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This paper aims to propose an approach by understanding how Oil Industries’ Commissioning and Operation Company (OICO) company fostered its knowledge sharing (KS) by using gamification approach and nudge theory. It also ascertains the process and challenges that OICO confronted during its three-year journey for improving its organizational knowledge performance.

The study used a qualitative research method and case study design. Data were collected from several sources, including the first-hand experiences and observations of the author during contributing in the company’s canonical action research, several in-depth face-to-face interviews conducted with the KM Department team members, the data gathered from the company’s KM software and studying the related organizational procedures and documents.

The results reveal that the gamification approach suits for developing KS reward system and knowledge performance management. It also explains that informing project managers about their project’s knowledge performance accompanied by emoticons would lead to higher supports of KM. The proposed approach by this case study improved the organizational KS and performance by 22 per cent semi-annually.

The described case is detailed deeply and would help KMers to follow it easily. The study would spark some ideas of how to use nudge theory in KM context. Besides, KMers can design a KM reward system based on the explained case.

This study contributes to the KS and KM rewarding system, especially in project-based organizations, as limited studies have been conducted to investigate the roles that the gamification approach can play in this field. Moreover, this is the first time that use of nudge theory and choice architecture is investigated in the context of KM.

Phishing attacks are the most common cyber threats targeted at users. Digital nudging in the form of framing and priming may reduce user susceptibility to phishing. This research focuses on two types of digital nudging, framing and priming, and examines the impact of framing and priming on users' behavior (i.e. action) in a cybersecurity setting. It draws on prospect theory, instance-based learning theory and dual-process theory to generate the research hypotheses.

A 3 × 2 experimental study was carried out to test the hypotheses. The experiment consisted of three levels for framing (i.e. no framing, negative framing and positive framing) and two levels for priming (i.e. with and without priming).

The findings suggest that priming users to information security risks reduces their risk-taking behavior, whereas positive and negative framing of information security messages regarding potential consequences of the available choices do not change users' behavior. The results also indicate that risk-averse cybersecurity behavior is associated with greater confidence with the action, greater perceived severity of cybersecurity risks, lower perceived susceptibility to cybersecurity risks resulting from the action and lower trust in the download link.

This research shows that digital nudging in the form of priming is an effective way to reduce users' exposure to cybersecurity risks.

The global food waste and food scarcity paradox is steadfastly increasing. This study aims to examine the effects of digital nudging as forms of positive and negative reinforcement to change food waste behavior and found that nudging positive reinforcement modifies this habit.

A field experiment was conducted on 628 diners randomly split into experiment (n = 412) and control group (n = 216) in two separate dining locations over four weeks. Out of these, 412 diners were randomly subjected to tent cards with positive (n = 228) and negative (n = 184) reinforcement nudging and completed a questionnaire to ascertain if nudging affects their consumption behavior. Consumption waste per unit revenue was calculated from all 628 diners individually to analyze the financial impact between control and experiment groups.

SEM analysis reveals that positive reinforcement mediates between external motivators (social media and restaurant service) and reduction of food waste behavior. Further analysis also reveals that nudging has a higher three times effect on reducing food waste as compared with no nudging (control).

Positive messaging encourages behavior change more effectively as compared to negative ones. Gentle reminders of how everyone can personally be a “warrior” or “hero” in the fight against global food waste increases the likelihood of altruistic motivation in tackling these issues.

This study demonstrates how positive reinforcement in the form of nudges acts as key mediator to support reduction of consumer food waste on site, ultimately helping to reduce financial costs compared to those without nudges.

The purpose of this paper is to determine how and to what extent firms are using “environmental choice architecture” to “nudge” innovation across the organization. The Cultural Alignment Model was designed based on the concept that individual and collective workforce behaviors are formed by an organization’s environment. Although existing since the 1950s, behavioral theory has seen a recent resurgence of popularity in shaping culture. Described in the book Nudge, compelling research demonstrates that individual and collective behavior can be influenced through what is termed “environmental choice architecture.” The Oxford Innovation Insights Project was established to test the Cultural Alignment Model, by answering the question – How and to what extent are firms using “environmental choice architecture” to “nudge” innovation across the organization?

