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This paper aims to uncover how employees make sense of the implementation of holacracy in their organization.

Our research is based on a case study of a Swiss SME (of 160 employees) that is about to implement a holacratic mode of governance. Data was collected using questionnaires (completed by 57 employees) and 12 interviews.

At the level of individual, team and organization, driving forces toward implementing holacracy are stronger than restraining forces.

Implementing holacracy requires careful planning, detailed communications, strong support and training of employees by managers to ensure that they are less fearful of holacracy’s structures and more positive and understanding of its benefits.

This study contributes to a better understanding of holacracy and employees’ sensemaking of the added value of this unconventional structure.

Gamification unlocks unprecedented opportunities in healthcare, wellness and lifestyle context. In this scenario, by leveraging on such an approach, information technologies now enabled gamification-based mobile applications primarily employed in health and wellness contexts, focusing on areas such as disease prevention, self-management, medication adherence and telehealth programs. The synergistic integration of gamification-based methodologies in conjunction with the utilization of digital tools, (e.g. as for Internet of Things, mobile applications) for the realm of digital therapeutics (DTx), thus unveiled powerful approaches and paradigms, yielding innovative applications that, through the harnessing of sensors and software-based systems, transform healthcare maintenance, wellness and lifestyle into an engaging pursuit, as a game. This paper explores the factors influencing individuals' intention to autonomously utilize mobile gamification-based apps for self-care and wellness maintenance.

Through explorative research designs an experiment has been conducted among a sample of 376 participants regarding the use of a fictitious gamification-based DTx solution, consisting in a mobile app namely “Health'n’Fit”.

Findings from an experiment conducted with a sample of 460 participants shed light on the possible antecedents and consequents of gamification. Results of the SEM model indicate that customization (CU), trust (TR), mobility (MO) and social value (SV) are the main determinants, although at a different extent of the playful experience; Moreover, gamification positively impacts attitudes and, in turn, perceived usefulness, intention to use and behavioral intentions.

This paper offers a dual-pronged approach that holds practical significance in the realm of healthcare innovation. First, the authors delve into the antecedents shaping individuals' intention to engage with gamification-based DTx, unraveling the factors that influence user adoption. Beyond this, the authors extend their focus to the realm of healthcare service design. By harnessing the potential of gamification and technology, the authors illuminate pathways to conceptualize and create novel healthcare services. This work not only identifies the building blocks of user engagement but also serves as a guide to innovatively craft healthcare solutions that leverage this amalgamation of technology and gamification, contributing to the evolution of modern healthcare paradigms.

In a social context, the paper introduces pioneering technological synergies that merge gamification and DTx to enhance individuals' health and wellness maintenance. By proposing innovative combinations, the authors present novel avenues for promoting healthier lifestyles and behavior change. This not only underscores the potential of technology to positively impact individuals but also highlights the significance of aligning technological advancements with societal well-being. As the research advocates for these innovative solutions, it reinforces the importance of collaborative technological and marketing endeavors, ultimately contributing to the betterment of society as a whole.

This is the first paper exploring the combined effect of gamification and DTx, by shedding light on the peculiarities of both the antecedents of individuals' intention to use such combined technologies.

While Digitalisation is gaining momentum among practitioners and the scientific world, there is still a struggle to embark on the digitalisation journey successfully. The struggles are more significant for SMEs compared to large companies. Such transformation could face internal resistance, which evokes the need to put it into a socio-technical perspective such as lean. This paper investigates how SMEs could implement digital tools and technologies in their operations.

We relied on a multiple case study design in three SME manufacturing companies in Italy. Based on the experience of those companies, the struggles in the implementation and the lessons learned, we formulate an implementation model of digital tools driven by lean thinking.

Companies tend to implement first digital tools that help with real-time data collection and stress that introducing digital tools becomes challenging without reducing waste in production. The model stresses top management commitment, middle-line involvement and operator training to resist change. All these factors coincide with socio-technical lean bundles developed by seminal works. In addition, the study highlights that financial incentives are not necessarily the common barrier to digital tools implementation in SMEs but rather the cultural aspect.

Our paper enriches the extant body of knowledge by deriving knowledge around digitalisation implementation through lessons learned and corrective actions. It allows managers to benchmark and compare the current state of the implementation process with that of other companies and the one proposed to make corrective actions when necessary.

Strategy scholars have theorized that a firm's strategic leaders play an important role in firm dynamic capabilities (DCs). However, little research to date has studied how leaders shape the development of DCs. This inductive theory-building study sheds new light on the multilevel architecture of DCs by uncovering that the three core DCs – sensing, seizing, and reconfiguring – operate through distinct individual, group, and organizational processes. Further, the role of strategic leadership is critical as organizational processes create DCs only when they are purposefully designed by firms' strategic leaders to enable change and opportunity pursuit. Whether strategic leaders design processes for change and opportunity pursuit, in turn, reflects the extent to which they view change as positive and desirable. Our insights about the role of strategic leaders' positive attitude toward change as an important aspect of firm DCs uncover new interconnections between strategic leadership, organizational design, and the micro-foundations of DCs. Collectively our findings about the role of positive attitude toward change, the purposeful design of processes for change, and the varying manifestations of these processes at different levels of analysis reveal the coupling of strategic and organizational processes in enabling strategic dynamism and change.

This literature review explores the potential of gamification in workplace learning beyond formal training. The study also highlights research gaps and opportunities for scholars to develop new theories and methodologies to enhance the understanding and application of gamification in workplace learning. It provides guidance for managers to use gamification to enhance learning and engagement. Ultimately, this review presents gamification as a promising field of study to increase individual and organizational performance.

Literature review of 6625 papers in the timeframe 1990–2020, with an update to include papers published in 2023.

