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The purpose of this paper is to determine the value of I‐Ching (also called Book of Changes), the ancient Chinese book of wisdom, which has been used for thousands of years to help people make decisions in daily life. Recently, eastern and western scholars have begun discussing how to apply the wisdom of I‐Ching to the field of business administration, particularly decision‐making practices.

A content analysis method was adopted to uncover possible modern management decision‐making constructs. The single words approach did not find frequently appearing words that integrated decision‐making constructs in the context of I‐Ching. Further uncovering I‐Ching's administrative decision‐making approach, the managerial decision‐making model of I‐Ching is explained, including the premises, the decision contingencies, and the decision process.

By using an academic comparative analysis method, as it applies to managerial decision making, I‐Ching's early management decision‐making model is subsequently compared with western management decision models, which include rational decision making, bounded‐rationality decision making, intuitive decision making, implicit favorite decision making, and garbage‐can decision making.

The majority of scholars that study I‐Ching focus on “practice divination” research, paying attention to the interpretation or critique of the text only. Unfortunately, related literature based upon a social science research foundation is limited.

The value of I‐Ching was determined to lie in allowing flexibility in the decision‐making process.

Marketing eschatology judges marketing’s sins of omission and commission and describes the future state where “good” triumphs over that which led us to error. Begins by presenting the argument that the future will reject methodological exclusivism involving the two rival claims of methodological monism to the effect that there is just one method for all the sciences and the rival claim that the study of human beings requires a methodology of its own, distinct from that of the natural sciences. Methodological exclusivism should be replaced with methodological pluralism which will be objective pluralism and not a matter of “anything goes”. Continues by arguing that marketing, in drawing theories from the behavioural sciences, has paid insufficient attention to the questions and problems to be addressed resulting in illicit grafts with dysfunctional consequences. Marketing in the future will avoid such errors. The third part discusses the status of the principles of marketing and shows how such principles will be justified in the future, other than by disavowing all such principles, unless they are the result of formal empirical inquiry. Finally, discusses marketing’s traditional vain obsession with mechanistic approaches and the belief in the universality of universal “laws” and why the future will eschew such beliefs.

This paper aims to examine the process and characteristics of strategic decision making (SDM), and their influencing factors in Chinese small‐ and medium‐sized enterprises (SMEs).

This study adopted a case‐study research design. It collected data from 20 Chinese SMEs with multiple approaches, including interviews with owners/managers, focus groups, gathering of internal documents and access to their web site.

Several important conclusions can be drawn. First, the steps involved in the SDM process in Chinese SMEs are less complex than the theoretical models; second, Chinese SME owners/managers rely heavily on their personal networks for identifying opportunities in the business environment, and for information search and advice; third, a firm's ownership significantly influences the degree of participation and the level of political activities in the SDM process; and fourth, decisions made in Chinese SMEs can be implemented quickly partly due to slack legal enforcement in China.

For SME owners/managers, a better understanding of the decision‐making routes provides a basis for enhancing the quality of the decision‐making process. They can expand and/or improve the steps in executing their decision‐making process. For Chinese government policy‐makers, they can better sponsor training programs in strategic management and develop mentoring programs among SME owners/managers for better connecting them with peers and external advisors. For SME researchers, this paper has pointed out several important areas for future research.

This research is one of the pioneering studies on SDM in Chinese SMEs. It provides a detailed description of the SDM process and several important characteristics associated with this process in Chinese SMEs, and thus contributed significantly to our understanding and potential improvement of SDM in Chinese SMEs.

The purpose of this study is to consider informed consent with those who may be legally judged incapable of consent. Frequently individuals with traumatic brain injuries and intellectual disabilities may fall into this category. This paper seeks to consider aspects of guardianship, moral and legal implications and best practices for mental health professionals.

This practice piece reviews literature regarding informed consent, as well as pertinent issues in the professional literature regarding types of guardianship as well as the occurrence of “Lucid intervals.” Furthermore, literature from moral philosophy and current legal research was examined to fully provide readers with a grasp of the legal and ethical landscape of this issue.

The paper finds that treating consent as a one-time binary event is lacking in both practicality and nuance. Moral philosophy and issues regarding paternalism are raised, as well as practice approaches to assessment of capability and how to engage in therapy in meaningful ways.

This paper provides insight into providing dignity-affirming therapy with a population that is often not considered in the literature of mental health ethics. When it is considered, the suggestions are so vague as to be of limited use. This manuscript provides nuance and practical applications to be a therapist that promotes dignity in those who might have varying levels of capacity to consent.

The collection and use of personal medical information for mobile health (mHealth) service raise significant privacy concerns. In this context, this study aims to explore the privacy paradox and its impact from the perspective of paradox resolution.

Based on social support theory and privacy calculus theory, this study first studies the effect of social support on perceived benefits, and explores the moderating effect of perceived health status on the privacy trade-off process. Secondly, the study examines the path of “privacy concerns – disclosure intention – disclosure behavior” to verify the existence of the privacy paradox. Following this, based on rational choice theory, the rationality degree is introduced as a moderating variable to investigate both its impact on the central route and the strength of this impact on the privacy paradox.

Empirical results show that informational support and emotional support influence perceived benefits significantly. Perceived benefits significantly influence privacy concerns, and perceived health status has a significant positive moderating effect. The authors further find that there is a privacy paradox within the mHealth context, and the privacy paradox is moderated negatively by rationality degree. The findings indicate that the impact strength of the privacy paradox will decrease with increases in rationality degree.

