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The authors’ conclusions are based on mathematical derivations that are supported by computer simulations and three worked examples in applications of economics and finance. Finally, the authors provide a link to a computer program so that researchers can perform the analyses easily.

Based on a parameter estimation goal, the present work is concerned with determining the minimum sample size researchers should collect so their sample medians can be trusted as good estimates of corresponding population medians. The authors derive two solutions, using a normal approximation and an exact method.

The exact method provides more accurate answers than the normal approximation method. The authors show that the minimum sample size necessary for estimating the median using the exact method is substantially smaller than that using the normal approximation method. Therefore, researchers can use the exact method to enjoy a sample size savings.

In this paper, the a priori procedure is extended for estimating the population median under the skew normal settings. The mathematical derivation and with computer simulations of the exact method by using sample median to estimate the population median is new and a link to a free and user-friendly computer program is provided so researchers can make their own calculations.

Institutional, economic, social and technological advancements enable openness to cope with wicked public management issues. Although open innovation (OI) is becoming a new normality for public sector entities, scholarly knowledge on this topic is not fully systematized. The article fills this gap, providing a thick and integrative account of OI to inspire public management decisions.

Following the SPAR-4-SLR protocol, a domain-based literature review has been accomplished. Consistently with the study purpose, a hybrid methodology has been designed. Bibliographic coupling permitted us to discover the research streams populating the scientific debate. The core arguments addressed within and across the streams were reported through an interpretive approach.

Starting from an intellectual core of 94 contributions, 5 research streams were spotted. OI in the public sector unfolds through an evolutionary path. Public sector entities conventionally acted as “senior partners” of privately-owned companies, providing funding (yellow cluster) and data (purple cluster) to nurture OI. An advanced perspective envisages OI as a public management model purposefully enacted by public sector entities to co-create value with relevant stakeholders (red cluster). Fitting architectures (green cluster) and mechanisms (blue cluster) should be arranged to release the potential of OI in the public sector.

The role of public sector entities in enacting OI should be revised embracing a value co-creation perspective. Tailored organizational interventions and management decisions are required to make OI a reliable and dependable public value generation model.

The article originally systematizes the scholarly knowledge about OI, presenting it as a new normality for public value generation.

There has recently been much interest in analysing the creation of personalised tourism services and studying their effect on organisations. However, there still needs to be more work in analysing their effect on happiness and the role that emotions play in these processes. This paper aims to analyse, in the context of personalised and innovative tourism services, which factors can encourage and improve managers' happiness.

A model of analysis is presented with five variables: tourism managers' happiness (TMH), innovative personalised tourism services, internal factors: emotions (IFE), organisational factors (OF) and personal factors (PF). Eight hypotheses are proposed and tested with a structural equation model.

The results allow the authors to affirm that personalised technological advances applied to tourism services not only contribute to improving the happiness of hotel managers but also in generating emotions that contribute to improving their attitude towards the company.

This scientific work has some limitations. Firstly, this study was carried out exclusively in Spain due to the relevance of this country in the international tourism sector, according to the World Tourism Organisation. The results achieved in this research should be contrasted with other studies in other territories. Secondly, the interviews and surveys were carried out at specific time intervals. It has not led to problems of significant bias in the variance of the standard method. Therefore, it is desirable to undertake longitudinal or cross-sectional studies for future research. Thirdly, it is interesting to develop theoretical models that include other psycho-directive or leadership style constructs to determine whether they holistically enhance the subjective well-being of hospitality managers. Moreover, other types of factors of a social or strategic nature can be considered, which can positively or negatively impact the analysed variables. Finally, future research can deepen the empirical analysis of the relationship between managerial competencies and digital innovation from the perspective of happiness management. These findings would contribute to a greater cognitive understanding of the implications of personalised and innovative tourism services on hotel establishments' happiness and economic benefits.

This paper shows the fundamental role of a happy leadership style in creating responsible, green and innovative environments in today's digital society. Furthermore, the happiness of tourism managers can contribute to the generation of high quality and excellent services that are in line with the principles of sustainable development.

Personalised technological advances applied to tourism services not only contribute to improving the happiness of hotel managers but also to generating emotions that contribute to improving their attitude towards the company. On the other hand, it has been observed that personalised and innovative tourism services generate positive effects at organisational, internal and personal levels. The following reflections are advanced: The development of internal factors such as the emotions of awe and gratitude or the generation of trust can enhance the happiness of tourism managers. The happiness of tourism business managers can be enhanced by developing OF such as smart-personalised tourism services and data protection. The happiness of tourism managers can be enhanced by the development of PF such as travellers' desires, expectations and needs, or other factors such as disposable income, health status or family situation.

This is the first empirical study that focuses on investigating how personalised and innovative tourism services affect managing happiness.

The main purposes of this research are: first of all, to re-classify the types of corporate social responsibility (CSR) into primary stakeholder-oriented CSR and secondary stakeholder-oriented CSR from the perspective of stakeholders and, second, to investigate empirically how and which types of CSR can better impact employees' job satisfaction and happiness management.

