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Integrated project delivery (IPD) is highly recommended to be utilised with building information management (BIM), specifically with BIM level-3 implementation process. Extant literature highlights the financial management challenges facing the proposed integration. These challenges are mainly related to the IPD compensation and the conventional cost control approaches that are not consistent with IPD principles. As such, this paper presents an integration of several methods to support automating risk/reward sharing amongst project parties thus enhancing IPD core team members’ relationship.

The literature review was used to highlight the challenges that face the IPD-based cost management practices such as the risk sharing/reward sharing amongst IPD core team members and potential methods to bridge the revealed IPD gap. A framework was developed by integrating the activity-based costing (ABC) – as a method to analyse the cost structure – and earned value management (EVM) to develop mathematical models that can determine the three main IPD financial transactions (i.e. …) fairly. To demonstrate the applicability of the developed system, a real-life case study was used, in which, promising results were collected in regard to visualising the cost control data and understanding of the accumulative status of the project cost and schedule for team members.

A centralised cost management system (CCMS) for IPD is developed to enable the IPD cost structure as well as automating the risk-sharing/reward-sharing calculations. This system is linked with a web-based management system to display the output of proposed risk-sharing/reward-sharing models. Moreover, a novel grid is developed to show the project status graphically and to respect the diversity in core team members backgrounds. In addition, the case study showed that the proposed integration of different methods (ABC, EVM, BIM and web-based management system) is interoperable and applicable.

This research presents a comprehensive solution to the most revealed challenges in cost management practices in IPD implementation. The outcome of this research contributes to the body of knowledge through presenting new extensions of the EVM to be used with the IPD approach to calculate risk/reward. Moreover, the implementation of the proposed tools such as centralised cost management system (CCMS) and CCMS for IPD web system will enhance/foster the implementation of the IPD in conjunction with BIM process.

The purpose of this paper is to research the effect of uncertain rewards on the recommendation intention in referral reward programs (RRPs) and investigate the interaction of tie strength and reward type on the recommendation intention.

The research adopts a quantitative exploratory approach through the use of experiments. Study 1 adopted a 2×2 between-participants design ((reward type: certain reward vs uncertain reward)×(tie strength: strong tie vs weak tie)). Respectively, by manipulating uncertain probabilities and expected value, Studies 2 and 3 further explore the effect of uncertain rewards and tie strength on customers’ referral intention.

This paper finds the following: compared to certain rewards, customers’ referral intention under uncertain rewards is higher and positive experience has a mediating effect between reward type and recommendation intention; when only the recommender is rewarded, the tie strength between the recommender and the receiver moderates the effect of reward type on the recommendation intention; for strong ties, customers’ recommendation intention is higher in uncertain reward condition, but for weak ties, customers’ willingness to recommend is almost the same in both reward types; when both the recommender and the receiver are rewarded, although certain rewards have a higher expected value than uncertain and random rewards, for strong ties, the participants have a higher referral intention under random rewards than that under uncertain rewards, which have a higher referral willingness than that under certain rewards. Additionally, for weak ties, the reverse is true.

The research has both theoretical implications for research on uncertain rewards and tie strength and practical implications for marketing managers designing and implementing RRPs.

E-commerce content platforms are a typical type of multi-sided platform that combines transactions with social media platforms. To solve the managerial dilemma of balancing the tension between control and autonomy of influencers' output performance, this study aims to investigate how exercising output controls through performance rewards and performance punishments impact the quantity and quality of influencers' content generation.

Choosing JD WeChat Shopping Circle as the research context and leveraging the introduction of a double commission subsidy policy and a removal policy as quasi-natural experiments, this study applied the difference-in-differences (DID) method to empirically test hypotheses.

Performance rewards incentivize influencers to generate high-quality content, but such incentivizing effects attenuate over time. Performance punishment drives influencers to generate expected pieces of high-quality content, and such safeguarding effects accentuate over time.

This study proposes output controls as an important form of governance mechanism in multi-sided platforms and substantiates how rewards and punishments as two facets of incentives affect complementors' behaviors. In addition, by distinguishing performance-contingent rewards from completion-contingent rewards, this study helps resolve the mixed findings on the effects of monetary rewards in the user-generated content (UGC) literature.

The authors offer a new approach to segment credit card customers by classifying customers into two unobserved (latent) segments: opportunistic and needy.

The authors develop a finite mixture model to estimate customers’ tendency to borrow using the three alternatives available to them—promotional cash advances, regular cash advances and retail balances.