The findings indicate that it is crucial to evaluate the privacy paradox and its impact from the perspective of paradox resolution.

This study offers a complete comprehension of the privacy paradox in mHealth and provides several valuable recommendations for enhancing both mHealth services and privacy controls.

Does the organizational culture of the base organization affect the way its projects are carried out? The purpose of this paper is to investigate the relationship between one aspect of organizational culture, namely the formal rationality of the base organization and how projects are approached. The concept of McDonaldization is used to describe formal rationality; it covers four aspects: efficiency, predictability, calculability and control. Two types of approaches (here called project perspectives) to project management are studied: the task perspective (focus on a clearly defined endeavour from the start of the project) and the organizational perspective (focus on supporting the base organization in its change efforts). The relationship between formal rationality of the base organization and choice of project perspective is revealed.

Empirical study based on a survey of 164 managers.

The paper shows that the degree of formal organizational rationality affects choice of project perspective: the more rational the base organization, the more dominant the task perspective. The size of the project is of significance, telling us that, in general, larger projects are less task‐ oriented than smaller and medium‐ sized, everything else being equal.

Further studies may be of interest to reveal the relationship between organizational culture of the base organization and project management. Better operationalizations of the constructs of rationality and project perspective are presented, which opens up for further studies on the relationship between rationality and project management.

It is important for managers to know that the way the project work is approached is affected by the organizational rationality of the base organization.

The paper shows the importance of the organizational culture of the base organization, especially the degree of formal rationality, for how project work is done. It presents new operationalizations of formal rationality and project perspective to make way for further studies on the relationship between organizational rationality and project management.

By combining the influence tactics and team development literatures, this paper aims to propose a new team-level approach to influence tactics in self-managed teams and a temporal account of the extent to which team-level influence tactics are associated with team performance as a dynamic process.

Using 75 self-managed teams, we examined the relationship between the proportion of team members who tend to use each influence tactic to a high degree and team performance at initial versus advanced stages of team development.

Results demonstrated at initial stages of team development, a high proportion of team members who tend to use assertiveness was detrimental to team performance, whereas at advanced stages of team development, a high proportion of team members tending to use ingratiation was detrimental, while rationality was positively associated with team performance. Additionally, a Fuzzy Qualitative Comparative Analysis showed that at advanced stages of team development, tactics configuration matters.

This study sets the stage for a team-level theory of influence tactics by examining the relationship between the proportion of team members who tend to use influence tactics to a high degree and team performance at initial versus advanced stages of team development, and the configurations of tactics associated with better team performance at these developmental stages. While the individual-level literature on influence tactics is based on notions of power and politics, in a team context and specifically with self-managed teams, there is a need to integrate theories of team processes and dynamics to understand how influence tactics are associated with performance.

This chapter explores dominant ideologies theoretically in an organizational setting. A framework is developed to advance our understanding of how ‘dominant ideological modes of rationality’ reflect predictability through the reproduction of accepted truths, hence social order in organization. Dominant ideological modes of rationality constitute professional identity, power relations, and rationality and frame prevailing mentalities and social practices in organization. It is suggested that members’ categorization devices structure and constrain social practices. Supplementing the existent power literature, the chapter concludes that professional identity produces rationality, power and truth – truth being the overarching concept assembled through the rationalities assembled in professional members’ categorization devices. Research and managerial implications are discussed.

This paper considers the multiple social networks of small family businesses and the dynamic interactions between them. It analyses family, friendship and business networks and the way additional ties within the networks become visible when they are considered together rather than separately.

Semi-structured interviews of thirteen family-owned and managed businesses are used to establish the patterns of networking. A detailed case study is then presented, allowing a deeper qualitative analysis of the interaction of different types of networks.

The findings explore multiple rationalities employed in the networking of family businesses and how different aspects of their individual family, friendship and business networks contribute to business development.

The paper suggests that a multi-rational theoretical perspective of the family, rather than a solely business-related perspective, deepens the understanding of the dynamics of family businesses behavior and that different types of businesses may be influenced to varying degrees by different rationalities.

Business networking tends to be deliberately encouraged by business support agencies, often via the deliberate development of events. A deeper understanding of the manner in which small businesses use and develop networks would enhance the direction and effectiveness of such investment.

Family businesses, especially micro- small- and SME businesses, are often integral to the communities in which they are based. By viewing family businesses within their social space, we acknowledge the importance of the community around them and the integrated nature of family, business and community in rural areas.

The value of this research lies in the proposition that smaller businesses in rural areas are often surrounded by the inter-woven networks of family, business and community.

The purpose of this exploratory study is explaining the effects of control and interdependence on decision making at the level of product innovation projects in dyadic strategic alliances.

Drawing on alliance research, strategic decision‐making research and product innovation literature a conceptual framework is developed using a multiple case research methodology.

The empirical case results indicate that decision‐making effectiveness in product innovation projects is dependent on the nature of the decision‐making process which, in turn, is affected by alliance governance structure characteristics.

The case research results only gives an in‐depth understanding of the nature of the effects. A large‐scale quantitative study is needed to arrive at generalizations taking into account industry‐specific and firm‐specific factors.

Managers may want to take the effects on decision making into account when deciding on the alliance governance structure for a new product innovation project.

This paper contributes to earlier research first, by viewing product innovation as a joint activity for which not only one organization is responsible, and second, by relating alliance governance structure to decision making beyond the strategic management level at the level of product innovation projects.