Semi-structured interviews were conducted with 60 “C-Suite” executives, representing 15 different industries. Each executive was asked to respond to the same four items: to what extent do you agree or disagree with the statement – innovation is a strategic priority for our firm; on a scale of 1 (low innovation) to 10 (high innovation) please rate your firm’s organization-wide level of innovation; Which of the following processes does your firm use to encourage innovation across the organization? And for the processes that your firm uses, please provide examples of how each is designed to encourage innovation behaviors across your workforce.

Eighty-six percent of respondents identified innovation is a strategic priority for their firm, while just 8% of respondents rated their companies as having a “high” level of firm-wide innovation. The environmental choice architecture components most frequently used by firms to encourage innovation behaviors across the workforce are identified. A strong positive relationship was found between “high innovation” firms and the number of environmental choice architecture components they use to encourage innovation. Firms having a low level of innovation underperformed market peers, while firms rated as having a high level of firm-wide innovation outperformed the market benchmark.

Repeat the current study to include more respondents and industries; rather than relying on self-ratings, determine a firm’s innovation rating through an external assessment, such as industry expert ratings of firms’ innovativeness; beyond frequency of utilization, assess the strength of innovation “nudge” each cultural lever provides; determine if a relationship exists between the market and financial performance of firms and the number of “cultural levers” they use to nudge innovation across the workforce; and compare the level of innovation between each industry by expanding the respondent pool to include more representatives from each industry.

Company culture is identified as one of the top obstacles for a firm’s innovation performance in a global survey of 1,500 executives. Moreover, the authors of the McKinsey Global Innovation Survey state, “The best companies [in the study] find ways to embed innovation into the fibers of their culture, from the core to the periphery”, but tellingly the authors do not identify how to go about creating that embeddedness. The Cultural Alignment Model presented provides management a pragmatic approach to embed innovation across their firm’s culture using elements of the organization’s choice architecture.

Behavioral theory has seen a recent resurgence of popularity in shaping culture. The Oxford Innovation Insights Project tests the Cultural Alignment Model, by answering the question – How and to what extent are firms using “environmental choice architecture” to “nudge” innovation across the organization?

By the end of this chapter, you should be able to demonstrate an understanding of:

How sustainability messages have diffused into mainstream discourse?

The role of behavioural economics, specifically nudge theory, in encouraging sustainable behaviours.

The visual elements in marketing that support nudge theory.

How businesses are aligning with consumer concern for sustainability to illustrate their ‘wokeness’ to social issues.

This study aims to investigate low-carbon footprint travel choices, considering both destination attributes and climate change perceptions, and examine the impacts of nudging (a communication tool to alter individuals’ choices in a predictable way) on tourists’ preferences for carbon mitigation in destinations.

A discrete choice experiment questionnaire was administered to a sample of 958 Hong Kong respondents. Hybrid choice modeling was used to examine the respondents’ preferences for destination attributes and to explain preference heterogeneity using tourists’ climate change perceptions. The respondents’ willingness to pay for the destination attributes was also calculated to measure the monetary value of the attributes.

Destination type, carbon emissions and travel cost had significant effects on tourists’ choices of destination. Nudging increased tourists’ preference for low-carbon footprint choices. Tourists with higher climate change perceptions were more likely than others to select low-carbon destinations with carbon offset projects.

The findings of this study provide an impetus for destination management organizations to support local carbon offset projects, implement policies that mitigate carbon emissions and develop sustainable tourism to fulfill tourists’ demand for low-carbon footprint travel choices. Based on the findings, policymakers could promote sustainable tourism by publishing relevant climate change information on social media.

This study addressed a gap in the literature on tourist travel choice by considering carbon emission-related attributes and climate change perceptions and by confirming the role of nudging in increasing the choice of low-carbon destinations.

This paper aims to fill a gap in the literature of marketing communication by exploring the role of different nudges implemented through advertising and personal selling in enhancing purchase intention and sales of mutual funds in Pakistan.

Data collected by 20 semi-structured individual qualitative interviews in Pakistan were subjected to thematic analysis.