An online self-administered questionnaire was adopted to test the conceptual model. Questionnaires were sent to Chinese employees and restrict the data to those whose companies had experience implementing CSR. The study employed the partial least squares structural equation modeling (PLS-SEM) technique for data analysis using SmartPLS 4.0 software.

For factors of happiness management, both primary stakeholder-oriented CSR and secondary stakeholder-oriented CSR had significant and positive effects on happiness management. In addition, both primary and secondary stakeholder-oriented CSR positively and significantly affected job satisfaction, with primary stakeholder-oriented CSR way larger than secondary stakeholder-oriented CSR. Job satisfaction, in turn, was positively and significantly associated with happiness management. The results showed that the control variables of gender and education background had significant effects on happiness management.

First, the results provide useful empirical evidence in support of the feasibility that firms could develop competitive and sustainable development strategies by paying more attention to CSR practices. In terms of the primary stakeholder-oriented CSR, managers are recommended to put employees' benefits as a priority and invest in the to offer a healthy and safe working environment or employee support programs. In terms of the secondary stakeholder-oriented CSR, managers are suggested to denote parts of earnings to charity and to people in need. Second, in order to create job satisfaction, firms should put a stronger emphasis on CSR practices. When considering job satisfaction, managers should treat their employees in a socially responsible way and fulfill their demands and rights and place this at the core of their CSR activities.

First, this study makes a contribution to the existing literature by classifying the four important CSR practices into two types from the perspective of stakeholder theory. By incorporating a series of CSR practices and the stakeholder theory, this study provides a comprehensive and reasonable CSR classification, which has not been considered by prior research. Second, this study adds to the literature by defining the construct of happiness management explicitly along with identifying the dimensions of happiness management. Third, to the best of the authors' knowledge, this is one of the first studies exploring the relationship between CSR and happiness management. Finally, this study is among the first to investigate the correlation between job satisfaction and happiness management.

This study analyses the concept of happiness management based on the empirical validation of the interactions between emotional wage, organisational justice and happiness at work. It complements a holistic view of the management models used in recent corporate governance. This perspective explores the dimension’s emotional wage mediating role and influences on organisational justice and happiness at work. The effect of organisational justice on happiness at work is also analysed.

A quantitative, cross-sectional, descriptive and correlational study is proposed. A sample of 502 workers in the education sector in Costa Rica was selected. A structural equation model (PLS-SEM) was developed to test the proposed theoretical model. The SPSS-AMOS 23 and SmartPLS 4 computer programs are used for this purpose.

The results show that emotional wage has a positive impact on happiness at work and that it mediates positively between organisational justice and happiness at work. Developing organisational policies to include these variables as necessary resources for corporate governance is recommended.

The first limitation of this study is due to the type of sampling, which was purposive. The kind of population and the time of execution of this study were determining factors when deciding on the mode of application of the instrument. However, an attempt to reduce the bias associated with this element could be made by expanding the sample to as many respondents as possible. The second limitation was that the data were collected within a specific time frame. Longitudinal studies address Thcould. The third limitation stems from the scarcity of literature on happiness management. In this regard, this type of research currently needs to be explored in emerging economies. It makes it difficult to determine whether the empirical results obtained in this paper can be generalised to other territories in the global village. Moreover, the last limitation is that the authors of this research have only explored the moderating role of emotional pay in the relationship between the dimensions of organisational justice and happiness at work. It would be interesting to consider other mediating variables to have a clearer picture of the organisational justice–happiness at work construct from the happiness management approach.

As already indicated throughout this research, emotional wage, organisational justice and happiness at work are constructs that positively drive employee satisfaction, motivation and well-being. Human talent management strategies undertaken by organisations should encourage the adaptation of actions that stimulate employees' quality of life, corporate social responsibility and ethical management practices to be more competitive in today’s markets. It requires implementing the dynamic management models that provide internal customers with a high sense of belonging, job satisfaction and commitment to their professional performance. In other words, this will require robust leadership styles and corporate cultures that stimulate employee creativity, loyalty and innovation. For this reason, management of organisations must implement human resources policies to attract and retain creative talent through happy leadership. It requires, among other things that the philosophy of happiness management becomes a critical strategic resource for companies to promote nonfinancial benefits for employees, including emotional wage (Ruiz-Rodríguez et al., 2023).

In the current business environment, there has been a transformation in leadership styles, motivation and the development of a sense of belonging in organisations' human capital. Based on this trend, the study of happiness management becomes a social strategy to improve the conditions, in which the organisations compete to attract highly demanded human capital. It is why this research contributes elements that have an impact on citizenship by proposing the management models based on happiness at work and quality of life.

This study adds to the happiness management literature by including emotional wage, organisational justice and happiness at work in human resources and strategic management. It also contributes to the academic debate on the need to formulate organisational cultures that empower workers in their professional performance based on happiness and positive emotions.

