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This article provides an in-depth study of leader resilience during the prolonged COVID-19 crisis.

The research is based on interviews with leaders in the hotel, retail and manufacturing industries during the pandemic. The analytical framework is individual resilience as both a process and an outcome. The analysis method is a combination of deductive and inductive content analysis.

This study offers a rich description of the interaction among the behavioural, situational and individual factors influencing leaders during the various stages of the global COVID-19 crisis.

Highlighting the role of leaders' personal reflections on the interaction between resilience factors and leaders' identity work, this paper contributes to the field by introducing an extended model of leader resilience.

The aim of this research is to investigate the relationship between (dual) organizational identity and individual heuristics – simple rules and biases – in the process of strategy change. This paper offers a theory on identity reflexivity as a cognitive mechanism of strategy change in the context of organizational hybridity.

The authors draw on a 2-year ethnographic study at a Dutch social housing association dealing with the process of strategy change. The empirical data comprises of in-depth semi-structured interviews, ethnographic observations as well as secondary sources.

Conflicting identities at the organizational level influence heuristics at the individual level, since members tend to identify with their department's identity. Despite conflicting interpretations, paths of cognitive shortcuts – that the authors define as internal and external identity reflexivity – are shared by the conflicting identities.

The findings of this research are subject to limitations typical of a qualitative case-study, such as possibly being context dependent. The authors argue that this research contributes to the understanding of how individual heuristics relate to organizational heuristics, and suggest that the process of identity reflexivity can contribute to the alignment of conflicting identities enabling strategy formation in the context of a dual-identity organization.

Understanding how managers with conflicting identities achieve agreements is important to help organizational leaders to pursue sustainability-oriented strategy change.

Given the pressure experienced by mission-driven organizations to integrate multiple sustainability demands in their mission, understanding managers' decision-making mechanism when adapting to new, often conflicting, sustainability demands is important to accelerate societal sustainability transitions.

This paper addresses the process of new strategy design in the context of a socially driven business. This context fundamentally differs from the one addressed by the existing heuristics literature with respect to organizational environment and role, and specific competing demands.

The purpose of this study is to describe the implementation of a digital-based team coaching intervention aimed at improving team communication in the workplace through social network visualization. The study examined recipients’ perceptions of the intervention at two time points and assessed the temporal stability of various factors, including the intervention’s integrity, design, transferability, acceptance and the usability of the adopted visualization tool. The moderating role of digital usability was also evaluated.

Four team coaching sessions were delivered to 62 participants from seven teams across three departments within a large public health-care organization in Northern Italy. Perceptions of the intervention dimensions were collected after the second and fourth sessions.

Results indicated that, at both time points, recipients appreciated the intervention’s integrity and usability more than its design, transferability and acceptance. Furthermore, no significant changes in recipients’ perceptions were observed over time. The transferability of the intervention was significantly associated with its acceptance, but only when the usability of the digital tool was high.

The study enriches existing literature on digital interventions in group communication by focusing on process dimensions like recipients’ perceptions of various aspects and the implementation process. Furthermore, the study underscores the potential of integrating specific techniques such as sociomapping and coaching within health-care organizations, encouraging more research and development in these areas.

The study emphasizes the critical role of usability and integrity in digital-based team coaching interventions, suggesting that high-quality, user-friendly tools not only lead to initial effectiveness but also sustain positive impacts over time, while also increasing transferability and acceptance.

The present study uniquely deploys a longitudinal approach to examine recipients’ perceptions of a digital-based intervention that combines social network visualization and team coaching to enhance team communication.

To build a more comprehensive understanding of factors affecting the success of service contracting, the purpose of this paper is to investigate the influences of service complexity, contract structure and contracting process on the buyer-perceived supplier performance in business-to-business (B2B) services.

A research model is developed based on transaction cost economics and the research on service contracting. The model is tested by the survey data collected. Professional focus groups on LinkedIn are used to generate the list of potential respondents. The sample consists of 177 purchasing professionals from 25 countries.

The results indicate that three major contract dimensions and follow-up management practices positively influence buyer-perceived supplier performance. Furthermore, service complexity amplifies the effects of incentives designed in the contract and the buyer’s follow-up contract management on perceived supplier performance.

The sample consists of respondents from 25 countries and provides good geographic coverage. However, the results should be generalized with caution because not all countries were represented equally.

The study suggests a framework and guidelines for purchasing managers to improve the design and management of service contracts to secure good performance from their supplier.

This paper contributes to understanding the performance-enhancing aspects of designing and monitoring service contracts in B2B contexts. It also adds to the knowledge of the role of service complexity in successful B2B service purchasing.

The authors investigate the impact of standards compliance on the participation in the global value chain and labour value-added of Vietnam’s small and medium-sized enterprises (SMEs).

The authors use a three-period panel dataset of SMEs combined with Vietnam’s Provincial Competitiveness Index. The authors also use multiple econometric models; and with each model, the authors include all independent variables that are available from the study's data and that are suggested by the literature.

The authors find that standards compliance by Vietnam’s SMEs improved their participation in the global value chain via subcontracts with FDI multinational firms. The authors also find that standards compliance improved the value-added of labour in Vietnam’s SMEs, which is robust to the choice of econometric models.

The study's results suggest that better outcomes for firms and society will be possible if standards are recognised and respected.

