledge creation.

To the best of authors’ knowledge, this is the first study to examine the underlying mechanism of psychological capital in explaining the links of ethical leadership with knowledge creation.

Digitalization accelerates the need of tourism and hospitality ecosystems to reframe business models in line with a data-driven orientation that can foster value creation and innovation. Since the question of data-driven business models (DDBMs) in hospitality remains underexplored, this paper aims at (1) revealing the key dimensions of the data-driven redefinition of business models in smart hospitality ecosystems and (2) conceptualizing the key drivers underlying the emergence of innovation in these ecosystems.

The empirical research is based on semi-structured interviews collected from a sample of hospitality managers, employed in three different accommodation services, i.e. hotels, bed and breakfast (B&Bs) and guesthouses, to explore data-driven strategies and practices employed on site.

The findings allow to devise a conceptual framework that classifies the enabling dimensions of DDBMs in smart hospitality ecosystems. Here, the centrality of strategy conducive to the development of data-driven innovation is stressed.

The study thus developed a conceptual framework that will serve as a tool to examine the impact of digitalization in other service industries. This study will also be useful for small and medium-sized enterprises (SMEs) managers, who seek to understand the possibilities data-driven management strategies offer in view of stimulating innovation in the managers' companies.

The paper reinterprets value creation practices in business models through the lens of data-driven approaches. In this way, this paper offers a new (conceptual and empirical) perspective to investigate how the hospitality sector at large can use the massive amounts of data available to foster innovation in the sector.

The purpose of this research is to explore the mechanisms of knowledge management (KM) for innovation and provide an approach for enterprises to leverage KM activities into continuous innovation.

By reviewing the literature from multidisciplinary fields, the concepts of knowledge, KM and innovation are investigated. The physical, human and technological perspectives of KM are distinguished with the identification of two core activities for innovation: knowledge creation and knowledge usage. Then an essential requirement for continuous innovation – an internalization phase – is defined. The systems thinking and human‐centered perspectives are adopted for providing a comprehensive understanding about the mechanisms of KM for innovation.

A networking process of continuous innovation based on KM is proposed by incorporating the phase of internalization. Three sources of organizational knowledge assets in innovation are identified. Then, based on the two core activities of innovation, a meta‐model and a macro process of KM are proposed to model the mechanisms of KM for continuous innovation. Then, in order to operationalize the KM mechanisms, a hierarchical model with four layers is constructed by integrating three sources of knowledge assets, the meta‐model and the macro process into the process of continuous innovation.

According to the lessons learned about KM practices in previous research, the three perspectives of KM should collaborate with one another for successful implementation of KM projects for innovation; the networking process of innovation provides a new way to integrate KM process in innovation; the hierarchical model provides a suitable architecture to implement systems of KM for innovation.

The meta‐model and macro process of KM explain how the next generation of KM can help the value creation and support the continuous innovation from the systems thinking perspective. The hierarchical model illustrates the complicated knowledge dynamics in the process of continuous innovation.

This paper aims to offer scholars and practitioners critical arguments on the strengths and weaknesses of the shared value concept and of the mental model of economics that lies at its heart. On the basis of these arguments, it proposes the paradigm of ethicological value-added creation as a new economic framework extending the shared value concept into a concept of lastingly viable business strategy.

Conceptual and philosophical analysis of the mental model of economics and of basic concepts and premises regarding scarcity, competition, growth and raising value. Application of this analysis to the re-design of the shared value approach and to the development of practical guidelines for sustainably viable business models.

This paper highlights how the shared value approach can be transformed into an even stronger strategic tool for the design of viable business models.

Scholars, entrepreneurs and managers receive a new conceptual framework to design lastingly viable business models on the basis of re-defined tools and concepts.

Leading texts on strategy and business development as well as CSR-driven texts on designing sustainable business models do not bridge the paradox of destructive wealth creation, i.e. the fact that individually rational and, in itself, highly successful economic behaviors lead, on the group level and the level of the whole system, to an outcome that by and large is highly destructive, as it places the social, ecological and economic sources of this wealth creation process in existential jeopardy. The paper proposes a new framework of economic reasoning for solving the paradoxes that shape current economic models and the shared value approach. It offers a first set of indicators, the parameters by which the shared value approach can be transformed into a living model for generating resource growth and added value creation cycles that stop the present downward spiral of acceleration, disruption, concentration and resource depletion. The paper thus presents forms of shared value creation that are more holistic and sustainable.

