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The objective of this study was to investigate the relationship between various drivers of consumer-based brand equity (CBBE) for m-payments and to demonstrate practical relevance. The study examined the indirect relationship between m-payment drivers and satisfaction and their subsequent association with brand equity drivers in the context of m-payments.

A survey was administered to a total of 725 respondents. Structural equation modeling, SPSS AMOS and a multi-mediation model using process macros were used to analyze the primary data.

The results of this study corroborate the post-use driver (satisfaction) and trust mediates drivers of m-payments (perceived usefulness and perceived ease of use) with overall brand equity. Satisfaction and trust exert a positive influence on overall brand equity, and this research will help organizations devise strategies to retain consumers, offer loyalty schemes and brand effectively to bundle services.

Novelty was achieved in this study by extending the technology acceptance model to determine the association between m-payment drivers and satisfaction and their subsequent association with overall brand equity, thus providing practical implications.

This study aims to explore the motivational factors (or value components) using a consumer-centric view to enable consumer make mobile payments (mPayments).

Means-end chain (MEC) theory, an exploratory approach was employed to understand personally relevant reasons for consumer use mPayments in India. In addition, the MEC phenomenon was investigated by examining the relationships among the three layers Attribute-Consequence-Value (A-C-V).

The study revealed the most important attribute to be handling money, followed by ease of use (consequence) and convenience as value. There was a wider recognition and penetration for acceptance of mPayments in smaller amounts or micro-payments with vendors, specifically in urban cities.

This research is the first of its kind wherein the concept of MEC has been utilized to evaluate why consumers make mPayments and demonstrate a novel approach to explore consumer insight into this domain.

The purpose of this study is to examine the effect of learning culture (LC) and learning agility (LA) on employee’s turnover intention (TI) in connection to information technology (IT) industries in India.

This research study analysed 258 samples of entry-level and middle-level executives working in IT software companies constituted in Southern India. Data was collected both electronically and in hard-copy. The research model was tested by structural equation modeling technique with the aid of AMOS software.

The findings illustrate the indirect effect of LC on TI while a direct effect on LA and also a positive and significant effect of LA on TI.

The first limitation is that this study does not cover top-level executives, therefore, it has limited implications and the second is that the respondents filled the questionnaire voluntarily by their beliefs.

This study contributes towards the development of LC, which will help in building LA in employees thereby reduce the employee’s TI.

The motivation behind the research was the necessity to innovate. Today’s companies require “learning agile” employees who constantly update their skills. To stay competitive, they have to retain the most capable individuals. For this reason, the authors wanted to investigate the link between LA, LC and TI of employees and they chose the dynamic Indian IT industry where turnover is a major issue for many companies.

The authors selected 10 different software firms in India and used Google forms to design a questionnaire. They distributed it through LinkedIn, Messenger and email. From the 258 valid responses, 62.8pc were male and 46.8pc were aged between 20 and 30. Only 18pc of the responses came from employees aged over 40. The respondents were mainly programmers (47pc), but there were also senior software engineers (25.8pc), project managers (14pc) and business analysts (13.2pc).

The results showed no direct effect of learning culture on turnover intentions. But the responses indicated a strong impact of learning agility on turnover intentions. Meanwhile, there was a big influence of learning culture on learning agility.

In conclusion, the authors said the results highlighted how when employees have higher LA, they tend to have stronger involvement in their work, reducing their turnover intentions. The research also showed how learning culture is an important antecedent of learning agility.

The purpose of this paper is to empirically examine the organizational culture (OC) of the competing values framework (CVF) on quality management (QM) practices. Specifically, it tests OC on two views, QM practices, i.e. the infrastructure quality and core QM practices.

The proposed hypotheses were tested using empirical data drawn from 262 manufacturing organizations in India. The research model developed was analyzed using structural equation modeling technique.

The findings of this study revealed that the hierarchical and rational cultures are the dominant types of culture, and top management commitment and Six Sigma structure are the most important aspects of the infrastructure and core QM practices in Indian manufacturing organizations. Further, the results of the study showed that group culture and development culture are the most supportive culture types for both infrastructure and core QM practices. On the contrary, hierarchical and rational culture types are the least supportive for infrastructure and core QM practices. The study proposes the need for the mixed culture approach that facilitates the adoption of business strategies

Before implementing infrastructure and core QM practices, managers must understand the importance of cultural values in their organization to facilitate effective implementation of QM.

This paper contributes to the existing literature by providing empirical evidence leading to the relationship between OC and QM practices. This is the first study that empirically examined the Indian cultural context using CVF, thus contributing to the scarce body of literature particularly in the developing countries.

