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The study aims to investigate the factors influencing customers’ behavioral intentions to adopt solar net metering systems (NMS) through environmental consciousness, perceived consumer effectiveness and government initiatives constructs along with “the theory of planned behavior” (TPB) constructs, namely, attitude, perceived behavioral control, behavioral intentions and subjective norms.

The data of 472 respondents were collected from 22 states of India using purposive sampling from January to May 2022. The study used international business machines corporation Statistical Package for Social Sciences software for descriptive analysis, and SmartPLS 3.5.5 software was used for structural equation modeling. The data were also checked for multicollinearity, common method bias, skewness and kurtosis using different tests.

The analysis revealed that environmental consciousness, perceived consumer effectiveness and government initiatives significantly influenced the attitude toward solar NMS. Furthermore, behavioral intentions were significantly impacted by three constructs of TPB, which signifies that environmentally conscious customers have a favorable attitude toward solar NMS adoption. Additionally, the role of government initiatives is essential in promoting solar NMS.

This study offers valuable insights for the government, solar product manufacturing companies and other stakeholders to increase the adoption of solar NMS.

This research explores the factors influencing the consumers’ adoption behavior regarding solar NMS; no dedicated study has tried to do so in the Indian context in the past. This study adds novel underpinnings to TPB, enabling better comprehension of solar NMS adoption.

The present study aims to develop and offer a model to evaluate the customers' attitude and intention to adopt solar net metering systems (commonly called solar NMS) in a developing economy. Therefore, the research examines different factors affecting the Indian households' attitudes and intention to adopt solar NMS.

The data were collected from 247 solar NMS users from India. The structural equation modeling (SEM) technique was applied using SmartPLS 3.3.2 software to analyze the impact of various factors on their adoption intention. The conceptual model comprises environmental concern, perceived ease of use (PEOU), subjective norms, perceived usefulness (PU), attitude and behavioral intention to adopt solar NMS.

Subjective norms and environmental concerns significantly influence the PU and PEOU of solar NMS. Also, PU and PEOU significantly influence their attitude and intentions toward adopting solar NMS. Thus, the perceived social pressure and environmental concern affect their perception of solar NMS's usefulness and ease of use, leading to favorable attitudes and adoption intentions. Additionally, the solar NMS benefits the customers, society and the environment by enhancing environmental quality, compatibility with the modern lifestyle, and reducing dependency on the power grid and electricity bills. These benefits shape the customers' overall perception and increase the adoption of solar technologies.

The present research helps bridge the gaps in the existing literature by identifying (1) factors affecting customers' intention toward solar technologies in developing nations and (2) describing the significant prediction of environmental concern and subjective norms to increase solar technologies adoption.

The purpose of this paper is to investigate the influence of internal capabilities and environmental turbulence on market (e.g. cost leadership and differentiation) and nonmarket (e.g. political and social) strategies (NMS), and considers how these strategies impact financial and non-financial performance in firms in the United Kingdom.

A survey was administered online to 215 practicing managers in the UK. Measures for competitive strategy (i.e. cost leadership and differentiation), NMS, strategic capabilities, market turbulence and firm performance were adopted from or based on previous work. Hypotheses were tested via SmartPLS.

Findings underscore the impact of market turbulence across all market and nonmarket strategy dimensions. Multiple links between capabilities and strategies were identified. Both cost leadership and differentiation were significantly linked to non-financial performance, but only differentiation was significantly linked to financial performance. An increased emphasis on social NMS was linked to higher financial performance, but not non-financial performance. Political NMS was linked to neither financial nor non-financial performance.

The sample included managers in multiple industries. Self-typing scales were utilized to measure market turbulence, emphasis on capabilities, strategic emphasis and firm performance.

Emphasis on social NMS can promote financial performance, but political NMS does not appear to drive either financial or non-financial performance.

This paper provides empirical support for a UK-based model linking market turbulence, strategic capabilities, market and nonmarket strategies, and both social and firm performance. It supports NMS as a key performance driver, but with caveats.

Amidst rapid development in emerging economies, greater emphasis on public–private partnerships and a more complex regulatory environment, nonmarket strategy (NMS) is now widely viewed as a key component of a firm’s overall strategy. This paper aims to investigate how nonmarket and market strategies are influenced by strategic uncertainties and capabilities and ultimately drive firm performance.

A survey addressing strategic uncertainties, capabilities, NMS and market strategy and firm performance was administered online to 193 practicing managers in the USA. Measures for competitive strategy (i.e. cost leadership and differentiation), NMS, management and marketing capabilities, competitive and technology uncertainties and firm performance were adopted from or based on previous work. Hypotheses were tested via SmartPLS.

Emphasis on NMS was linked to high marketing capability, high competitive uncertainty and high technology uncertainty. Cost leaders were more likely than differentiators to emphasize on NMS, although all three strategies were positive drivers of performance. NMS appears to be viewed as a part of an integrated strategic approach by managers in many organizations.

The sample included mangers in multiple industries. Self-typing scales were used to assess strategic emphasis and firm performance.

Emphasis on NMS can promote firm performance, but the relationship is complex. Strategic managers should align the NMS with organizational capabilities and a market-oriented strategy appropriate for the firm.

This paper provides empirical support for a model linking select strategic uncertainties, capabilities, market strategy and NMS and firm performance. It supports NMS as a key performance driver, but with links to uncertainties and capabilities that differ from those of market strategies.

The purpose of this paper is to explain the requirements of SEC Rule 613 under the Securities Exchange Act of 1934, which requires national securities exchanges and FINRA jointly to develop a national market system plan (NMS Plan) that provides for the creation, implementation and maintenance of a consolidated order tracking system (“consolidated order trail” or “CAT”) as well as the creation of a central repository responsible for the receipt, consolidation, and retention of all order and quote information for NMS securities.

