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The paper is to explore crowdfunding success determinants from the reward menu design aspect, distinguishing from extant studies focusing on characteristics of project creators or crowdfunding projects and funding dynamics. Both the number of reward options and price differentiation of rewards are considered.

The authors use the quadratic model to identify a curvilinear relationship between the number of reward options and crowdfunding success, by running regressions on data collected from one of the most influential reward-based crowdfunding platforms in China. In addition, they explore the moderating effect of price differentiation on the curvilinear relationship.

The authors find an inverted U-shape relationship between the number of reward options and the optimal number of options is around 10. In addition, they find that the curvilinear relationship is moderated by reward price differentiation.

This paper has managerial implications for crowdfunding project creators and platform managers. To achieve better crowdfunding outcomes, a proper number of reward options with diversified reward prices should be provided.

The paper contributes to the literatures in antecedents of crowdfunding success from reward menu design aspect based on theories in investment and purchasing decision making. It is different from existing studies focusing on the characteristics of project creators and crowdfunding projects or funding dynamics. It also parallels retirement contribution plan design studies by exploring the reward menu design in the crowdfunding context.

This study aims to examine the influence of reward personalization on financing outcomes in the Industry 5.0 era, where reward-based crowdfunding meets the personalized needs of individuals.

The study utilizes a corpus of 218,822 crowdfunding projects and 1,276,786 reward options on Kickstarter to investigate the effect of reward personalization on investors’ willingness to participate in crowdfunding. The research draws on expectancy theory and employs quantitative and qualitative approaches to measure reward personalization. Quantitatively, the number of reward options is calculated by frequency; whereas text-mining techniques are implemented qualitatively to extract novelty, which serves as a proxy for innovation.

Findings indicate that reward personalization has an inverted U-shaped effect on investors’ willingness to participate, with investors in life-related projects having a stronger need for reward personalization than those interested in art-related projects. The pledge goal and reward text readability have an inverted U-shaped moderating effect on reward personalization from the perspective of reward expectations and reward instrumentality.

This study refines the application of expectancy theory to online financing, providing theoretical insight and practical guidance for crowdfunding platforms and financiers seeking to promote sustainable development through personalized innovation.

Crowdfunding allows enterprises or individuals to collect funds from numerous other individuals. This study applies the anchoring effect and range theory in reward-based crowdfunding to explore how different pledge option designs affect the backers' final pledge amount. Moreover, this study examines whether showing the current average amount pledged in the fundraising process has an anchoring effect on the subsequent backers' pledge amount.

Online experiments were conducted, and data were analyzed using the Kruskal–Wallis test and Spearman rank correlation analysis.

Results show that among the three pledge option designs, employing the “bolstering range offer” has the highest backing amount. However, presenting the current average amount pledged in the fundraising process has a reversed anchoring effect on subsequent backers' pledge amount only in the case of a crowdfunding project in the physical goods category with a “point offer.”

To the best of authors’ knowledge, no reward-based crowdfunding platform has yet provided the pledge option design of a “bolstering range offer.” This study reveals that the “bolstering range offer” can significantly increase the amount pledged. This study extends the crowdfunding research area to crowdfunding success and suggests a novel way to set up pledges.

Increasingly popular, stock options may reward managers more for investors' expectations of future performance than for current performance.

This study aims to examine consumers’ responses to two types of loyalty programs: coalition and single-firm programs. This study explains the mechanism underlying the link between this program structure and consumers’ program evaluation by incorporating the type of firm offering the program (i.e. a more hedonic or a more utilitarian disposition), the type of rewards (i.e. presence/absence of experiential rewards) and consumers’ reactance.

Two online experiments were employed to test the proposed framework.

Consumers commonly preferred a coalition program to a single-firm program. This preference for the coalition program was strengthened when a utilitarian-dominant firm offered the program. Additionally, consumers evaluated the program lower when a utilitarian-dominant firm provided experiential rewards. Furthermore, situational reactance toward the program mediated the effect of the program structure on the program evaluation.

This study’s findings suggest that firms should consider whether the value consumers predominantly perceive from the firms is utilitarian or hedonic when launching coalition programs. Consumers may not be pleased by the coalition programs offered by hedonic-dominant firms as much as those provided by utilitarian-dominant firms. Moreover, this study’s results help design reward options. Consumers may not well evaluate the inclusion of experiential rewards when offered by utilitarian-dominant firms. For utilitarian-dominant firms, rewards requiring less time and effort may be more suitable.

This research significantly contributes to the literature on loyalty programs. This study showed that consumers viewed single-firm and coalition programs differently and elucidated the mechanism behind the response.

In the last 10 to 15 years, research studies have focused on the effects of differences across generations that result in differences in cultural expectations within the workplace (e.g. Arsenault, 2004). Different generations create shared attitudes to work and preferences for types of work which result in differences in their perception of, for instance, what makes a good leader or even the value of leadership within an organisation. While these generational differences are real, these analyses do not take into account differences that might result from the age, and therefore developmental stage, of the populations being assessed. The neuroscience literature clearly shows that there are maturational differences in the brain which are not complete until late teens to early 20s. It is therefore possible that some of the generational differences result from differences in processing ability resulting from structural immaturities in the brain. In particular, there are differences in the rate of maturation of areas of the brain related to reward sensitivity, threat sensitivity and regulation of behaviour which result in substantial differences in behaviour from adolescence through into adulthood. The purpose of this paper is to consider the effect of maturational changes in the brain on behaviours related to leadership and to outline ways in which these changes can be addressed in order to encourage young people to develop as leaders. This will include providing suitable experiences of leadership to encourage the faster development of the neural structures which underlie these capabilities.

