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This research serves to determine causal configurations of corporate social responsibility (CSR) conditions that best influences grassroots football club stakeholders to meet a sponsor's goals through promotional activity.

The research uses a case study of the Essex Alliance League, a local amateur football league in England. Firstly, semi-structured interviews were held with multiple stakeholders to understand the ecosystem of grassroots football. From here, further semi-structured interviews were held with club sponsors to identify the conditions of CSR. This allowed the research to then issue a survey from which results were analysed and discussed using fuzzy set Qualitative Comparative Analysis (fsQCA).

The ecosystem of grassroots football is formed by a myriad of stakeholders operating at a national level, all the way to more local governance structures within which the business-club relationship exists. Sponsors identified three main conditions of CSR: shared values, self-congruity, and happiness. However, following fsQCA, two pathways were found: (1) presence of shared values, and (2) presence of happiness with the absence of self-congruity.

For practitioners, adaptations can be made for clubs to attract and maintain sponsorship as businesses seek to use grassroots sport as a channel for their own CSR objectives. To attract long term sponsorship, club managers are recommended to maintain long-term relationships with business owners especially in relation to personal values, fit, and happiness. As such, the responsibility of the club to ensure its stakeholders engage in promotional activity on behalf of their sponsor will help in maximising the financial value over multiple seasons.

Where fertile ground for academic analysis in grassroots football is present, this research investigates CSR activity at this level of football, where most research is more concerned with professional levels of the game. Furthermore, this research reaches into the sport ecosystem through an understanding of co-created values between organisations in this exchange of shared values to meet common objectives.

The aim of this paper is to explore the stakeholder exclusion practices of responsible leaders.

An interpretive multiple case analyses of seven responsibly led organisations was employed. Twenty-two qualitative interviews were undertaken to investigate and understand perceptions and practice of responsible leaders and their approach to stakeholder inclusion and exclusion.

The findings revealed new and surprising insights where responsible leaders compromised their espoused values of inclusivity through the application of a personal bias, resulting in the exclusion of certain stakeholders. This exclusivity practice focused on the informal evaluation of potential stakeholders’ values, and where they did not align with those of the responsible leader, these stakeholders were excluded from participation with the organisation. This resulted in the creation and continuity of a culture of shared moral purpose across the organisation.

This study focussed on responsible leader-led organisations, so the next stage of the research will include mainstream organisations (i.e. without explicit responsible leadership) to examine how personal values bias affects stakeholder selection in a wider setting.

The findings suggest that reflexive practice and critically appraising management methods in normative leadership approaches may lead to improvements in diversity management.

This paper presents original empirical data challenging current perceptions of responsible leader inclusivity practices and indicates areas of leadership development that may need to be addressed.

Digital transformations are altering service models and care delivery methods in healthcare. Artificial Intelligence (AI) represents the next wave of transformation in healthcare. This study aims to understand patient perceptions of AI and its impact on value co-creation.

A conceptual model was developed to investigate how value co-creation operant resources (digital self-efficacy and relational service quality) impact value co-creation engagement (shared decision-making) and value co-creation outcomes (anticipatory AI value co-creation and intention to adopt AI). Data were collected from 332 respondents and analyzed using structural equation modeling.

The results indicate that the value co-creation process for AI technologies is a function of inputs, experiences and AI outputs. Operant resources were found to be positively associated with shared decision-making. However, not all operant resources directly and positively impacted AI outcomes. The indirect and positive mediated relationships through shared decision-making to AI outcomes suggest an interactive AI value co-creation process.

AI technologies are still in early stages of consumer adoption in healthcare. Future research is warranted that investigates the validity of the model through maturing service life cycles.

Customer perceptions of new digital innovations are formed in the context of previous digital experiences. Marketers need to understand how customers view their current non-AI technologies. Strong engagement and perceived value of current technologies will help ease customers into the usage of AI technologies.

This study investigates the unique stages of the value co-creation process for AI technologies in healthcare. The results demonstrate that the value co-creation process is a function of inputs, tech-enabled experiences and AI outputs.

Educators are recognized as key agents of social change, responsible for shaping future citizens. Beyond imparting knowledge, teachers are crucial in addressing societal challenges such as sustainability, democracy and social equality. This study aims to investigate the attitudes of Jewish and Arab students toward democratic values and how they perceive their role as educators in a multicultural society.

This study explores the attitudes of majority and minority group students in an Israeli teacher training college towards realizing democratic values and promoting shared citizenship. The sample included 382 Jewish and Arab students, who answered a questionnaire about attitudes regarding education for democracy and shared society, and their perception of their role in promoting this education.