This article examines the impact of gamification beyond formal learning and its potential to enhance employee productivity and well-being in the workplace. While there has been extensive research on gamification in formal learning contexts, little is known about its impact on informal learning. The study argues that the context of gamification is crucial to extending its effects and discusses the role, antecedents and consequences of game design elements in the workplace. The article also explores how the learning context relates to employee learning during work. Further research is necessary to investigate the impact of individual characteristics on work experience and performance.

Intended contribution of the present study is the development of a theoretical framework exploring the benefits of gamification in a work context.

For practicing managers, this paper shows how to use gamification to increase workplace learning and employee engagement, not just in the context of formal learning—as some companies already do today—but also systematically, in the context of informal learning.

This study explores the impact of gamification on informal workplace learning and emphasizes the significance of the context of gamification in extending its effects to improve individual and organizational performance.

A growing body of research finds that gig economy platforms use gamification to enhance managerial control. Focusing on technologically mediated forms of gamification, this literature reveals how platforms mobilize gig workers’ work effort by making the labour process resemble a game. This chapter contends that this tech-centric scholarship fails to fully capture the historical continuities between contemporary and much older occurrences of game-playing at work. Informed by interviews and participatory observations at two food delivery platforms in Amsterdam, I document how these platforms’ piece wage system gives rise to a workplace dynamic in which severely underpaid delivery couriers continuously employ game strategies to maximize their gig income. Reminiscent of observations from the early shop floor ethnographies of the manufacturing industry, I show that the game of gig income maximization operates as an indirect modality of control by (re)aligning the interests of couriers with the interests of capital and by individualizing and depoliticizing couriers’ overall low wage level. I argue that the new, algorithmic technologies expand and intensify the much older forms of gamified control by infusing the organizational activities of shift and task allocation with the logic of the piece wage game and by increasing the possibilities for interaction, direct feedback and immersion. My study contributes to the literature on gamification in the gig economy by interweaving it with the classic observations derived from the manufacturing industry and by developing a conceptualization of gamification in which both capital and labour exercise agency.

This article provides evidence of a long-term structural relationship between demand for heated tobacco products (HTPs) and for combustible cigarettes in a Marshallian demand framework, using data from the Italian market.

A cointegration-based approach allows to capture the substitution effects between the two products arising for reasons (possibly) other than price.

The authors find that such a relationship exists and is sufficiently strong to constitute a cointegration.

Since a fully consolidated consensus on reduced harm from smokeless tobacco products is absent, symmetric policies on both markets are therefore necessary in terms of regulation and excise incidence to minimize the social cost of substitution and to maximize government revenues, which are a necessary counterpart to negative externalities that arise with smoking both products.

This paper focuses on the Italian market with product specific volume and price data, both for cigarettes and HTPs. Because of the detected relationship, a regulatory trade-off arises in case of a relatively mild regulation on heated-tobacco products: benefits from decreasing demand for combustible cigarettes may be offset by the social cost of increasing consumption of heated tobacco products. Moreover, a milder regulation makes price related policies to curb smoking less effective.

Online labour markets (OLMs) have recently become a widespread phenomenon of digital work. While the implications of OLMs on worker well-being are hotly debated, little empirical research examines the impact of such work on individuals. The highly competitive and fast-paced nature of OLMs compels workers to multitask and to perform intense technology-enabled work, which can potentially enhance technostress. This paper examines the antecedents and well-being consequences of technostress arising from work in OLMs.

The authors draw from person–environment fit theory and job characteristics theory and test a research model of the antecedents and consequences of worker technostress in OLMs. Data were gathered from 366 workers in a popular OLM through a large-scale online survey. Structural equation modelling was used to evaluate the research model.

The findings extend existing research by validating the relationships between specific OLM characteristics and strain. Contrary to previous literature, the results indicate a link between technology complexity and work overload in OLMs. Furthermore, in OLMs, feedback is positively associated with work overload and job insecurity, while strain directly influences workers' negative affective well-being and discontinuous intention.

This study contributes to technostress literature by developing and testing a research model relevant to a new form of work conducted through OLMs. The authors expand the current research on technostress by integrating job characteristics as new antecedents to technostress and demonstrating its impact on different types of subjective well-being and discontinuous intention. In addition, while examining the impact of technostressors on outcomes, the authors consider their impact at the individual level (disaggregated approach) to capture the subtlety involved in understanding technostressors' unique relationships with outcomes.

Organizational theorists and strategy scholars are both interested in how organizations deal with ambiguity, especially in relation to implementation. This chapter examines one source of ambiguity that organizations face, which is based on their efforts to implement moral mandates. These mandates, which are related to areas such as environmental sustainability and diversity, are inherently ambiguous, as they lack a shared understanding regarding their scope and associated practices. They are also often broad and systemic and may be unclearly aligned with an organization's strategy. Due to these challenges, in this chapter, we theorize that collective action at the field level is necessary for organizations to advance and concretize moral mandates. We examine this theorizing through the case of the implementation of sustainability in higher education. We hypothesize and find support for the idea that when an organization's members engage in collective action at the field level, those organizations have an increased likelihood of achieving sustainability implementation. To gain insight into this field-to-organization relationship, we qualitatively examine 18 years of conversations from an online forum to develop a process model of moral mandate implementation. We theorize that collective action functions as a field-configuring space, in which actors from a variety of organizations come together to (1) refine the scope of the mandate and (2) create an implementation repertoire that actors can draw on when seeking to bring sustainability to their own organizations. Overall, our study provides a model of how ambiguous moral mandates can be implemented by highlighting the important role of collective action across organizations in concretizing those mandates and providing actors with the tools for their implementation.