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Leaders are role models and through social influence processes, they shape the behaviour of their followers. We build on social learning, social identity and person-environment (P-E) fit theories of leadership to explore the association between leaders’ and followers’ resilient behaviours.

In a three-wave, multisource study amongst 269 Dutch leaders and their followers, we investigate the mediating role of coaching in the relationship between leaders’ resilient behaviour and followers’ resilient behaviour and the moderating role of regulatory focus in this mediation path.

Our results show that coaching is a key relational vehicle through which leaders’ resilient behaviours shape employees’ resilient behaviours, and this indirect association is stronger for employees scoring low on promotion focus. In addition, our results show that resilient employees attract more coaching from their leaders, which further strengthens their resilient behaviours.

Existing studies have shown the occurrence of trickle-down effects of various leader behaviours, moods and work states on those of their followers. However, it remained obscure whether leaders’ resilient behaviour could trickle down to followers’ as well. Our study shows that such a link indeed exists and that coaching is a relational vehicle that embodies two key mechanisms to (1) foster social learning through behavioural entrainment and contagion and (2) facilitate support provision through which leaders promote resilient behaviour in their followers.

By adopting the “hard” and “soft” project management (PM) approaches from the PM-literature, this paper aims to problematize the expected role of client organizations in driving innovation in the transport infrastructure sector.

Addressing a large public client in Sweden, a case study design was initially applied to provide in-depth insights and perspectives of client project managers’ views and experiences of managing projects expected to drive innovation. In this paper, the concepts of “hard” and “soft” are used to discuss empirical findings on challenges associated with adopting a PM-approach for driving innovation in projects. The empirical material consists of interview data, complemented with observations and archival data.

Findings reveal challenges associated with combining hard and soft approaches, frequently demonstrating difficulties in balancing short-term project expectations with the promotion of innovation. In line with the literature, project managers note that there is a need for soft approaches to promote development and drive innovation. Yet, findings reflect a situation in which operational success criteria predominate, whereas soft approaches are not sufficiently used to create the grounds required for fostering innovation.

Insights are provided into how PM-approaches may impact construction innovation in the infrastructure sector, demonstrating a need for further research on the challenges and implications of applying and combining hard and soft PM-approaches.

This paper seeks to explore the effect of performance duration (rather than intensity) on the subsequent initiation of strategic change by firms. Specifically, the effect of outperformance and underperformance duration on strategic change, as well as the moderating effect of environmental dynamism, is studied.

Using a fixed-effects model, analyzing a sample of 34,907 firm-year observations from 1980 to 2018 across 112 industries mostly supported proposed hypotheses.

Results revealed a U-shaped relationship between outperformance duration and strategic change and an inverted U-shaped relationship between underperformance duration and strategic change. The moderation role of environmental dynamism was only partially supported.

This study examines a new dimension of performance feedback, namely duration, rather than the widely used intensity of performance feedback, to enhance our understanding of the behavioral theory of the firm.

Mobile apps usually have a short lifespan, and this prevents the majority from surviving long enough to generate revenue for their developers. To address this issue, this study aims to recognize the role of engagement and immersion and develops a cognitive-affective theoretical framework to associate these factors with the lifespan of an app. Moreover, the authors focus on gaming apps because of their dominance on mobile platforms, and because a few of them become lucrative while the majority perish within a few weeks.

This study uses a longitudinal survey-based approach to collect data on one of the popular gaming apps (Pokémon Go), which received international attention. The design focuses on identifying factors that extend the lifespan of the app and affects users’ decision to continue or stop using the app over time. The authors use the survival analysis and structural equation modeling to analyze the theoretical framework.

The authors find the centrality of the users’ experience of immersion to extend the mobile app lifespan. Engagement influences immersion and immersion predicts users’ decision to continue or stop using the app. Users’ experience of immersion increases the probability of the apps’ survival by 12%.

To the best of the authors’ knowledge, this is the only study that proposes a theoretical framework, meticulously investigates the factors that can lead to survival of a mobile app and uses longitudinal data for the empirical analysis.

Social media has played a pivotal role in polarizing views on Russia–Ukraine conflict. The effects of polarization in online interactions have been extensively studied in many contexts. This research aims to examine how multiple social media sources may act as an integrator of information and act as a platform for depolarizing behaviors.

This study analyzes the communications of 6,662 tweets related to the sanctions imposed on Russia by using textual analytics and predictive modeling.

The research findings reveal that the tweeting behavior of netizens was depolarized because of information from multiple social media sources. However, the influx of information from non-organizational sources such as trending topics and discussions has a depolarizing impact on the user’s pre-established attitude.

For policymakers, conflict mediators and observers, and members of society in general, there is a need for (1) continuous and consistent communication throughout the crisis, (2) transparency in the information being communicated and (3) public awareness of the polarized and conflicting information being provided from multiple actors that may be biased in the claims being made about the conflict crisis.

While previous research has examined Russia–Ukraine conflict from a variety of perspectives, this is the first study to examine how social media might be used to reduce attitude polarization during times of conflict.