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The purpose of this study is to explore how past and future temporal focus of CEOs in the hospitality industry influence their intention to invest in metaverse technology and the underlying mechanism under boundary conditions of perceived competitive pressure.

This multi-informant study collected data over three waves from a sample of 235 CEOs and their subordinates in India’s hospitality industry. A PLS-SEM was applied to the study data. Further, the study also used phenomenological interviews to capture CEOs’ perspectives on the study’s conceptual model.

Findings suggest that the past temporal focus of CEOs decreases technology orientation, and future temporal focus increases the technology orientation of firms, consequently impacting the intention to invest in the metaverse. CEOs’ perceived competitive pressure moderates the mediating relationship, such that the negative impact of past temporal focus on technology orientation is decreased and that of future temporal focus on the CEO is increased.

By exploring the role of a CEO’s past and future temporal focus on influencing technology orientation and, hence, adoption of new technology, the study extends upper-echelon theory to the field of metaverse adoption in the hospitality industry and responds to scholars’ calls to explore the industry’s technology adoption from the lens of the upper echelon.

The study has significant implications for the success of the adoption of metaverse technology in the hospitality industry. Findings imply that the board members should encourage CEOs to have future temporal focus.

The study provides novel insights into the adoption of metaverse technology by the hospitality industry, where CEO attributes such as their temporal focus influence intention to invest in metaverse.

Leveraging upper echelon theory and knowledge-based view of the firm, this paper aims to explore how chief executive officers’ (CEO) sustainability orientation influences explorative and exploitative knowledge management practices, which in turn influence incremental and radical sustainable innovation under boundary conditions of CEOs’ temporal focus and regional affiliation in the home country.

This study used a nonprobability convenience sampling strategy. Using survey-based research, the authors tested the study hypotheses using partial least squares structural equation modeling on a sample of 298 CEOs from Indian small and medium enterprises. This study also tested the reliability and validity of the study variables by using internal consistency tests and convergent and discriminant validity procedures.

The study finds that CEO sustainability orientation affects incremental and radical sustainable innovation via the mediating effect of explorative and exploitative knowledge management practices. Furthermore, CEOs’ past temporal focus increases the influence of orientation on exploitative knowledge management. In contrast, future temporal focus increases the influence of CEO sustainability orientation on exploratory knowledge management practices. Finally, CEOs from the southwest, west and northwest regions of India increase the influence of exploratory knowledge management on radical sustainable innovation.

This study has significant implications for understanding upper-echelon factors that drive knowledge management practices. CEO temporal focus (time orientation) and demographic aspects (regional affiliation) influence CEOs’ investment in different knowledge management and, hence, sustainable innovation management practices. However, this study does not explore cross-cultural differences and the role of the entire top management team in influencing sustainability values on sustainability innovation via knowledge management practices.

This study comprehends upper-echelon factors that drive investment in knowledge management and sustainable innovation practices. Findings imply that CEOs with past and future temporal focus can influence sustainable innovation, but their investment in knowledge management strategies differs. Past temporal-focused CEOs invest more in exploitative and future temporal focus more in explorative knowledge management for influencing sustainable innovation.

The study provides novel insights into the influence of upper-echelon traits on knowledge management and sustainable innovation practices. Extant literature has largely explored firm-level factors such as organizational culture influencing a firm's knowledge management practices. However, by integrating the upper echelon with the knowledge-based view of the firm, we explain how the traits of the CEO, especially the temporal perspective, influence knowledge management and sustainable innovation practices of firms.

This study aims to investigate the individual factors that directly and indirectly favor (or hinder) employees’ attitudes toward women in management. Two sides of psychological ownership (PO), promotion-focused and prevention-focused PO, are studied as having a direct effect on employees’ attitudes toward women in management. Past and future temporal focuses are examined as possible antecedents to the sides of PO, and as indirectly affecting employees’ attitudes toward women in management.

Survey questionnaires were collected from 230 MBA and related program students who were currently working and enrolled in one of six different universities in Ethiopia. Confirmatory factor analysis was applied to validate all measurement scales, and structural equation modeling was used to test the study hypotheses using Mplus software.