The results support the presence of at least two segments among credit card customers. The authors find that relative to opportunistic individuals, needy customers are typically more sensitive to interest rates. Additionally, the results indicate that offering promotional cash advances to current credit card customers increases their sensitivity to regular interest rates. Furthermore, the findings indicate that needy customers tend to have a higher stickiness in their debt. In the post-estimation analyses, the authors observe that needy customers generate more revenue than opportunistic customers. Interestingly, the bank does not perform well in targeting needy individuals and targets both groups with the same probability.

The authors argue that teaser rates attract at least two segments of borrowers—the “needy” segment, which is more likely to be cash-strapped, and the “opportunistic” segment, which looks at these teaser rates as an opportunity. However, banks do not observe segment membership. Hence, the authors offer a new approach to identifying these segments and show that understanding the behavior of these latent segments could help a bank target profitable customers more effectively.

This study examines the effect of credit card teaser rates on consumer indebtedness and the revenue generated by new customers.

A unique dataset from a national bank in the United States of America is utilized to employ a relatively new method called the covariate balancing propensity score matching, which measures the causal effects of teaser rates.

The results indicate that offering teaser rates improves the revenue generated by customers by indirectly increasing indebtedness. Such offers increase customers' willingness to borrow at regular interest rates that are significantly higher than the teaser rate – the “spillover effects.” Interestingly, customers who pay off their promotional balances before the termination of the promotional period borrow even more at regular rates than customers who do not pay off their balances timely.

The results can assist managers of credit card companies in measuring the value of teaser rates more accurately. Furthermore, the results have implications for public policy aimed at reducing credit card debt by enhancing the understanding of credit card customers' borrowing behavior.

To the authors' knowledge, this is the first study that documents the direct and indirect impacts of teaser rates on credit card customers' borrowing behavior and the resulting bank revenue.

The purpose of this study is to investigate the need for an evolving business model that accounts for social, as well as business-related risks/rewards considerations, that is, for owner-managers with lifestyle as opposed to growth-oriented objectives.

The methodological approach undertaken involved in-depth interviews with the firm’s owner-managers, supplemental interviews with members of staff, observation, plus examining documents from secondary sources. Data gathering involved a period of three years to account for an evolving business model over time.

The findings from an instrumental case study demonstrate the need to adapt a firm’s business model in the light of changing circumstances. Additionally, in the context of owner-managers with lifestyle as opposed to growth-oriented objectives, to account for social in addition to business-related considerations in planning activities.

The originality of the study is to incorporate a longitudinal case study in to the entrepreneurial marketing literature. Specifically, this offers implications for business support organisations that advise prospective owner-managers; that is, in respect of the need for effective planning in formulating an evolving and enduring business model. Implications also highlight in a business sense, that turnaround of a poorly performing firm may be possible, for example, to overcome initial inadequate marketing planning. However, for owner-managers with lifestyle as opposed to growth-oriented objectives, a combination of both business and social factors need consideration to maintain a work/life balance. A venture that relies on personal and business relationships may not be viable if the partners cannot work together, no matter if the venture is performing well.

The purpose of this paper is to study the rent-seeking behavior of stakeholders in construction projects and to provide a reference for further studies on collaboration in China, which could thus improve the collaborative management in construction and reduce the waste of resources.

In this paper, the authors discuss and analyze the current situation of rent-seeking behavior in infrastructure construction projects, integrated project delivery (IPD), and the application of a building information model (BIM) in China. The authors analyze the collusive behavior between the supervision department and the contractor via the rent-seeking model on the basis of the game theory and present that BIM and IPD have a positive impact on rent-seeking activities of construction projects. The key factors influencing the rent-seeking activities from the perspective of the owner are studied via a questionnaire survey.

The research status of IPD in China includes the application of IPD, IPD collaborative management and the combination of lean construction (LC), IPD and BIM. The enthusiasm of the adoption of BIM and IPD is higher for design institute, construction units, research institutions and universities. The findings indicate that the owner appears to have a significant influence on stakeholders in construction projects, such as supervising efficiency, rewards and punishment. Therefore, the results also demonstrate that the construction project based on BIM and IPD can effectively avoid the rent-seeking activities of the participants.

The findings are primarily based on questionnaire data originated from Central China; hence there are some limitations that are worth noting.

First, it provides compelling data evidence for the adoption of BIM and IPD in China. Second, it paves a solid foundation for the behavior of stakeholders in construction projects based on BIM and IPD.