The paper discusses weaknesses of current, multiple order tracking systems; core features of the framework adopted by the SEC to create a CAT, including the creation of a central repository; key considerations for market participants, including data reporting methods and funding the creation, implementation and maintenance of the CAT; timing and phased implementation of the NMS Plan; security and order types covered by the CAT; persons required to report information to the central repository; reportable events and CAT data elements; timing and reporting to the central repository; ownership, governance and operation of the central repository; access to CAT data; parties required to comply with Rule 613e and the NMS Plan; and governance and operation of the NMS Plan.

Under the requirements of Rule 613, and through the NMS Plan that must be developed by the exchanges and FINRA, the CAT is intended to provide a comprehensive and uniform tracking mechanism for secondary market activity in all NMS securities.

The paper provides guidance by experienced financial services lawyers.

Nurse managers’ planning practices are essential to the practice of management in the unit, and the overall efficiency of the healthcare service delivery. This study aims to explore the planning practices of nurse managers in the Greater Accra Region, Ghana.

A descriptive phenomenological design was employed to explore nurse managers' planning practices. In total, 15 nurse managers and 47 nurses from 19 primary and secondary hospitals of the Ghana Health Service and two specialized hospitals in the Greater Accra Region, Ghana, were involved in the study. Data were collected using semi-structured interview guides and probes.

The findings suggested that plans were widely common to all the units of the hospitals and were considered satisfactory by nurse managers. However, most of these plans were not effectively utilized. Nurse managers had only fair knowledge about the planning process and were moderately involved and communicated ideas to colleagues in the process. Furthermore, nurse managers do not frequently share the vision neither do they even communicate expectations to achieve unit goals and objectives with subordinates.

The research emphasizes the relevance of planning in healthcare management. It highlights the management practice of planning in the context of nurse managers and accentuates the values the healthcare system derives with effective planning practices.

The banking sector in the new European Union Member States (NMS)¹ has changed dramatically since the transition from centrally planned to market-based economies.² In 1993, the ratio of average banking assets to gross domestic product (GDP) was 53 per cent, and this had increased to 72 per cent by 2000. However the banking sector in NMS is, however, still relatively small compared to the former European Union 15 (EU-15), for which the same ratio was 140 per cent in 2000. In NMS the level of bank intermediation is also low. In 2000, the ratio of private sector credit to GDP was less than 40 per cent, whereas in the euro area it was 100 per cent. A third distinguishing feature of NMS banks is that foreign investors now dominate ownership. In 1995, 8 per cent of banking assets were in foreign hands, and by 2002 this had increased to 88 per cent.³ In contrast, banks in the former EU-15 are mainly domestically owned or are traded on national stock markets.

The purpose of this paper is to evaluate how markets in financial instruments directive (MiFID) and regulation national market system (Reg NMS) affect the competition for order flow among trading venues in, respectively, Europe and the USA.

The paper examines the differences between MiFID and Reg NMS and provides, based on market microstructure principles, insights as to their likely impact on European and the US securities markets.

Although MiFID and Reg NMS share the common objective of enhancing competition in securities markets, they adopt different provisions with respect to three issues that strongly influence the competition for order flow among trading venues. Specifically, some of the provisions set forth by the US regulation with respect to the best execution duty, the consolidation of market data and the disclosure of execution quality information appear to be more effective, compared to the European Union ones, in strengthening competition for order flow among trading venues.

Regulatory factors can only partly explain the current structure of the European and US securities markets. Technology and heterogeneity in traders' demand are other important factors that concur in shaping the European and US markets.

The degree of competition for order flow among trading venues depends on how regulations define the best execution duty, the availability of updated and consolidated pre‐trade (i.e. quotations) and post‐trade (i.e. transactions) information and the efficiency of post‐trading infrastructures.

The paper addresses issues not yet investigated and provides valuable insights for financial intermediaries, incumbent and prospective exchanges as to the competition in the securities industry, and to regulators as to the likely impact of the new regulations.

This paper aims to systematically examine the key notion of integration of non-market and market strategies in the increasingly popular study of corporate non-market strategies.

This paper is based on a brief literature review of the non-market strategy (NMS) research that shows the existing literature does not offer a clear and systematic account of the key notion of integration. It suggests any systematic account of integration should address at least three interrelated questions, i.e. why, what and how to integrate non-market and market strategies?

For the why question, the authors use a formal model to demonstrate that the essence of the most important type of integration synergy lies in the positive spillover or externality from non-market to market strategies. For the what question, the authors identify the contents of integration at three levels, i.e. the level of non-market environment analysis, the level of NMS choice, and the level of non-market dynamic interactions. For the how question, the authors argue that the combination of non-market and market strategies should be seamless in terms of horizontal, vertical and intentional coordination. Overall, the authors argue, only when the right contents are combined and seamlessly coordinated will there be high synergies from integration of non-market and market strategies.

Managers are advised to give non-market strategies full attention. Managers charged with non-market tasks should explore how to seamlessly coordinate non-market and market strategies in order to gain maximal synergies.

This paper is the first to examine the key notion of integration in a systematic manner. It is the first to propose a three-question solution to systematic understanding of the notion and the first to propose the seamless coordination concept and its associated three aspects of seamless coordination.

This paper examines and updates an earlier study of the liquidity of an extensive array of common stocks traded on NYSE/ASE/NML‐NASDAQ. It reports apparent variances in liquidity due to trading location and other variables. The paper suggests causes for these differences.