This study reveals the way managers apply different nudges in the form of Islamic beliefs and values in advertising and personal selling to enhance purchase intention and sales of mutual fund products among Muslim customers. Nudges that can be used in marketing communication may include religious cues, religious beliefs, religious values, spiritual elements, halal aspects of investment plans, religious icons and symbols, cultural music and images, appropriateness and correctness of sales messages and communicating halal aspects of mutual funds.

The conclusions are based on findings from a relatively small number of respondents from one investment firm, but they offer an empirical basis for future research on the effect of advertising and personal selling on the sales and purchase intention of mutual fund products in an Islamic society.

This study offers practitioners a better understanding of the marketing communication tools likely to influence consumers’ purchase intention of mutual fund products, with positive implications in creating advertising and sales management in Pakistan.

Despite the prevalence of promoting mutual fund products, little research-based analysis has been available to academics or practitioners.

Much evidence exists that rational investors factor rational information into their valuation of shares. This paper aims to examine whether sentimental investors do the same.

To investigate this issue, the author measures sentimental investors’ reaction to the surprise player transactions of the Boston Celtics, which traded on the New York Stock Exchange for 18 years. The team’s shares were bought mainly as souvenirs by sports fans, whose largely unwavering support makes them perhaps the least likely investors to be influenced by rational information. Thus, if the team’s share price changes because of the arrival of rational information, evidence that sentimental traders price rational information into their valuation of a stock will exist.

An acquired player’s salary, education and firm-specific experience with the Boston Celtics cause higher returns. This result provides evidence that sentimental traders factor rational information into their valuations of shares. On a broader scale, the findings underscore the importance of rational information to the valuation process, as even sentimental investors price rational information into a stock that is held for sentimental reasons. Moreover, the results are consistent with the nudge theory, in that the arrival of rational information encourages (i.e. nudges) sentimental investors to price the rational information as a rational investor world.

This study is the first to show that sentimental traders also factor rational information into the valuation process – an idea that was likely assumed prior to this study, but was never substantiated.

The promise of Next Generation Learning Spaces appears to remain unfulfilled. This chapter explores why and how the design of professional learning for academics teaching in such spaces can and should be transformed. It takes a fresh look at why old professional development is failing and proposes a new way to engage academics in their own professional learning. Rather than continuing with traditional professional development that is most often, ad hoc, formal and centrally driven, comprising mandated professional development workshops and a website that may only be visited once, the chapter explores the move from ‘old’ professional development to ‘new’ professional learning. It draws on the fields of organisational theory, cognitive theory and behavioural economics.

New professional learning is characterised by a ‘pull’ rather than a ‘push’ philosophy. Academic staff themselves drive their own learning, choosing what, when and how they want to learn to become better teachers. Multiple and various learning opportunities embedded in day to day work are just-in-time, self-directed, performance-driven and evaluated within an organisational system. In this way the institutional setting influences behaviour by ‘nudging’ habits and setting defaults resulting in academics making the ‘right’ decisions and doing the ‘right’ thing. By addressing the compelling issue of how to enhance academic staff teaching capability, this chapter can help university leaders to think beyond the professional development approaches of yesterday. Aligning with this new direction will result in enhanced learning and teaching in the future.

This paper aims to test a nudge, or intervention, designed through behavioral insights at a university campus to discover cost-effective means for increasing recycling participation and methods for estimating waste removal cost savings.

A series of studies were conducted demonstrating the effectiveness of behaviorally based recycling interventions. Study locations included an academic building, a performing arts/studio arts building, a sports complex and a campus library. All locations already had robust and visible recycling programs in operation. Following an observation period, modifications were made to the locations of waste and recycling containers. Waste auditing procedures were used to quantify existing waste diversion rates, and changes to those rates following changes in choice architecture.

Waste diversion rates improved and significant reductions in the proportion of recyclable materials in the trash were observed at all four study locations. Results indicate that the nudge of changing choice architecture can enhance recycling programs that are already recognized as successful. This paper also explains methods for estimating waste removal, which are important as it enables calculations of cost savings from such interventions. Finally, targeting plastic bottles to increase return on investment is recommended.

Other colleges and universities can apply these methods to improve existing recycling programs and realize cost savings.

This is the first study to investigate the use of a nudge on waste management issues on a university campus. An easy-to-replicate method, which allows measuring realized cost savings, is explained.