Employees with promotion-focused PO and employees with prevention-focused PO had a favorable and unfavorable attitude, respectively, toward women in management. In addition, a future temporal focus had a significant positive effect on promotion-focused PO, and a past temporal focus had a significant positive effect on prevention-focused PO. Overall, this mediation model showed that promotion-focused PO partially mediates the relationship between future temporal focus and attitudes toward equal opportunity for women managers, whereas prevention-focused PO fully mediates the negative relationship between past temporal focus and attitudes toward women in management.

This study provides new insight for organizations by showing how employees’ temporal focus explains their side of PO and how that affects their reaction toward women in management.

A new mechanism for revealing gender inequality in organizations is introduced. Moreover, the relationship between temporal focus and PO is discovered. This study is novel in providing an understanding of the antecedent to and effect of prevention-focused PO, which are largely overlooked in extant research.

The study aims to investigate the psychological mechanism that motivates consumers to pay more for a preferred brand that reflects their actual or ideal self-concept, by examining the shift in attention between consumer’s present, future, and past moments.

First, in a survey setting, the study identifies the relationship between temporal focus and self-congruence. Subsequently, we conduct three experiments to capture the effects of temporal focus on brand preference and willingness to pay (WTP). In these experiments, we manipulate consumers’ self-congruence and temporal focus.

The findings show that consumers with a present focus (distant future and distant past foci) tend to evaluate a brand more preferably when the brand serves to reflect their actual (ideal) selves. However, in the absence of present focus consumers’ WTP is more for a brand that reflects their ideal selves.

The study does not have an actual measure on consumers’ WTP; instead we use single-item measure.

This study sheds new light on branding strategy. The results suggest that authentic and aspirational branding strategies are relevant to publicly consumed products. Brand managers could incorporate consumers’ temporal focus into branding strategy that could significantly influence consumer preference and WTP for their brands.

This study expands our understanding of brand usage imagery congruity by showing that temporal focus is an important determinant of self-congruence. In this regard, this study empirically investigates the relationship of temporal focus, self-congruence, brand preference, and WTP. It further reveals that mere brand preference does not necessarily lead consumers to pay more for symbolic brands.

Previous studies considered effectuation and causation as alternative decision-making strategies used by entrepreneurs to navigate uncertainty, having various individual- and firm-level antecedents. This study aims to broaden our understanding of individual-level antecedents by examining the role of Chief Executive Officer (CEO) temporal focus in decision-making processes in small and medium-sized enterprises (SMEs).

Based on a multiple case study research design, the authors empirically analyse 16 Russian SMEs to uncover how the CEO temporal focus relates to the choice of effectuation/causation strategies under uncertainty.

CEOs with past orientation tend to adopt causation, future-oriented CEOs adhere to effectuation, while present-focused CEOs rely on both decision-making strategies (i.e. ambidexterity). Prior crisis-related experience is the underlying mechanism behind the relationship between CEO temporal orientation and effectuation/causation strategies. The authors formulate several propositions that may be tested in future studies in the field.

The contribution of this study consists in uncovering a new individual-level antecedent of effectuation/causation under uncertainty (i.e. CEO temporal focus) and suggesting that prior crisis experience acts as a mechanism underlying this relationship. The authors advance the strategic leadership theory by underscoring the CEO’s role in decision-making processes in SMEs.

Despite more and more researchers recommend that time-related issues should be considered into the resilience research, temporal issue is still largely neglected in empirical domain. The purpose of this study is to introduce the concept of future temporal focus, while investigating whether and when leader resilience contributes to subordinates' level of conveyed resilience.

Survey responses from a two-source field study involving 222 supervisor–subordinate dyads were collected. Regression-based moderation and bootstrapping analyses were adapted to analyze data and test hypotheses by using the PROCESS syntax in SPSS software.

Results showed that there is no significant effect of leader resilience on subordinate resilience. However, consistent with hypotheses, leader's future temporal focus and resilience had a significant interactive effect on subordinate's resilience. That is, when leaders had higher level of future temporal focus, their resilience would be positively correlated with subordinate resilience.

The findings of the study provide important practical insights into developing relevant training and intervention programs in organizations to cultivate employee resilience. These can also be strengthened by encouraging leaders' future-oriented cognition on work-related domains and leader–member exchange relationship.

