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During the dot com era the word “personalisation” was a hot buzzword. With the fall of the dot com companies the topic has lost momentum. As the killer application for UMTS has yet to be identified, the concept of multi‐dimensional‐personalisation (MDP) could be a candidate. Using this approach, a recommendation of online content, as well as offline events, can be offered to the user based on their known interests and current location. Instead of having to request this information, the new service concept would proactively provide the information and services – with the consequence that the right information or service could therefore be offered at the right place, at the right time. Following an overview of the literature, the paper proposes a new approach for MDP, and shows how it extends the existing implementations.

This study aims to draw on goal contagion theory to examine how organizations shape the pro-environmental behavior of their employees. It extends the scope of analysis beyond organizational boundaries and illustrates the external effects of organizational practices that support societal change. The fundamental research question is whether perceived environmental management practices strengthen employees’ public sphere pro-environmental behavior.

To test the research hypothesis, the authors combined survey and quasi-experimental evidence from two independent field studies. Both studies were carried out in the tourist industry in Germany. In the first study, the authors used a cross-sectional research design with data from 206 employees to examine whether perceived environmental management practices are positively associated with employees’ public sphere pro-environmental behavior. For causal inference, the authors conducted a second study involving a natural pretest-posttest quasi-experiment with a treatment and control group.

The results of the cross-sectional study revealed that perceived environmental management practices are positively associated with employees’ public sphere pro-environmental behavior. The findings of the natural quasi-experiment confirmed the hypothesized causation and minimized the probability of alternative explanations.

The study has important implications for policymakers, since the support and acceptance of public policies is a prerequisite for the realization of collective political action. By highlighting the potential of organizational practices to strengthen employees’ public sphere pro-environmental behavior, this research illustrates how rules and regulations that oblige firms to intensify their environmental protection practices might not only reduce the ecological footprint of organizations but also help cultivate societal acceptance of and support for environmental protection.

This study illustrates how employees that align their normative goals in accordance with the implicit goals of organizational practices can become agents for corresponding societal changes. This perspective highlights the integration of structure and agency and underscores the idea that societal change works across macro-, meso- and micro-social levels.

To the best of the authors’ knowledge, the investigation is the first that examines the relationship between perceived environmental management practices and employees’ public sphere pro-environmental behavior. Herewith, it sheds light on a thus far overlooked mechanism for how organizations stimulate societal change.

This paper aims to analyze the effects of enabling management control systems (MCSs) and relational capabilities (interorganizational learning and coordination) on conflict management in innovation ecosystems.

Shedding light on relational governance, structural equation modeling (symmetric analysis) and qualitative comparative fuzzy-set analysis (asymmetric analysis) were applied to a sample of 164 Brazilian firms associated with science and technology parks (STPs), a specific type of innovation ecosystem.

The results of the symmetric analysis showed that enabling MCSs have a direct and positive effect on conflict management, as well indirect effects through interorganizational learning and coordination. The results of the asymmetric analysis indicated four solutions to promote high levels of conflict management, with enabling MCS solutions standing out, as they are present in the majority of cases in the sample.

Interorganizational conflict in innovation ecosystems are inevitable, but the previous literature is inconclusive about how the interrelation between MCS and relational capabilities can foster the management of these conflicts. By providing evidence on the predictors and solutions that lead to high levels of conflict management, this study presents valuable insights into how firms and STPs can mutually promote organizational and relational benefits throughout the innovation activities developed among those involved in innovation ecosystems.