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Although the generation of social value is the focus of social entrepreneurship, little research attention is paid on how social value and transformation can be created. By adopting a market approach, this study aims to develop a framework showing how social enterprises in tourism/hospitality can generate social value and transformation.

A thorough literature review revealed that a market approach is an appropriate lens for understanding social entrepreneurship. Consequently, a framework based on “learning with the market” is proposed as a useful tool for identifying, managing and also creating (new) opportunities for social ventures. The justification and the theoretical underpinnings of the market-based framework are further supported by discussing various other theories and concepts.

The framework identifies three capabilities that social entrepreneurs need to develop for generating social value and transformation: network structure, market practices and market pictures. Several examples from tourism and hospitality social enterprises are analyzed for showing the applicability and usefulness of the framework.

The paper proposes a conceptual framework as well as several research directions for further testing, refining and expanding it.

By applying the framework on several tourism and hospitality social enterprises, the paper provides practical implications about the capabilities that social enterprises should develop for engaging with other market actors to identify and exploit (new) market opportunities for social value co-creation, and influence market plasticity for forming new markets and driving social change.

The suggested framework identifies the capabilities and the ways in which (tourism/hospitality) social enterprises can engage with and form markets for co-creating social value and escalating their social impacts through social transformation.

The paper provides a new marketing approach (that overcomes the limitations of traditional economic theories) for understanding how social enterprises can shape, manage and engage with social markets for generating social value.

This paper seeks to outline and compare two approaches to workplace spirituality facilitation and to derive conclusions and suggest implications for research and practice.

The article uses two real‐life descriptions from the existing literature to outline two approaches to workplace spirituality facilitation. It outlines similarities and differences between them. It also compares them on key features and outlines their implications and complementarities. Based on this, it describes conclusions and implications for research and practice.

The paper finds that the first approach, with its starting point of organizational spiritual values and emphasis on organizational processes to facilitate the transmission of these values, can be identified as an organization‐focused approach. At the centre of the second approach is a program for transformation or spiritual development of individual employees.

Inputs from the present paper will help future research to specify: comprehensive classifications – typologies and taxonomies – of various types of approaches to workplace spirituality facilitation; and new theories of workplace spirituality facilitation.

The paper can inform workplace spirituality implementation efforts in organizations.

Theory development in workplace spirituality is at a formative stage. Thus, various inputs, outlined in the research implications part of the paper, for further theory development will be a valuable contribution to workplace spirituality research.

The objective of this research is to examine empirically the effects of digital maturity (DM) on the firm's financial performance as measured by return on assets (ROA), return on equity (ROE) and Tobin's Q.

The authors use a panel data sample of 92 observations collected from 23 listed firms on Sweden's stock exchange over four years, 2015–2018. The authors hand collect DM from the digital leader's reports and collect financial data from DataStream. Using both static and dynamic panel (generalized method of moments (GMM) estimation) regression models to perform endogeneity problem, the authors explore the impact of the DM index on ROA, ROE and Q of Tobin.

The results show that DM has a negative effect on ROA and ROE but a positive effect on Q of Tobin. This negative relationship can be explained, by the fact that information technology (IT) investment and the DM could take years to be materialized and to be captured by performance indicators. Company investment in IT will increase and basically the ROA will be negatively affected because the higher value of IT assets is not amortized. Nevertheless, in the long term, company can maximize its performance. The positive effect on Q of Tobin captures the long-run effect of digital transformation.

This research can be helpful for firms in their process of digital transformation to succeed with the change, create value and to understand the challenges they have to face. In the short term, firms undertaking digital transformation will face some financial difficulties which affect negatively their ROA and ROE, but in the long term they can maximize their performance (captured by Tobin’s Q) and improve their market value.

In previous research, the impact of digital transformation on performance has been measured in terms of revenue growth, profit margins and in terms of earnings before interest and taxes (EBIT). Even if the authors have sufficient evidence of the positive effect of digital transformation on organizational performance, there is no support of the positive effect on financial performance. So, the authors try to fill this gap. This research has also the merit of examining this relationship empirically through a dynamic panel data estimation two-step system GMM, while the majority of previous studies are qualitative in nature based on interviews and questionnaires or simple correlations.

The study explores the alignment of Swiss small and medium-sized enterprise (SME) managers' understanding of digital transformation, with evidence of digital tool adoption in managerial and operative work. This reveals opportunities for more fully realizing the potential of digital transformation for SMEs.

This multiple-case study, with four theoretically sampled cases, analyzes data from the qualitative answers of 1,593 respondents to a survey of Swiss SMEs about digital transformation. The study draws on a convenience sample of Swiss SME managers.

The analysis shows little understanding of digital transformation as related to managerial work. However, there are two clear digital tool adoption patterns for managerial work: (1) workflow and workforce management and (2) work-flow and team management. Understandings of digital transformation and operative work focus on the (1) organization of operational work or (2) a combination of organization and changing the way people work. The digital tool adoption in operational work additionally focuses on the digital skills of operational employees.

The study is only able to identify patters of understanding of digital transformation and digital tool adoption in managerial and operative work. More research is needed to understand why these patterns are observed.