Recent advances in neural imaging have resulted in a substantial increase in research investigating the development of the brain during adolescence. A literature review was conducted to find adolescent research that investigated decision making and risk taking. The data obtained were integrated and implications for leadership were drawn from an analysis of the resulting theoretical framework.

The research into decision-making processes in adolescents and younger adults points to a number of ways in which these differ from mature decision making. Younger people: (find it harder to inhibit behaviours) are more responsive to immediate reward; are more optimistic about the outcome of risky decisions; and are more responsive to social rewards (Jones et al., 2014). They also lack the experiences that adults use to distil the gist of a situation and therefore are more dependent on conscious, cost-benefit analysis of the outcome of decisions.

An understanding of the differences between adult and adolescent decision making points to the role of experience as a key factor in mature decision making. If adolescents are to make mature decisions, they have to be offered suitable challenges in safe environments from which they can gain expertise in leadership decision making. These can be designed to account for differences in sensitivity to reward and punishment in this group. In addition, young adults would benefit from learning the gist interpretations that have been extracted from situations by experienced leaders. This suggests that adolescents and adults would benefit from simulated leadership experiences and leadership mentoring.

The Baby Boomer generation who currently hold many of the leadership positions in organisations are coming close to requirement. They will have to be replaced by members of Generation X and the Millennial Generation resulting in potentially younger leaders. In addition, flatter organisational structures that are currently being implemented in many organisations will require leadership at many more levels. Thus, we need to be able to develop leadership skills in a more diverse and younger section of society. Understanding how the brain develops can help us to design appropriate leadership experiences and training for this upcoming generation of young leaders.

Recent advances in neuroscience of adolescence provide a unique opportunity to bring new evidence to bear on our understanding of decision making in young adults. This provides practical implications for how to develop leadership within this group and to support them as they gain experience in this domain. The evidence also points to a benefit for the increased risk taking seen in adolescence since this leads to greater motivation to try new, and potentially risky, ventures. Through a better understanding of the differences in decision making, we can both help adolescents to develop more mature decision making faster while benefitting from the optimism of youth.

Outlines previous research on the role of executive compensation contracts in reducing conflicts of interest between ownership and control; and develops hypotheses on the effects of chief executive officer stock options and share ownership on subsequent firm performance. Suggests that since options do not create losses when share prices decline, they encourage more risk taking than share ownership. Explains the methodology used to test these ideas on 1994‐1996 data for a sample of large US firms and presents the results, which suggest that both stock options and share ownership are positively linked to later firm performance but that the link is stronger for ownership in high risk situations, but lower performance where risk is high. Considers the implications for corporate governance and consistency with other research; and calls for further research.

The purpose of this paper is to use current loyalty market landscape data to examine differences in loyalty‐program participation among key consumer segments.

Using data from the Loyalty Census research study conducted by COLLOQUY (JCM v24i5), this paper applies the information to six demographic segments of high interest to loyalty‐marketing practitioners – affluent, young adult, senior, core women, emerging Hispanic, and general adult – to determine rends related to participation, needs, redemption, and satisfaction.

The paper identifies the emergence of underserved and important demographic segments looking for attention in the world of loyalty marketing. The paper also establishes the new battlegrounds for loyalty programs in regards to rewards and redemption. Finally, the research reveals fresh strategies for marketers designing loyalty offerings.

Personalization is key to driving participation in contemporary loyalty marketing programs. Companies must identify the individual and tailor rewards, offers and benefits ‐ constructing a “difference engine” to serve all markets, build advocacy, retention and return on investment.

The paper further deconstructs the current loyalty marketing landscape and spotlights budding demographic segments previously overlooked or understudied. The text derives ten concrete suggestions from the data for building successful loyalty programs in today's changing market.

Fierce competition in the crowdfunding market has resulted in high failure rates. Owing to their dedication and efforts, many founders have relaunched failed campaigns as a second attempt. Despite the need for a better understanding, the success of campaign relaunches has not been well-researched. To fill this research gap, this study first theorizes how founders’ learning may enhance their competencies and influence investors’ attribution of entrepreneurial failure. The study then empirically documents the extent and conditions under which such learning efforts impact campaign relaunch performance.

This study examines 5,798 Kickstarter-relaunched campaigns. The founders’ learning efforts are empirically captured by key changes in campaign design that deviate from past business practices. Word movers’ distances and perceptual hashing algorithms (pHash) are used separately to measure differences in campaign textual descriptions and pictorial designs.

Differences in textual descriptions and pictorial designs during campaign failure–relaunch are positively associated with campaign relaunch success. The impacts are further amplified when the previous failures are more severe.

This study is one of the first to examine the success of a campaign relaunch after an initial failure. This study contributes to a better understanding of founders’ learning in crowdfunding contexts and provides insights into the strategies founders can adopt to reap performance benefits.

Purpose: This chapter aims to analyse and highlight the current landscape of performance management (PM) systems, and the benefits of integrating modern technology such as smart analytics (SA) and artificial intelligence (AI) into PM systems. The chapter discusses the application of AI in PM tasks which successively simplify many offline PM tasks.

Methodology: To carry out this analysis, a systematic literature review was performed. The review covers literature detailing PM components as well as research concerned with the integration of SA and AI into PM systems.

Findings: This study uncovers the merits of using SA and AI in PM. SA technology provides organisations with a clear direction for improvement, rather than simply state failure in performance. AI can be used to automate redundant tasks while retaining the human element of decision-making. AI also helps reduce the time required to take action on feedback.

Significance: The findings of this research provide insights into the use of SA and AI to make PM tasks fast, scalable, and error-free.