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The purpose of this paper is to compare the similarities and differences relating to sustainability initiatives between health-care organizations. The aim is to provide a framework of factors and their determinants to enable a profiling of organizational sustainability initiatives.

Based on an inductive approach, judgmental sampling was applied to select relevant health-care organizations. Informants were identified according to their knowledge of their organizations’ sustainability initiatives.

Several factors and their determinants for characterizing differences and similarities were found. The results also reveal that organizational sustainability initiatives are either value-driven or business-driven.

The reported framework of factors and their determinants serves the purpose of profiling organizational sustainability initiatives. Opportunities for further research are provided.

This paper provides managerial guidance for characterizing the differences and similarities with respect to organizational sustainability initiatives in relation to other organizations.

This study establishes a framework for characterizing organizational sustainability initiatives. It also contributes to reveal whether organizational sustainability initiatives are value – or business-driven and considers intrinsic-oriented differences and extrinsic-oriented similarities.

The purpose of this paper is to examine to what extent that a selection of economic, social and environmental factors is taken into corporate consideration (importance and priority) the longitudinal aspects of sustainable business practices.

This study is based on an inductive approach taking into account the longitudinal aspects and an in-depth case study of a Scandinavian manufacturer recognized for its initiatives and achievements of sustainable business practices.

The key informants indicated that economic factors are always important when it comes to sustainable business practices, social factors are to some extent important, and the environmental factors are generally important.

The planning, implementation and follow-up of sustainable business practices and related efforts require a consideration of economic, social and environmental factors.

The framework of a triple bottom line (TBL) dominant logic for business sustainability applied may guide the corporate assessment to plan, implement and follow-up the importance and priority of the longitudinal aspects of sustainable business practices.

A TBL dominant logic for sustainable business practices adequately frames corporate efforts regarding importance and priority making a relevant contribution addressing the longitudinal aspects to complement existing theory and previous studies.

The purpose of this paper is to analyze the quintessential methodology of the international development (ID) projects, the logical framework approach (LFA), to find out which changes are required to increase the level of effectiveness of these projects.

This research presents a thorough review of literature relating to the evolution of the LFA. This theoretical analysis formed the basis for a closed-ended questionnaire on the methodology and how it could be improved, from which the responses of 56 project managers experienced in the LFA were collected. Data were statistically analyzed through correlation matrix and ANOVA analysis by SPSS software. The questionnaire included a last open-ended question where professionals suggested how they would develop the methodology, opening a new path to effectiveness through participative approaches.

The research reveals that the LFA needs to be improved, and points to the next steps in the evolution of this mature methodology. An interesting insight is that although some suggestions are broadly accepted, such as the integration of risk management, other proposals could be open to further discussion depending on the organization.

The main weakness is related to the sample, which is reduced to 56 project managers from the same country (Spain).

Since interventions for development are made by practitioners, considering their suggestions to improve the LFA is a major step to enhance the management of ID projects.

This study aims to assess the determinants of corporate direction in sustainable development through time in a B2B setting.

This study has been conducted in one industry, and overcoming contextual bias as a judgmental sampling was used to select the organizations studied in a Business to Business (B2B) setting.

The determinants of sustainable development in this study indicate the existence of different corporate directions in a B2B setting taken through time in the healthcare organizations studied. The determinants found are change in organizational leadership, financial assets of the organization, religious orientation of the organization, organizational connection to the healthcare system, internal values of the organization and top-staff orientation in the organization.

The empirical findings reported in a B2B setting have disclosed key determinants of corporate direction in sustainable development.

The determinants provide managerial guidance to assess the corporate direction in a B2B setting taken in the continuing development of sustainable practices in these organizations.

This study contributes to a multidimensional framework of determinants in a B2B setting to assess the corporate direction taken in sustainable development through time in a B2B setting. The organizational gap between past and present sustainable development provides guidance to assess the corporate direction in B2B taken by an organization into the future.

Mobile technologies have become indispensable in sales. However, there is a lack of agreement about whether mobile technology use facilitates the sales job or contributes to the salesperson’s stress and reduced job satisfaction. To address this controversy, this study aims to examine the effect of mobile technology use (smartphones, laptop computers and tablets) on salespeople’s role stress and job satisfaction.

Hypotheses are tested using responses of 265 sales employees working for a broad range of industries in Spain.

This study shows that mobile technology use during working hours has a positive effect on job satisfaction through a mediating process that involves role stress. In addition, the impact of mobile technology use on role stress is strengthened by technological compatibility.

The current study extends previous research by moving beyond a focus on technology-centric outcomes (i.e. sales performance) to understanding broader, more psychological outcomes, namely, role stress and job satisfaction. Importantly, previous research reporting that salespeople feel “plugged in” to a device all day have not made the distinction about when the mobile device is used. One important difference in this study is that it exclusively focuses on mobile technology use during working hours.

The purpose of this paper is to identify and investigate the main challenges that project managers (PMs) face in the current projectification environment.

This research was conducted by means of semi-structured interviews and questionnaires. The participants in the study were 15 PMs and 57 project team members. A content analysis of the data was conducted by an inductive approach to determine the strengths and weaknesses that the PMs and project team members perceived.

The research reveals interesting insights, such as the identification of emerging challenges for the PMs of today, which include dealing with communications issues, motivating project team members, providing leadership and increasing team members’ emotional management and confidence.

The main limitation is the size and location of the sample, which represents the points of view of 15 Spanish PMs and the members of their work teams and sets aside the cultural aspects.

This new era is changing how organizations and managers must deal with people management, evolving toward more flexible and engaging leadership styles. This paper helps to provide new insights concerning the emerging challenges and needs of PMs, while integrating team member’s perceptions.