SME managers need to think far more carefully about aligning their vision for digital transformation and the digital tools they adopt in both managerial and operational work, but especially in managerial work.

This is the first empirical study of the digital transformation of Swiss SMEs and their digital tool adoption. Significant potential for alignment is revealed, suggesting potential performance gains are possible.

This study aims to investigate how art events can enrich novice visitors by transforming their practices.

This research uses an interpretive case study of the art exhibition “1/1/1/1/1” in the Oppenheim gallery in Wroclaw. It draws on multiple sources of evidence, namely, novice visitors’ interviews, observation including photo studies and content analysis of art-makers’ mediation sources. This study is an example of contextual theorizing from case studies and participatory action research with researchers as change agents.

The evidence highlights that aesthetic values and experiences are contextual to practices and are transformable into other values. The findings illustrate the role of practice theory in studying how art-makers inspire the transformation of practices, including values driving the latter.

The findings provide implications for transformations of co-creating contextual values in contemporary visual art consumption and customer experience management.

Practical implications to arts organizations are also provided regarding cultural mediation conducted by art-makers. Exhibition makers should explain the meanings of the particularly visible artefacts to allow visitors to develop a congruent understanding of the meanings. The explanations should not provide ready answers or solutions to the problem art-makers suggest to rethink.

The social implication of our findings is that stakeholders in artistic ventures may undertake adequate, qualified and convergent actions to maintain or transform the defined interactive practices between them in co-creating contextual aesthetic values.

The study provides new insights into co-creating values in practices in the domain of contemporary art exhibitions by bringing the practice theory together with an audience enrichment category, thus illustrating how novice visitors get enriched by transforming their practices led by contextual values of “liking” and “understanding”.

The purpose of this paper is to study the parameters' properties of GM(n, h) model on the basis of multiple transformation and the relationship of GM(n, h) model and other grey models.

Multiple transformation property of parameters is important to construct a grey model. However, there is no research on the property of GM(n, h) model, therefore it is meaningful to study the relationship between GM(n, h) model and other grey models.

The multiple transformation property of parameters of GM(n, h) model is recognized. The parameters' value is dependent on multiple transformation value. The values of simulative and predicative are only dependent to the multiple transformation of the main variable and independent to other variables.

The properties of other grey models could be obtained by analyzing the property of GM(n, h) model.

It is a very useful result for constructing a grey model.

This paper discusses multiple transformation property of GM(n, h) model and the relationship between the GM(n, h) model and other grey models. These grey models are put into a common model and the affections that parameters' multiple transformation caused to the model are studied.

This paper aims to show that large organizations or geographically dispersed businesses that adopt “Web 2.0” tools to power their transformation process can become as nimble and personal as smaller firms in pursuing their required change.

The paper demonstrates how leaders can accelerate transformation using an array of new internet tools – such as discussion forums, wikis and blogs – that allow many people to engage more easily in meaningful interactions.,

The paper finds that these new web‐based tools are revolutionizing a change process the authors call Transformation 2.0. Pioneering efforts, such as those used in the Nokia Siemens Networks (NSN) change process, highlight the possibilities and concrete benefits Transformation 2.0 can deliver; this case is described in detail in this paper.

Transformation 2.0 provides the tools managers need to build momentum behind a change process rapidly and in ways that energize and give voice to virtually every person in a large organization. In addition to Nokia Siemens Networks, organizations such as Del Monte Foods, Eli Lilly, the Girl Scouts of the USAand Northwestern Mutual Life Insurance are successfully forging Transformation 2.0 collaboration initiatives. Transformation 2.0 allows companies to communicate with the problem solvers in their organizations at all levels and to work together to make transformation happen.

Transformation 2.0 allows companies to communicate with the problem solvers in their organizations at all levels and to work together to make transformation happen.

Much of the literature on theories of decision making under risk has emphasized differences between theories. One enduring theme has been the attempt to develop a distinction between “normative” and “descriptive” theories of choice. Bernoulli (1738) introduced log utility because expected value theory was alleged to have descriptively incorrect predictions for behavior in St. Petersburg games. Much later, Kahneman and Tversky (1979) introduced prospect theory because of the alleged descriptive failure of expected utility (EU) theory (von Neumann & Morgenstern, 1947).

Sustainability has the potential to bring enormous benefits to our built environment. To release this potential, a change in business models is required. The purpose of this paper is to investigate green business models (GBMs) transformation by adopting five essential elements of green value creation and capture: green value proposition (GVP), target group (TG), key activities (KA), key resources (KR), and financial logic (FL).

In this qualitative study, 19 semi-structured interviews were conducted. Interviewees were selected purposively. The emergent data were analysed with the aid of themes.

It was observed that significant effort was being made towards enabling the transformation of certain elements pertinent to green value creation: KA and KR. This was particularly so when compared to other elements like GVP, TG, and FL.

Findings from this study should encourage construction managers to align their extant BMs to green activities hence enabling new approaches to green value creation and capture. Furthermore, the study will aid in improving the environmental and economic positions of the value chain within the construction sector.

This research is one of the few empirical academic works investigating GBMs in the construction sector.