The emergence of collaborative delivery models and working practices in construction industry has created a potential area for project success research. Previous studies have addressed success factors of various collaborative delivery models (e.g. alliance and partnering). However, there is currently very limited research-based knowledge concerning core success factors for different collaborative delivery models, exploring the commonalities. Thus, this study aims to conceptualize a success model for collaborative construction projects by identifying and structuring their core success factors through the lens of project delivery elements.

A systematic literature review was conducted, and thematic as well as content analysis of the relevant studies led to the identification of mentioned success factors in the literature for different collaborative delivery models. Then, those common success factors were structured in a model based on factors' relation to project delivery elements.

The obtained results present eight core success factors (e.g. equality, mutual trust and commitment to win–win philosophy) for collaborative construction projects, structured in a model based on their contribution toward project organization, contractual relationships, and operational system in construction project delivery. Moreover, the differences between success factors for traditional and collaborative construction projects are discussed.

This study's findings provide insightful theoretical contributions on collaborative construction project success and providing a departure point for future studies based on the discussed differences between success factors of collaborative and traditional construction projects. The findings can be also practically insightful for the project professionals in collaborative construction projects to succeed in managing project organization, contractual relationships, and operational system.

This paper aims to empirically test individual, team and multi-level relationships among knowledge sharing (KS), leader–member exchange (LMX), employee creativity (EC) and team innovation (TI). The study tests how KS affects EC via LMX at lower and multi levels. At a higher level, how creativity affects TI is also tested.

Questionnaires were sent to 43 team leaders and 215 team members from the largest theme park in Taiwan, E-DA, who are engaged in offering creative and innovative customer services. Multilevel analysis was conducted based on the questionnaires received.

Major findings agree the contention that KS can improve EC via LMX at both employee and multi-level. The results also indicate that KS affects team creativity (TC) at the team level; however, TC and TI do not have a significant positive relationship.

The study examined how to enhance employees’ creativity from the individual and team levels in a theme park, an area with rare literature. The authors found that LMX is an important mediator between KS and EC. The mediated effect of KS on EC through LMX is higher in a cross level than individual level. In addition, a team’s KS has more effect on EC than the individual level.

The proposal is to answer the following question: based on previous studies, which are the new paths and challenges related to the circular economy (CE) and Industry 4.0 (I4.0)? To answer this question, the research objective is to analyze studies approaching the interface between CE and I4.0.

A systematic literature review (SLR) was conducted on previously published studies pertaining to Scopus and Web of Science bases, and 63 articles were found.

The authors present five new paths and challenges amid the relationship between CE and I4.0: applying those technologies to clean production, using blockchain and big data in the circular supply chain, raising additive manufacturing impact on the CE, seek for a better understanding on how I4.0 technologies can properly support the CE in the stakeholders' view and discerning the factors for implementing those theoretical fields onto supply chains.

Previous studies' sample basis is still recent, lacking research depth. Search strings might have minimized the number of selected studies: there could be a bigger sample.

Practical contributions of this study lay on the applicability of the raised propositions into several sectors' industries.

The authors suggest a transition agenda towards CE, using I4.0 technologies for operational, tactical and strategic personnel within organizations, as well as potential utilization strategies in specific study fields, like supply chain management and product manufacturing per se.

The study presents new paths and challenges amid technologies pertaining to I4.0 and its interfaces with the CE. In the result presentation and analysis, the existing interfaces are described.

The purpose of this paper is to examine the impacts of job resources, as manifested by selective staffing, training (TR), and career opportunities, on job insecurity and the influence of job insecurity on hope, job satisfaction, and creative performance. By investigating these relationships, the present study also aims to provide the managers the ways by which they can foster job resources, reduce job insecurity, and activate hope and job outcomes of their salespeople.

Data came from hotel salespeople in Iran. Structural equation modeling was used to test the aforesaid relationships.

The empirical data lend support to the overwhelming majority of the relationships. Specifically, job insecurity and hope act as mediators of the impacts of job resources on job satisfaction. Job satisfaction mediates the impacts of job insecurity and hope on creative performance. Contrary to what has been hypothesized, job insecurity positively influences salespeople’s hope. Such salespeople in turn exhibit higher job satisfaction. In addition, job resources do not significantly influence hope via job insecurity.

Management should invest in job resources to reduce job insecurity. Management should also try to hire individuals high on hope since hope is treated as a malleable variable and can be developed via TR interventions. Workshops can be organized to enable junior salespeople to learn senior salespeople’s practices regarding the solutions to new customer requests and problems.

Job insecurity is an endemic problem in many industries and there is a lack of empirical research about the intermediate linkage between job insecurity and employees’ job outcomes. There is also a need for more research to ascertain the factors influencing job insecurity.