In this paper, a game model of contractor, supervisor and owner is established, and a preliminary attempt is made to introduce BIM and IPD into the model for the behavioral research of participants.

The study aims to understand the new retail phenomenon of limited store hours. Specifically, the study explores the viability of the retail operation and how the owners of those businesses strategically compensate for fewer hours of operation (e.g. four days a month).

A qualitative, multiple-case study was conducted via interviews with six female owners of women's apparel/accessory or home furnishings shops, both independent and franchised operations. The duration of interviews ranged from 45 to 90 minutes. Transcripts were analysed using constant comparative methods.

Ten major themes emerged from the interview data. Data supported the three propositions involving connections between lower pricing strategy and limited store hours, consumers' shopping flexibility and limited store hours, and relationship marketing practices and limited store hours.

Findings are drawn primarily from data provided by female owners of stores selling apparel/accessory or home furnishing products in one region of the USA. Future research is encouraged to examine a variety of retail product categories, level of open store hours and locations, and customers' perspectives about this type of businesses.

Retail operations with limited hours were deemed cost effective and thus provide entrepreneurial opportunities that allow balance between work and home life.

Scant research has investigated the phenomenon of businesses that are open limited store hours, though much has been written from the traditional business model in which the retail operation is open nearly around the clock. This exploratory study reveals the feasibility and personal benefits of operating a limited hour shop.

Although researchers have long recognized the importance of participating organizations’ (POs) relational behavior for mega construction projects (MCPs) performance, relational behavior may not be executed by POs without effective leadership from project owners. However, little is known about the mechanisms linking owners’ leadership styles to POs’ relational behavior. This study draws on full range leadership theory and role theory to examine the relationships between owners’ leadership styles (i.e. transformational and transactional) and relational behavior. POs’ role orientations (i.e. normative and economic) are considered as potential mediators.

Data were collected from 175 managers deeply involved in MCPs. Hierarchical regression model and bootstrapping methods were performed on the data to examine the direct effects of owners’ leadership on POs’ relational behavior and the mediating effects of POs’ role orientations.

The results revealed that both owners’ transformational and transactional leadership positively affect POs’ relational behavior, despite the former being higher than the latter, and indirectly influence relational behavior via POs’ normative and economic role orientation, respectively.

This study provides a clear picture of how owners’ leadership can motivate POs’ relational behavior to achieve high-quality inter-organizational relationships in MCPs. The findings can guide owners’ top manager selection by prioritizing those with transformational leadership, which is beneficial to achieving high-level relational behavior of POs. The results also imply that owners should pay greater attention to cultivating POs’ normative role orientation by encouraging teamwork and open communication to enhance their implementation of relational behavior.

Unlike previous research focusing more on intra-organizational leader–follower relationship within one PO, this study is one of the first to empirically confirm owners’ leadership as a critical antecedent of POs’ relational behavior, thus enhancing the theoretical understanding of inter-organizational relationship management in MCPs. Based on role theory, this study considers a novel organizational psychology mechanism, i.e. POs’ role orientations, as the mediator to unravel how owners’ leadership affects POs’ relational behavior, which was rarely invoked in MCP leadership literature.

This study aims to provide insight into the meaning and perceptions of leadership and its subsequent management control system (MCS) practices in family business in less developed countries. More specifically, the study attempts to understand the cultural context of family business and its importance in developing its leadership and MCS, the production and reproduction processes of the culture into the MCS and the resulting MCS.

We shared the view that organizational reality is negotiated and constructed by collective participants’ consciousness. The study used interpretive case study. Interviews, observation and documentary analysis were used to collect the data.

Leadership and MCS of family business is embedded in its societal culture. A leader–owner is not a creator but a mere manager of organizational culture because he/she is also a product of the societal culture. The owner and his/her inner circle (family and non-family members) may collectively play crucial roles in producing and reproducing the legitimate MCS based on the extended family concept. In this sense, cultural control based on shared family norms is the most dominant one and simplifies process and result controls. However, business pragmatism may go hand-in-hand with the culture in giving room for MCS transformations.

The family business under study is still run by the family’s first generation, has no subsidiaries and is embedded in Javanese paternalistic culture. Although rich in details, the sample size of the study is a limitation.

This study encourages the owners of a family business to consider the use of strong cultural control along with bureaucratic controls to create a sustainable organisation.

This study offers insight to help understand and explain how leadership and MCS practices in family business are embedded in broader societal culture in less developed countries.