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The philosophical foundations determine how an academic discipline identifies, understands and analyzes phenomena. The choice of philosophical perspective is vital for both marketing and service research. This paper aims to propose a social and systemic perspective that addresses current challenges in service and marketing research by revisiting the philosophy of science debate.

The paper revisits the philosophy of science debate to address the implications of an emergent, complex and adaptive view of marketing and service research. It draws on critical realism by combining structuration and systemic perspectives.

A recursive perspective, drawing on structures and action, is suggested as it includes multiple actors’ intentions and captures underlying drivers of market exchange as a basis for developing marketing and service strategies in practice. This is aligned with other scholars arguing for a more systemic, adaptive and complex view of markets in light of emerging streams in academic marketing and service research, ranging from value cocreation, effectuation, emergence and open source to empirical phenomena such as digitalization, robotization and the growth of international networks.

The reciprocal dynamic between individuals and the overarching system provides a reflexivity approach intrinsic to the service ecosystem. This creates new avenues for research on marketing and service phenomena.

This paper discusses critics, conflicts and conceptualization in service research. It suggests a possible approach for service research and marketing scholars capable of responding to current complexities and turbulence in economic and societal contexts.

Measuring shared value (SV) created in innovation ecosystems (IEs) is increasingly relevant but complex, given the multidimensional and multiactor nature of both concepts, which challenges traditional performance measurement systems (PMSs). Moving from this gap, the authors propose an integrated approach to extend the balanced scorecard (BSC) for measuring and monitoring SV creation at IE level.

The proposed approach combines the most recent contributions on PMS in IEs and SV to define perspectives and dimensions that are better suited to deal with the nature of both IEs and SV. The approach is also applied to the real case (Alpha) of an Italian IE through a step wise method. Starting from the IE vision, the authors identify in the strategy map the specific objectives related to each perspective/dimension combination and then associate a performance indicator with each objective.

The resulting SV BSC is composed of indicators interconnected along different perspectives and dimensions. The application of the approach to the real case proves its feasibility and highlights characteristics, advantages and disadvantages of the SV BSC when used at IE level. The authors also provide guidelines for its application to other IEs.

The study contributes to the research on PMS by introducing and applying to a real case an integrated approach to assess SV in IEs, overcoming the shortcomings of PMS framed for single firms. It can be of interest for both researchers in the field of ecosystems value creation and practitioners managing or promoting such complex structures.

Based on social information processing theory, this paper aims to explore how and when leader self-deprecating humor may spark subordinate learning from failure. The authors cast perspective taking as a novel explanatory mechanism for this indirect effect, and further consider leader–member exchange as a boundary condition of the relationship.

The authors tested the hypotheses by conducting a multiwave and multisource survey of 604 members from 152 teams in a Chinese high-technology company.

Results of multilevel path analyses demonstrate that leader self-deprecating humor positively influences subordinate learning from failure via perspective taking. Further, this mediation effect is stronger at higher levels of leader–member exchange.

This study contributes to the theoretical understanding of the relationship between leader self-deprecating humor and subordinate learning from failure. However, the research design was not longitudinal or experimental, and thus the authors were unable to make strong inferences about absolute causality.

The work yields useful insights for practitioners aiming to encourage subordinates to learn from failure.

This study provides evidence that leader self-deprecating humor can stimulate subordinate learning from failure via perspective taking, and the indirect effect is further strengthened by leader–member exchange. The findings offer new directions for research on leader self-deprecating humor and learning from failure.

The purpose of this study is to integrate the sustainability balanced scorecard (SBSC) framework with decision-making trial and evaluation laboratory (DEMATEL) for proposing a model and identifying the cause-and-effect relationships between the five perspectives of SBSC and then 23 performance indicators within the SBSC framework in a strategy map.

The DEMATEL approach is used to obtain a matrix including direct and indirect influences between the five perspectives of SBSC and among 23 key performance indicators (KPIs). DEMATEL data are gathered from experts to propose a model and establish reliable relationships between performance metrics. Using DEMATEL and the SBSC framework, a strategy map for the SBSC dimensions and KPIs was built to illustrate strategic cause-and-effect relationships among the various dimensions and performance indicators.

The outcomes indicated that internal process and financial perspectives play essential outputs. Sustainability is the most critical predictor (causal) in the model, then customer and learning and growth dimensions, indicating that sustainability, learning and growth and customer dimensions all positively affect other dimensions. Additionally, sustainability has bi-directional in its link to the customer and internal processes and bi-directional in its relationship to finance, learning and growth. Numerous additional linkages are observed among the five SBSC perspectives and KPIs.

The data collected is based on an “average” company in manufacturing sector; thus, companies need to customize this model to ensure that their strategies are clearly translated into KPIs.

The findings gave valuable information to management about manufacturing companies KPIs. They determined which KPIs are regarded as outcome (effect) variables and which KPIs are considered predictor (casual) variables. Additionally, the findings offer management with SBSC perspectives that should be traded as outcomes and those that should be traded as predictors. Additionally, the findings highlighted the critical KPIs and explained their interrelationships. This enables managers to focus on the significant financial besides non-financial indicators and comprehend the logical connection among them.

The results qualify executives and management to analyze and recognize a strategy map by understanding each objective's impacts, including direct and indirect, on all others. The typical analysis comprises determining the strategic objectives that are “cause” and the objectives considered as “effect”. As this study extends the BSC framework to have sustainability perspectives, the results of DEMATEL provide administrators with exceptional information to blend the conventional BSC perspectives with sustainability as added perspective.