Food and beverage (F&B) small and medium-sized enterprises (SMEs) must diversify their markets and obtain predictable sources of revenues to withstand difficult and volatile periods such as the post-pandemic geopolitical scenario, recently burdened by the Russian-Ukrainian conflict. On the other hand, another strand of the literature suggests that public procurement could be considered a great source of income, enabling solid contracts, revenues and cash-flow stability. Therefore, this paper aims to explore the role of public procurement, the adoption of e-commerce platforms and their interactions in affecting the exporting performances of SMEs operating in the F&B sector.

The study retrieves data from 2,186 Italian F&B manufacturing SMEs relying on Margò by Cribis database. Therefore, it conducts a structured equational model (SEM) to test the developed hypotheses empirically.

The findings reveal that digital selling platforms positively affect exports, whereas public procurement negatively affects F&B SMEs exports. Nonetheless, findings underline that the interaction between public procurement and the adoption of digital selling platforms dampens public procurement's negative effects on exports.

This study brings an original contribution to the F&B literature by conducting empirical research on an extensive sample of firms from one of the most influential countries in the F&B vertical, Italy, with officially registered data. More importantly, to the best of the authors' knowledge, this study pioneers the investigation of the relationship between public procurement and e-commerce platforms in affecting F&B SMEs' export performances.

This review analyzes data from research articles published from 2010 to 2022 related to workplace ostracism which include theoretical or empirical practical implications. The primary motive of this review is to identify main themes of practical implications relevant to workplace ostracism.

In total, 86 research articles published in 56 journals were retrieved from six well-known management science databases, namely, Science Direct, Emerald Online, Springer Link, Taylor and Francis, Wiley and Sage. The affinity diagram was utilized to organize the practical implications of the studies into meaningful themes. Moreover, in order to prioritize the main themes, the Pareto diagram was utilized.

Eleven themes have been used to categorize the practical implications of the reviewed articles, demonstrating various human resource (HR) interventions for avoiding or limiting the feelings of ostracism at work. Specifically, they focus on training and development, culture, formal and informal meetings, interpersonal relationships, task interdependence, monitoring, trust and transparency, proper channel, job autonomy and individual characteristics.

While many systematic and traditional literature reviews have been undertaken in an attempt to thoroughly organize extant literature on various aspects of workplace ostracism, no study has addressed the main themes of practical implications vis-à-vis employees experiencing workplace ostracism. Moreover, the majority of them are apparently out of date (prior to 2019), and there is just one study undertaken up to 2020.

Vision, audition, olfactory, tactile and taste are five important senses that human uses to interact with the real world. As facing more and more complex environments, a sensing system is essential for intelligent robots with various types of sensors. To mimic human-like abilities, sensors similar to human perception capabilities are indispensable. However, most research only concentrated on analyzing literature on single-modal sensors and their robotics application.

This study presents a systematic review of five bioinspired senses, especially considering a brief introduction of multimodal sensing applications and predicting current trends and future directions of this field, which may have continuous enlightenments.

This review shows that bioinspired sensors can enable robots to better understand the environment, and multiple sensor combinations can support the robot’s ability to behave intelligently.

The review starts with a brief survey of the biological sensing mechanisms of the five senses, which are followed by their bioinspired electronic counterparts. Their applications in the robots are then reviewed as another emphasis, covering the main application scopes of localization and navigation, objection identification, dexterous manipulation, compliant interaction and so on. Finally, the trends, difficulties and challenges of this research were discussed to help guide future research on intelligent robot sensors.

This study aims to analyse the efficiency effects of institutional distance on Chinese outward foreign direct investment (FDI) in Africa.

The study utilised the true fixed-effect stochastic frontier analysis (SFA) model. Data from 2003 to 2016 (14 years) were acquired from 42 targeted African countries, which are included in the analysis.

The results reveal that FDI flow efficiency can be maximised with a high institutional distance between China and African countries. Contrariwise, comparable institutional distance, measured by the rule of law, regulatory quality and government effectiveness between the host and home countries, reflected a significant positive impact for Chinese outward foreign direct investment (OFDIs), indicating Chinese MNEs can invest directly in a country with comparable institutional characteristics.

There have been limited exceptional studies that assessed the effect of institutional distance between emerging countries. However, none of these studies investigated the effect of institutional distance between China and Africa at a national level. Using the advantage of the SFA model, this study assesses the efficiency effects of institutional distance between the host and home country.

The purpose of this study is to investigate the impact of government policies adopted by the Tunisian government to cope with the COVID-19 sanitary crisis on stock market return.

The author uses daily data from March 2, 2020, to July 23, 2021.

The author finds that policies interventions have a negative impact on Tunisia's stock market, particularly stock market returns due to stringency, confinement and health measures. Also, Government announcements regarding economic has a negative impact on Tunisia's stock market but this impact is insignificant. By conducting an additional analysis, the author shows that the government interventions policies amplify the negative effect of COVID-19 on stock returns.

These results will be useful for policy authorities seeking to consider the advantages and drawbacks of government measures. Finally, a legislative proposal about the audit of public debt should be included in the Constitution to spur Tunisia's economic and social recovery.

This study contributes to the related literature in two ways: First, it is the first study to examine the impact of government actions on stock market performance. Second, it bridges a gap in the literature by investigating the case of Tunisia, because most studies focus on developed and emerging economies.