Little is known about the variations in service co-creation on social media, despite the resource integrating capabilities and co-creator roles afforded by these platforms. The gap is even more troubling in the nonprofit sector, where leveraging public interaction on social media is prevalent and vital to charitable and philanthropic endeavors. Arguably, such interaction is embedded in resource integrating activities leading to nonprofit service co-creation. This paper reports the forms, dimensions or service co-creation measures enabled by social media use in the nonprofits' sector.

The authors conducted a sequential exploratory mixed methods design. First, the authors interviewed 19 social media managers in education, health and social service nonprofit organizations to identify the varieties in service co-creation realized. Second, the authors surveyed 73 nonprofit organizations on social media and gathered 267 useable responses, which were used to analyze and validate the identified forms of service co-creation.

The authors found that nonprofit organizations realize up to seven forms of service co-creation using social media. These include co-ideating to tweak service ideas, co-diagnosing social needs and problems, co-assessing service events, co-transforming services to targeted communities, co-advocating for community and service reach, co-resourcing in service delivery, and co-experiencing through a pool of diverse service experiences.

This study develops a reliable and valid multidimensional measure for nonprofit service co-creation enabled by social media platforms. Theoretically, this study offers a nonprofit service co-creation model to drive nuanced explanatory research and service co-creation perspectives in other contexts and engagement platforms. Managerially, this research illustrates the variations in service co-creation, which inform the strategic value of social media to nonprofits and will assist nonprofit practitioners in planning and evaluating their service co-creation outcomes.

The purpose of this paper is to investigate the process of family equity creation and its role for transgenerational entrepreneurship.

This paper combines a systematic literature review on family equity with conceptual theory building, resulting in a model of family equity creation.

The proposed model contains three phases of equity creation that ulitmately leads to transgenerational entrepreneurship: harvesting, institutionalization (via a single family office) and reinvestment.

This paper conceptually introduces the family equity creation model, which may serve as integrative framework for future research on transgenerational value creation by entrepreneurial families. The presented findings are of relevance for family entrepreneurship scholars, entrepreneurial families, as well as for practitioners.

The purpose of this paper is to develop conceptual understanding in the area of customer brand co-creation. The research considers the factors influencing customers to co-create and the impacts of customer co-creation on the brand.

Theoretical development is progressed through conceptualisation of a series of research propositions which consider the antecedents and consequences of brand co-creation. Conceptualisation entails analysing and synthesising previous studies and reasoning new relationships between relevant concepts. Customer brand co-creation theory is improved by operationalizing the concept in a theoretical model.

The Customer Brand Co-creation Model expresses the influence of brand engagement, self-congruity and involvement as antecedents to brand co-creation. Further, the model identifies the moderating effect of brand interactivity and brand communities. Finally, the model actualises the impact of brand co-creation upon brand value and brand knowledge.

The conceptual paper explores an emerging area of research interest. The study provides a level of clarity by defining the brand co-creation construct and developing several research propositions and a conceptual model for advancing knowledge of co-creation.

The research provides new insight for brand managers who may be investing in co-creation programs and exposing their brand, but without understanding the impact of customer brand co-creation. Conceptual development of theory provides initial insight for practitioners and explores outcomes of co-creation.

This work brings together disparate but highly relevant branding theories to progress the co-creation literature and improve understanding of the influence of co-creation upon the brand and customer.

This paper aims to develop a model that supports public organisations in making informed strategic decisions as to which public services are most suitable to be improved through co-creation. Thus, it first identifies the features that make public services (un)suitable for co-creation and then applies this knowledge to develop a multi-criteria decision support model for the assessment of their co-creation readiness.

The decision support model is the result of design science research. While its structure is determined by a qualitative multi-criteria decision analysis, its substance builds on a content analysis of Web of Science papers and over a dozen empirical case studies.

The model is comprised of 13 criteria clustered into two groups: service readiness criteria from the perspective of service users and service readiness criteria from the perspective of a public organisation.

The model attributes rely on a limited number of empirical cases and references from the literature review. The model was tested by only one public organisation on four of its services.

The paper shifts the research focus from organisational properties and capacity, as the key co-creation drivers and barriers, to features of public services as additional factors that affect the prospect of co-creation. Thus, it makes a pioneering step towards the conceptualisation of the idea of “service readiness for co-creation” and the development of a practical instrument that supports co-creation in the public sector.