The investigation delves into students’ civic perceptions, shedding light on the moderate and pluralistic stances held by both Jewish and Arab students. They advocate for cross-cultural exposure and interaction, with Jewish students demonstrating slightly more moderate views than the prevailing norms in Israeli society. Interestingly, Jewish students exhibited a willingness to engage in discussions on conflictual topics, whereas Arab students tended to avoid them.

This study underscores the potential of teacher training colleges in shaping the upcoming generation of educators as advocates of tolerance, and democracy, and promoters of a shared society.

This research gains heightened relevance in a contemporary landscape where numerous nations, especially those comprising diverse cultures, grapple with surges of nationalism that threaten democratic values. Teacher training colleges hold the key to forging a more harmonious future by becoming beacons of transformative pedagogy. These institutions can shape a new generation of educators who are poised to catalyze authentic social change.

In this final chapter, we explore the ever-evolving 21st century landscape where ethics drive community development toward resilience and progress. Drawing inspiration from the subheadings mapping our journey, we traverse international case studies spanning Canada, Brazil, Sweden, Kenya, China, Australia, Antarctica, and India. Through these global insights, we uncover the impacts of dynamic forces on communities worldwide, navigating ethical dilemmas and opportunities. We present strategies tailored to diverse continent-specific needs, explore inclusive governance models, and highlight the transformative power of ethical engagement. This journey underscores the vital role of resilience and concludes with a global call to embrace ethical approaches for inclusive community development and a sustainable future.

Drawing on power approach-inhibition theory, this study develops a conditional indirect effect model to explore how team vertical leader position and expert power indirectly impact members’ shared leadership through vertical leader’s empowering behaviors.

Multi-source data was collected using a field survey research design. The final sample includes 944 employees in 164 teams from 14 companies in China.

This study found that the interaction of team vertical leader position power and expert power was positively related to their empowering behaviors, which in turn were positively associated with shared leadership. Moreover, our post hoc-analysis revealed the moderating effect of team power distance orientation on the relationship between vertical leader empowering behaviors and shared leadership.

This study sheds light on shared leadership literature by examining vertical leader position and expert power as antecedents. We also offer new directions for exploring how power functions by discussing leadership through the lens of power approach-inhibition theory.

The sharing economy has evolved as a result of the diffusion of information and communication technology and facilitates collaborative consumption and production otherwise known as value co-creation. The present research aims to explore the consumer responses to value co-creation in sharing economy such as satisfaction, brand preference and enduring buyer–platform relationships, amid consumer's CSR concerns.

Drawing on the sharing economy and value co-creation literature and rooted in the stimulus-organism-response framework, an online panel data provider was employed to recruit 393 actual sharing economy consumers from the United States. Empirical analyses are performed using structural equation modeling through Amos, version.27.

Findings confirm that value co-creation intentions contribute to consumers' satisfaction, brand preference and sustainable social relationships in the sharing economy. As expected, heightened concerns of corporate social responsibility (CSR) led to decreased consumer satisfaction with the sharing economy platform.

The study contributes to the digital sharing economy literature by emphasizing the role of CSR perceptions for building long-term relationships (buyer–platform relationships) where value co-creation is crucial.

This case was based on secondary data that included various websites, news and academic articles, social media posts and press conferences before, during and after the World Cup. Multiple sources were examined to ensure the accuracy and credibility of the information presented in this case. The goal was to gather relevant information on the Moroccan soccer team, its performance in the FIFA World Cup and the leadership strategies used by Walid Regragui.

“We are the dreamers, we let it happen: Morocco’s soccer team leadership story” explores the transformative journey of Morocco’s soccer team in the 2022 World Cup, highlighting the exceptional leadership of coach Walid Regragui and the power of shared values deeply rooted in Moroccan culture. The instructional manual provides faculty with a compelling case study to inspire discussions on leadership, followership, team dynamics and cultural identity. The case emphasizes the importance of harnessing cultural roots, building trust and unity within a diverse team, strategic vision and tactical brilliance. It demonstrates that with authentic leadership, belief in shared dreams and the strength of cultural values, extraordinary achievements can be realized. The case aims to inspire and educate students, encouraging them to embrace their own cultural heritage, foster teamwork and pursue their dreams with unwavering determination.

The academic level of this case can vary depending on the specific course or program in which it is being used. It is suitable for graduate levels in various fields such as leadership studies, sports management, organizational behavior, cultural studies, or international business. The case provides a comprehensive analysis of leadership, team dynamics and cultural identity, including faith and spirituality, making it adaptable for different academic levels and disciplines. Instructors can adjust the depth of analysis and additional readings or activities to align with the specific educational level and learning objectives of their course.