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The present study integrates inclusive leadership and protection motivation theory to propose a new model predicting employees' intention to work from home during an emergency situation such as the COVID-19 pandemic.

A questionnaire was developed to collect data from 939 Taiwanese and Vietnamese office employees using a non-probability convenience sampling method. A total of 887 valid questionnaires were used for further analysis. The data were analysed following a two-stage structural equation modelling using SPSS 22 and AMOS 20 software. The validity and reliability of the instrument were tested and ensured.

The results revealed that inclusive leadership and factors related to protection motivation theory– including perceived severity and perceived vulnerability – have positive direct and indirect effects on employees' work-from-home intentions through the mediating role of employees' work-from-home-related attitudes. Protection motivation theory factors were found to have a stronger effect on employees' work-from-home intention than inclusive leadership. Differences in the relationship between perceived vulnerability, perceived severity and employees' intentions towards working from home were also discovered among participants from the two studied countries.

The integration of inclusive leadership and protection motivation theory brings into light what will drive employees' intention to work from home during an emergency situation. The present study has several theoretical and practical implications for scholars, governments, managers and policymakers that can help them improve management policies for working from home in the future.

Based on integrating inclusive leadership and protection motivation theory to explore employees' intention to work from home during an emergency situation, the present study demonstrated that inclusive leadership and protection motivation theory should be considered for studies on working from home in a pandemic setting.

The current study proposes a moderated mediation model to predict work-from-home engagement during an emergency such as the coronavirus disease 2019 (COVID-19) pandemic based on the integration of well-known concepts, including inclusive leadership, organizational support and perceived risk theory.

An online questionnaire on the Google Forms platform was designed and distributed to Vietnamese employees using a convenience sampling method. A total of 794 valid questionnaires were used for data analysis. Partial least squares structural equation modeling (PLS-SEM) was employed to test the proposed model and hypotheses. The instrument's validity and reliability were tested and ensured.

The study found that inclusive leadership has direct and indirect effects on work-from-home engagement through the separate and serial mediating roles of perceived organizational support and employee motivation. The present study also revealed that the effects of perceived organizational support and employee motivation on work-from-home engagement are strengthened by employee risk perception. Moreover, the study showed that perceived organizational support and employee motivation performed the lowest of the four elements that were considered, while the importance of these two factors was the highest.

These findings suggest that in an emergency such as COVID-19, contextual factors should be given more attention. Based on these findings, several theoretical and practical implications for human resource management are highlighted.

By integrating inclusive leadership, organizational support and perceived risk theory to explore employees' engagement in working from home during an emergency, the present study demonstrated that in addition to traditional factors, leadership and contextual factors should be considered for studies on working from home in an emergency such as the COVID-19 pandemic. The present study established that these factors might encourage employees' work-from-home engagement.

The purpose of this paper is to provide a robust examination of the factors that accelerate/decelerate the divestment timing of retail banners in international markets.

The sample represents 3,235 foreign market banner operations of 132 international retailers across 144 countries using an accelerated failure time (AFT) parametric survival modelling technique.

Banner divestment is accelerated by both weak financial performance and smaller size. Furthermore, there is a synergistic negative detriment to the combination of both factors on divestment. Banner divestment is decelerated by deploying the corporation’s dominant format in the home country. Moreover, inadequately performing dominant banners are allowed more time to turn around their operations than subpar non-dominant banners. Concurrently, when host country markets are growing, poorly performing dominant banners are given more time to improve performance. When home market performance weakens, smaller, poorly performing banner divestment is accelerated.

The large data set covers more than half of the world so the authors are limited to observing corporate divestments without the benefit of the managerial decision-making process. The authors only have access to divestment data in annual units, which limits the ability to provide precise timing information. Though the authors have a wide variation in country conditions, data on smaller, poorer countries and domestic competitors is limited.

Small, poorly performing retail chains in foreign markets are divested faster than their counterparts. When retailers internationalize with their dominant chains, management tends to give these banners more time to succeed than non-dominant counterparts. Evidence also suggests that managers hesitate to withdrawal from a foreign market when the dominant banner is involved, regardless of a chain’s stunted growth and subpar performance.

This study provides the first examination of factors driving the divestment times of international retail chains using rigorous empirical survival time methodologies.

The purpose of this paper is to use a diachronic analysis to explore the influence of country of origin effect and country of management effect on the adoption of human resource management (HRM) practices at different stages.

The methodology starts with an intensive literature review to establish an analytical framework by bringing country of origin and country of management effects on the HRM transfers. By using a longitudinal qualitative research design, a total of 164 interviews from four British subsidiaries of four Taiwanese multinationals were conducted to explore the change over time during the HRM transfer processes over a five‐year period.

The results provide evidence of the paradox as a result of country of origin effect and country of management effect on the adoption of HRM practices over time.

It is problematic to conclude absolutely regarding the convergence or divergence of HRM practices. This is due to HRM practices being in a constant state of flux between global integration and local adaptation during the transfer process.

This is the first empirical study to examine the impacts of country of origin effect and country of management effect on the HRM transfers from emerging multinationals in the advanced economy from a diachronic perspective.

This study provides a robust test of a central question in franchising: which factors influence the timing of adopting the first franchised outlet? Using a novel methodology, the purpose of this study is to examine the factors that accelerated or delayed the opening of the first franchisee outlet for the largest franchise chains in the USA.

The sample addresses a methodological shortcoming in traditional franchising literature. Using duration analysis, the paper captures the timing of the first franchise outlet for a retail concept. This allows us to capture the antecedents that explain the differences in timing between franchise systems.

By setting initial investment costs lower, the average time to attract the first franchisee is shorter. However, as franchisee net worth requirements rise, the time to attract the first franchisee is longer. Finally, franchisors tend to defer expansion via franchising in favor of managing their own outlets in resource rich industries.

The dataset is limited to the largest US franchise systems.

This study suggests factors that would cause franchisors to decelerate or accelerate the initial franchise timing decision. Businesses time expansion based on industry size, outlet start‐up costs, and franchisee net worth.

This study provides the first examination of the firm and industry drivers affecting when a firm initiates franchising. This study uses rigorous empirical testing of franchising theoretical predictions using duration analysis.