This paper complements scant literature on the impact of standards compliance on global value chain participation via subcontracting work and labour value-added, especially in developing countries.

This study investigates the relationship between feelings of loneliness in the workplace, life satisfaction, affect, hope and expressivity among hotel employees.

The research model was tested via structural equation modeling based on the empirical data collected from hotel employees in Antalya, Turkey.

The research findings suggest that emotional deprivation and social companionship have a significant impact on life satisfaction, that life satisfaction has a significant impact on positive and negative emotions, and that positive and negative emotions have the same impact on pathways and agencies.

The research findings should assist researchers and practitioners to understand the behaviors of hotel employees in continuous interaction and relationship with individuals to motivate them while providing more effective services.

A decade after Powell et al.’s (2011) seminal article on behavioral strategy, which called for models to solve real-world problems, the authors revisit the field to ask whether behavioral strategy is coming of age. The purpose of this paper is to explain how behavioral strategy can and has been used in real-world settings.

This study presents a conceptual review with case study examples of the impact of behavioral strategy on real-world problems.

This study illustrates several examples where behavioral strategy debiasing has been effective. Although no causal claims can be made, with the stark contrast between the negative impact of biased strategies and the positive results emerging from debiasing techniques, this study argues that there is evidence of the benefits of a behavioral strategy mindset, and that this should be the mindset of a responsible strategic leader.

This study presents a demonstration of analytical, debate and organizational debiasing techniques and how they are being used in real-world settings, specifically military intelligence, Mergers and acquisitions deal-making, resource allocation and capital projects.

Behavioral strategy has broad application in private and public sectors. It has proven practical value in various settings, for example, the application of reference class forecasting in large infrastructure projects.

A conceptual review of behavioral strategy in the wild.

This paper aims to focus on the changing role of universities in university–industry collaboration (UIC) for enriching the regional business ecosystem network. For this, the authors analyze “Business Clinic Day,” (BCD) a specific UIC program which provides a consulting service for firms, small- and medium-sized enterprises (SMEs) having a specific problem, by a group of facilitators. It includes consultants such as chief executive officers (CEOs), professors and heads of regional public or private service providers. This study illustrates that various types of networks are formed between consultants and problem-owners by facilitation of university after the program.

This study has analyzed with social network analysis how the business network was changed from clinic day program. Furthermore, the networks surrounding SMEs are extended to the other people connected to them. This means that the business network of SMEs had been diversified via the facilitation of “BCD” provided as UIC program.

Local SMEs have difficulties in enhancing their competitiveness in the market both in terms of internal resources and networks with external organizations. Thus, universities need to promote university–industry collaboration programs to enable SMEs to strengthen their competitiveness by building networks in local business ecosystems.

This study throws new highlights on the facilitator role of a university as a network promoter, in addition to the partner as a technology provider, in the regional business ecosystem.

The present study intends to foster understanding of how a traditional manufacturer can utilize the “simple rules” approach of managerial heuristics to facilitate its smart solution development (SSD) process.

The study uses an in-depth single case research strategy and 25 senior manager interviews to understand the application of simple rules in smart solution development.

The findings reveal process, boundary, preference, schedule, and stop rules as the dominant managerial heuristics in the case and identify how the manufacturer applies these rules during the innovation process phases of ideation, incubation, transformation, and industrialization for attaining project outcomes.

The study contributes to the new service development (NSD) literature by shedding light on simple rules and how managers may apply them to facilitate SSD. The main limitations stem from applying the qualitative case study approach and the interpretative nature of the study, which produces novel insights but prevents direct generalization to other empirical cases.

The resulting framework provides guidelines for managers on how to establish formal and clear simple rules that enable industrial solution providers to approach decision-making in smart solution development in a more agile manner.

The study comprises one of the first attempts to investigate managerial heuristics in the context of SSD and puts forward a plea for further NSD research applying psychological conceptualizations to enrich the simple rules perspective.

Firms increasingly rely on both external and internal crowdsourcing to capture ideas more broadly and enhance innovative problem-solving. Especially in internal crowdsourcing, knowledge sharing that contributes to develop or further the understanding of the problem the idea is focused on solving can take place between critical employees, and in that way improve ideas generated by others. This far, most crowdsourcing practices have focused on identifying solutions to proposed problems, whereas much less is known about how crowds can be used to share problem-related knowledge. There is thus an untapped potential in leveraging crowds not just to generate solution-oriented ideas but also to share knowledge to improve ideas and even to reframe problems. This paper aims to explore the effect of problem- and solution-related knowledge sharing in internal crowdsourcing for idea development.

Data on ideas and comments were collected from an idea management system in a Swedish multinational company. The investigation captures the influences of the problem- and solution-related knowledge sharing on ideas based on content analysis and logistic regression analysis.

The results from this study show that sharing knowledge related to solutions in idea development impacts idea acceptance positively, whereas sharing knowledge related to problems in idea development has a negative effect on the likelihood of idea acceptance and these effects of knowledge sharing are moderated by the active author responses.

This research provides managerial implications for firms to deliberately manage knowledge sharing in peer communities in internal crowdsourcing, especially by providing suggestions on problem reframing and solution refining for ideas.

The results contribute to existing theory in terms of extending the view of crowdsourcing in ideation to include how crowds contribute to the development of the problem and the solution during the development of ideas and providing new insights on knowledge sharing in internal crowdsourcing based on problem-solving theory.