Overall, this study introduced temporal focus into resilience theory by providing evidence of its impacts on employee behaviors, and emphasized the important role of future temporal focus of leader.

The purpose of this paper is to examine and gain further insight into the potential link between regulatory focus and exploration–exploitation at the individual manager level. More specifically, the authors hypothesised that temporal focus would act as a mediator in the relationship between managers’ regulatory foci and exploration–exploitation activities.

A survey was conducted with 541 managers from the USA. The model was tested using OLS regression models, followed by bootstrapped multiple-mediation analyses.

Managers’ promotion and prevention foci are associated with the extent to which they focus on the past, the present and the future, which is related to managers’ exploration and exploitation activities.

The findings rely on self-report data.

This paper examines the chronic strategic tendencies of managers with different levels of promotion and prevention focus – in particular, the timeframes they are likely to focus on and exploration–exploitation levels they are likely to engage in. In doing so, this paper provides managers a way to detect and overcome their chronic strategic shortcomings.

This paper not only examines the link between regulatory focus and exploration–exploitation at the individual level, but also provides further insights regarding the nature of this relationship. More specifically, by putting forward temporal focus as a mediator of this relationship, this study contributes to the ongoing discussion about the potential link between regulatory focus and exploration–exploitation, and poses new questions for future research.

This study aims to demonstrate that feelings of resentment, fueled by perceptions of injustice, underlie the formation of rivalries. Further, this study analyzes how consumers evaluate the two brands that participate in a rivalry relationship.

The research uses four experiments. Study 1 uses two conditions to test whether injustice predicts inter-personal rivalries through resentment. Study 2 uses a one-factor design with three levels (resentment vs contempt vs control) to examine the underlying mechanism of resentment on the formation of a rivalry. Study 3 analyzes the effect of brand rivalries on consumers’ brand attitudes. Study 4 uses a 2 (Temporal-focus: past vs future) × 2 (competitive relationship: resentment vs control) between-subjects experimental design, to test the moderating effects of temporal-focus on consumer brand rivalry perceptions. This experiment replicates the effects of brand rivalries on consumer brand attitudes.

Rivalries have an essential emotional component – resentment – that is fueled by injustice and leads consumers to form more favorable attitudes toward the brand that consumers perceive is treated unfairly (target brand) and more unfavorable attitudes toward the brand that is perceived to treat the other brand unfairly (the rival brand). A future-focused mindset attenuates consumer perceptions of brand rivalries, whereas a past-focused mindset enhances these effects.

Prior research has failed to identify the emotional components of rivalries and their effects on consumer choices. To the best of the authors’ knowledge, this is the first study that reveals how attitudes change when consumers are exposed to a brand rivalry.

Drawing on the self-consistency theory and temporal comparison theory, this study hypothesize that relative perceived supervisor support may positively affect voice behaviour and negatively affect relationship conflict with a supervisor. This relationship happens through the underlying process of supervisor-based self-esteem acts as an underlying mechanism. But, such a relationship would be constrained by the value of temporal perceived supervisor support with high temporal perceived supervisor support strengthen this relationship as compared to low temporal perceived supervisor support.

Dyad data from 338 samples of employees nested within 50 supervisor workgroups from non-profit firms operating in three different cities in Sindh Pakistan were taken.

Data analysis showed that employees with a high perception of relative perceived supervisor support engaged in voice behaviour and restrain themselves from the relationship conflict. The supervisor-based self-esteem derived from supervisor support played the role of mediating this relationship. Moreover, temporal perceived supervisor support not only moderated the path between relative perceived supervisor support and supervisor-based self-esteem also the mediational strength of supervisor-based self-esteem in relative perceived supervisor support and voice behaviour and relationship conflict.

It is crucial to integrate social comparison in organizational support theory to view the supervisor–subordinate relationship beyond dyad. Managers should understand social comparison processes in which employees engage in to know how it affects various work attitudes and behaviours.

Given the importance of supervisor–subordinate relationships, the authors extend and build on the concept of social and temporal organizational support to supervisor support. The study is novel in studying such relationship and contribute to the supervisory support relationship literature beyond dyadic level.