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This article aims to analyze the strategic work of Polish entrepreneurs in the furniture industry following the political changes in 1989. The authors examined how these entrepreneurs transitioned from local craftsmen or importers into leaders of international manufacturing companies and how their strategizing contributed to the unprecedented growth of the Polish furniture sector.

The authors examined extant data, specifically biographical interviews conducted with 11 prominent leaders in the Polish furniture industry (Hryniewicki, 2015, 2018). They analyzed within a theoretical framework that integrates J.C. Spender’s theory of strategic management with Barry Johnson’s concept of polarity management. Polarity is a way of understanding and managing interdependent, opposing pairs of values or perspectives that give rise to conflict.

The analysis reveals key patterns of strategic challenges at the level of human agency, history and sense-making. The authors identified four key polarities: life and business, knowledge presence and absence, concordance and discordance, and instrumental and non-instrumental sense-making.

The polarity concept illuminates the interplay of agency and determinism in strategic decision-making, offering valuable insights for methodology and a deeper understanding of Poland’s furniture industry.

This paper aims to discuss the work of non-executive directors (NEDs) as inherently paradoxical. Paradox refers to the presence of persistent contradictions between interdependent forces. Those persistent tensions are explored, and approaches are indicated to stimulate the adaptive use of paradoxes as forces of innovation and renewal.

This conceptual approach can be read as an invitation for corporate governance scholars to embrace the logic of paradox to expand the understanding of this topic. Paradox is not conceptualized as an alternative to dominant structural views, including board composition, but as a complementary conceptual perspective, a meta-theoretical lens to shed light on the tensions inherent to governance.

The authors propose that paradox theory offers a fresh conceptual lens to study the role of NEDs. This approach may help NEDs to turn tensions and paradoxes visible to develop a rich understanding of their work, as well as helping them navigate the complexities of organizing, a process rich in inherent paradoxicality.

Organizational paradox theory is a bourgeoning field of study, but the conceptual lens of paradox has still been underexplored in the study of corporate governance.

This chapter concentrates on the potential of Taoism's wisdom that can contribute to organizational sustainability and leadership excellence in the context of the Trilogy on sustainability & excellence. The author introduces the Tao of ‘U’ Model, which illustrates how Taoist principles can be employed to foster sustainable business practices and attain exceptional results. The chapter culminates with a roadmap to achieve both excellence and sustainability for organizations.

The COVID-19 outbreak disrupted the business environment and severely affected the morale and performance of the employees. Further, the Indian automobile industry witnessed major setbacks and drastically impacted sector in COVID-19. Talent agility is an emerging concept in the field of HRM that will foster innovations and productivity in the automobile industry. Thus, this study aims to explore the barriers to building in-house agile talents in the Indian automobile industry in the new normal.

The barriers of talent agility were identified through a literature review and validated through experts’ opinions. This study used a hybrid approach, which combines Interpretive Structural Modelling-Polarity (ISM-P) and decision-making trial and evaluation laboratory (DEMATEL) to develop a hierarchical structural model of the barriers, followed by classification into cause and effect groups.

The result of the multi-method approach identified that shortage of skills and competencies, lack of IT infrastructure, lack of ambidextrous leaders, lack of smart HRM technologies and practices, lack of attractive reward system/career management, poor advanced T&D, poor industry, institute interface and financial constraints are the critical barriers.

It can provide a strategic roadmap for automobile manufacturers to promote talent agility in the current wave of digitalization (Industry 4.0). This study can help the managers to address and overcome the barrier and hurdles in building talent agility.

This study is unique in that it addresses the contemporary issues related to talent agility in the context of the Indian automobile industry in the current rapidly changing environment. This study developed a holistic integrated ISM(P)-DEMATEL hierarchical framework on the barriers of talent agility indicating inner dependency weights, i.e., the strength of interrelationship between the barriers.

The booming social media attracts construction professionals (CPs) to express emotions caused by work pressure (WP) through online behaviors. Previous works focus on the analysis of WP and emotions but do not adequately consider how WP can be reflected through online emotions. Thus, this study aims to attempt to explore the quantitative relationship between online emotional intensity and WP.

This study developed a linguistic-sticker (LS) model to quantitatively evaluate the sentiment intensity of posts published on social media. Moreover, the authors designed two econometric models of ordinary least squares regression and negative binomial regression to test the hypothesis.

The research found that posts with stronger negative sentiment (or positive sentiment) indicate that CPs face higher (or lower) WP. Besides, there is a negative bias between the sentiment intensity of posts and the comment quantity.

The positive correlation between sentiment intensity of posts and WP has been confirmed, which indicates that construction managers should pay more attention to CPs' behavior on social media, and take a more direct way to analyze work-related online behavior (e.g. posting, commenting). The dynamic monitoring of emotion-related posts also provides a direct basis for the management team to learn about CP's pressure status and propose measures to reduce their negative emotions. Furthermore, the emotional posts published by CPs on social media provide a direct basis for team managers to obtain their psychological state.

The research contributes to incorporating CPs' emotions into the LS model and to providing information systems artifacts and new findings on the analysis of WP and online emotions.

With the rapid development of technology, 360° panorama on mobile as a very convenient way to present virtual reality has brought a new shopping experience to consumers. Usually, consumers get product information through virtual annotations in 360° panorama and then make a series of shopping behaviors. The visual design of virtual annotation significantly influences users' online visual search for product information. This study aims to investigate the influence of the visual design of virtual annotation on consumers' shopping experience in the online shopping interface of 360° panorama.

A 2 × 3 between-subject design was planned to help explore whether different display model of annotation (i.e. negative polarity and positive polarity) and different background transparency of annotation (i.e. 0% transparency, 25% transparency and 50% transparency) may affect users' task performance and their subjective evaluations.

(1) Virtual annotations with different background transparency affect user performance, and transparency has better visual search performance. (2) Virtual annotation background display mode may affect the user operation performance; the positive polarity of the virtual annotation is more convenient for the users' visual searching for product information. (3) When the annotation background transparency is opaque or semi-transparent, the negative polarity display is more favorable to the users' visual search. However, this situation is reversed when the annotation background transparency is 25%. (4) Participants preferred the presentation of positive polarity virtual annotations. (5) Regarding the degree of willingness to use and ease of understanding, participants preferred the negative polarity display for 0% background transparency or 50% background transparency. However, the opposite result was obtained for 25% background transparency.

The findings generated from the research can be a good reference for the development of virtual annotation visual design for mobile shopping applications.

1. Virtual annotation background transparency and background display mode are two essential attributes of 360° panoramas.

2. This study examined how virtual annotation background transparency and background display mode influence user performance and experience.

3. It is recommended to use a translucent or opaque annotation background with a negative polarity display.

4. Virtual annotation presentation with 25% background transparency facilitates consumer searching and comparison of product information.

5. Users prefer a positive polarity annotation display.

Virtual annotation background transparency and background display mode are two essential attributes of 360° panoramas.

This study examined how virtual annotation background transparency and background display mode influence user performance and experience.

It is recommended to use a translucent or opaque annotation background with a negative polarity display.

Virtual annotation presentation with 25% background transparency facilitates consumer searching and comparison of product information.

Users prefer a positive polarity annotation display.