The purpose of this paper is twofold. First, to examine, on the basis of a teleological time orientation, the differences and similarities between actions that take place before and after the sales and purchases of advanced service solutions; and second, to stress that an active consideration of time facilitates the development of satisfactory service solutions to the service provider (SP) and service receiver (SR) (both) and maintenance of the long-term and complex business-to-business (B2B) service relationships in contrast to a passive consideration of time.

The authors have applied a multi-method design based on: in-depth interviews with key informants at software providers and their customers; analysis of textual documents and structured observations of customer-software provider actions; and follow-up interviews. This study is based on four phases in an industry to examine different views to enable data triangulation.

Complex B2B service relationships are affected by time in an active way, namely, time in the present is linked to customer expectations and their perceptions through two points: the experience (from past) of the SP and the SR and the service solution, previsualized (from future) before the service is implemented. Each interaction between the seller and the buyer progressively changes the mindset of both from the initial position of each (active consideration of time).

The paper highlights the importance of an active treatment of time and cross-functional SP teams, since the individual salesperson may not possess the knowledge or resources to successfully deal with SR demands in complex B2B service relationships.

SPs should train, support, supervise and evaluate the whole team so that it interacts properly and performs appropriate and timely actions toward a successful outcome with their SRs.

The paper contributes to enhance the understanding of time-oriented sales and purchases in complex B2B service relationships based on advanced service solutions, all of which have rarely been addressed in either previous studies or in theory.

The research aims to describe the foundation of healthcare organizations’ past and present sustainability endeavors; describe the direction of a health-care organizations’ sustainable development; reveal and characterize what determines the foundation and direction in a public health-care sector; and provide some insights into social marketing for sustainability endeavors.

Based on a semi-inductive approach, judgmental sampling was applied to select relevant health-care organizations. Informants were identified according to their knowledge of their organizations’ sustainability initiatives.

Offer insights into the foundation of sustainability endeavors and the direction of sustainable development for upstream social marketing in the studied public sector. The social marketing perspective is a common factor of relevance for the studied public hospitals.

The foundations of sustainability endeavors undertaken across the studied health-care organizations have not so far been homogenous. The direction of sustainable development has also varied across the studied public healthcare organizations and there is a need to move beyond individuals and shift from a micro to a macro/structural environment of sustainable development, so as to observe the effectiveness of any social marketing intervention.

This study highlights the importance of applying an upstream social marketing approach and programs, as part of a social marketing strategy, to promote and stimulate sustainable change in health-care organizations.

Contrary to the common sense predominating in many societies nowadays regarding sustainability endeavors and sustainable development, we conclude that neither the foundation of such endeavors nor the direction of sustainable development has progressed adequately in the studied public healthcare sector. As social marketing is intended to benefit society and foster social change, the macro level of intervention of the upstream approach clearly reveals its usefulness in the public health area.

Reveals two axes based on a social marketing approach. One is of micro and macro determinants characterizing the direction of sustainable development in a public sector. Another is of homogeneous and heterogeneous foundations of sustainability endeavors.

The purpose of this paper is to assess the future direction of sustainable development in the healthcare industry. This study aims to reveal general similarities and specific differences between private hospitals and enabler or hinders of sustainable development.

Based on an inductive approach, judgmental sampling was applied to select relevant healthcare organizations. Informants were identified according to their knowledge of their organizations’ sustainability initiatives.

In the context the homogeneity that could be expected, the studied hospitals range from having a very strong organizational conviction as to the future direction of sustainable development to a very weak one. There are some general similarities and specific differences between them reported.

There is no common formula applicable across private hospitals to determine the future direction of their sustainable development. Although hospitals benchmark best practices, others use them only as a general frame of reference. This scenario offers opportunities for further research.

The economic, social and environmental sustainable development across private hospitals may evolve from general principles or guidelines, but the specific sustainable development at each hospital may well evolve along tailored economic, social and environmental actions.

Developing a framework considering similarities and differences between the sustainability actions of each hospital in the healthcare industry is important for understanding future directions. This study provides insights into factors that could enable success or constitute hinders of sustainable development. They can also guide the industry toward a common objective which improves the hospitals sustainability actions in the future, also minimizing the effort required.

The purpose of this paper is to focus on the implementation process of enterprise resource planning (ERP), the evolution of business model innovation (BMI) and the organizational outcome. This research analyses how ERP and BMI are related and, in turn, what is the final the impact on organizational performance.

The sample consisted on 104 organizations from different industries, all of which used an ERP software. A structural equation model was used to test the six hypotheses.

The results indicate that the BMI constructs considered (i.e. value-generation and organizational complexity) mediate the impact of the ERP constructs (organizational adaptation and organizational resistance), in organizational performance. Successful ERP implementation is not an end itself for this companies, but merely a path and a process for improving the business model with the aim improving performance in the marketplace.

This study offers a new outlook on how a company should leverage the ERP adaptation, and any resistance in the organization to innovating in the business model. This study is rooted in the evolutionary perspective of BMI, but it also integrates into an overall model other points of view such as the rational positioning view and cognitive view.

Organizations must understand the ERP flows in depth, each ERP flow is the work result of a multitude of companies over several years. All departments, and in particular the research and development department must participate actively in the ERP implementation. Organised complexity means opportunities for success in the market. Organizations must train their departments in ERP and not just teach them how the ERP works. ERP implementation needs consider improvements to the business model and ultimately the performance, but not separately.

BMI has received contributions from several domains such as entrepreneurship, management organization and strategic management among others. Nonetheless, the role of ERP in BMI is far from being understood and the few contributions focus only on technology per se. To the best of our knowledge this is the first study that has explored the connections of ERP and BMI and in turn the final outcome in organizational performance.