The current study proposed an illustration model for strategy map development and also provide an interrelationship among SBSC perspectives.

The purpose of this paper is to settle the methodological debate on the decomposition of value added in gross exports, proposing a standard, exposing the drawbacks of the alternatives and quantifying the differences.

This paper systematizes the analytical framework and assesses and quantifies the various methodologies and its main differences.

The decomposition method of Borin and Mancini (2023), using a source-based approach and an exporting country perspective, should be considered as the standard for decomposing the value added in gross exports. This study finds that alternative approaches and perspectives are methodologically inferior, and that tailored perspectives do not provide an increase in accuracy that compensates their drawbacks.

This paper’s contribution is fourfold: it rejects the alleged equivalence between approaches and perspectives, defending the superiority of a particular method, approach and perspective; it gives quantitative examples of the differences between them; it proves that the drawbacks of tailored perspectives do not compensate their alleged accuracy (as they do not result in big quantitative differences with the standard perspective); and it argues that no valid standard decomposition can forego the calculation of value added exported, which requires the expression of exports in terms of final demand.

The study investigated the relationship between future time perspective and financial well-being among Chinese working millennials and its serial mediators, such as financial goal clarity, subjective financial knowledge and responsible financial behaviour, to foster consumer resilience in the financial realm.

A total of 526 Chinese working millennials (Mage = 31.78) participated in the online survey in response to questions on demographic characteristics and items to measure the variables adopted in the research model. Covariance-based structural equation modelling (CB-SEM) and AMOS version 27 were used to test the research hypotheses.

The results revealed a positive correlation between future time perspective and financial well-being. Moreover, the results showed that financial goal clarity, subjective financial knowledge and responsible financial behaviour serially mediated the correlation between future time perspective and financial well-being.

The findings provide implications for companies and policymakers to refine their intervention programmes to boost young millennials' future time perspectives in reinforcing their financial knowledge and financial goal clarity which in turn fosters their responsible financial behaviour in contributing to financial well-being in boosting their overall consumer resilience. Future studies should deepen the way in which the studied factors are leveraged as a tool to improve individuals' resilience in the economic realm.

The findings of this study shed light on the underlying mechanisms that drive and promote the financial well-being of Chinese working millennials.

This paper examines different perspectives on the broad umbrella term of organisational silence. It identifies ten perspectives on organisational silence from the previous literature on inquiries into failings of British National Health Service providers. The purpose of this paper is to address these issues.

Using content analysis, it applies ten perspectives on organisational silence to the report of the inquiry into the Gosport Hospital.

There is some overlap between the perspectives in that they draw on the same authors, and stress similar issues. There is some evidence for most of the perspectives in the report, but some perspectives appear stronger than others. However, none of the perspectives seem to cover the full spectrum of behaviour and place differential emphasis on different processes. It is not clear whether all ten perspectives add independent analytical value. This suggests that some might be extended or combined with the umbrella term of organisational silence more fully opened.

This is the first study in healthcare to review perspectives on organisational silence and apply them to a case study.

The authors aim to explore how perspective-taking and attribution of blame lead to side-taking by human resource professionals (HRPs) when making judgements and handling complaints of sexual harassment.

Employing qualitative methodology, the authors used semi-structured in-depth interviews with 35 HRPs from 30 companies in Sri Lanka. Attribution theory and perspective-taking were used as theoretical lenses.

In handling complaints of sexual harassment incidents, HRPs take the perspectives of the alleged perpetrator, complainant, or the company and attribute the blame to the alleged perpetrator or the complainant. Irrespective of the gender of the HRPs and the perspective they take, they would most often blame the female complainants due to sexual harassment myths and misperceptions and traditional sex-role beliefs. Thus, they either take the side of the alleged perpetrator or the company, explicitly/implicitly or intentionally/unintentionally.

The central originality of this research is the finding that HRPs take sides in resolving complaints of sexual harassment and perspective-taking and attribution of blame by HRPs lead to this side-taking in organisational settings.

The purpose of this paper is to test how team regulatory focus may relate to individual creativity and team innovation; and address the fit/misfit issue of team regulatory focus and team bureaucracy.

The authors collected data from 377 members and their leaders within 56 R&D teams in two Taiwanese companies.

A team promotion focus was positively related, whereas a team prevention focus was negatively related, to both team innovation and member creativity through team perspective taking and employee information elaboration, respectively. Furthermore, team bureaucracy played a moderating role that suppressed the indirect relationship between team regulatory focus and creativity.

This is one of first studies to explore an underlying mechanism linking team regulatory focus and both team innovation and member creativity. The authors provide a more complete view of the creative and innovation implications of team-level self-regulation.

The objective of this study is to understand the mediating role of student engagement between future time perspective and group task performance. In addition, the study examines the interaction effect of group cohesion task with student engagement on group performance.

Data were collected from 170 (a total of 34 groups of five members each) business management students for three consecutive months. To analyze the data, multi-level modeling was carried out.

The results of the three-wave multi-level analysis indicate support for the hypotheses and suggest that future time perspective affects group performance through student engagement. Moreover, group cohesion interacts with student engagement to predict group task performance.

The findings show how the application of engagement theory can help in understanding the relationship between two distant variables, namely, future time perspective and group performance.

The educators are encouraged to engage students for facilitating the positive impact of future time perspective on group task performance. The findings also imply that the students with future orientation perform well and thus, the educators may need to teach students to have futuristic perspective.

This study in one of its kinds to test the mediating role of student engagement between future time perspective and group task performance as well as the interaction effect of group cohesion task with student engagement on group performance at both the individual and group level over a period of time.