Ability to take risks in trying newness

, 453, 455

Actor-to-actor (A2A)

, 504

ADDIE Model

, 204

Advertising

, 20

business model

, 267

Affection

, 95

Affects

, 35

Africa Centre for Disease Control (ACDC)

, 436–438

AGILE method

, 204

Agility

, 369–370

Agriculture

, 438

AlBaik case study

, 96

Allgemeine Elektrizitäts Gesellschaft (AEG)

, 151

Analysis of variance (ANOVA)

, 108–109

Anthropocentric paradigm

, 370–371

Application Programming Interfaces (APIs)

, 504–505

Artificial intelligence (AI)

, 75–76, 288, 293–294

index

, 288

Attraction toward newness

, 461

Augmented Events Pay-Per-Use

, 266–267

Augmented reality (AR)

, 7, 263–264

case questions

, 274

case study

, 271–274

future research directions

, 270–271

at service of corporate brand identity

, 270–271

solutions and recommendations

, 266

between tools and business models

, 266–270

Authenticity

, 14

Autonomy in innovative decision

, 453, 455

Average variance extracted (AVE)

, 111–112

Average Variance Extracted validity (AVE validity)

, 481

Aviation sector

, 343–344

aviation continuum and Malaysian aviation industry

, 347–350

case questions

, 361

case study

, 359–361

changes in business and operational activities

, 356

interpretive method approach

, 352–353

key crisis/challenges faced by aviation players

, 350–351

key impact of COVID-19 pandemic to

, 354–357

literature review

, 345–352

pandemic COVID-19, global and local outlook of aviation sector

, 345–350

recovery strategy, company image and brand reputation

, 357–358

revenue and huge losses

, 355–356

strategy and reputation of aviation players

, 351–352

travel restriction domestic and international passenger

, 356

underprepared situation

, 356–357

Axial coding

, 529

Back and forth information flow

, 533

Behavioural intention

, 458

Bias-laden ML algorithms

, 131

Bibliometrics

, 423

Big data

, 293–294

Black Swan event

, 367

Blackboard system

, 202–203

Blended learning

, 191

case questions

, 207

case study

, 206–207

future research directions

, 206

intrinsic and extrinsic motivation

, 198–205

nature and significance of current study

, 192–197

pandemic shaping teaching

, 191–192

Brand

, 228–229

Brand awareness

, 456–457

Brand co-innovation

, 541

case questions

, 557

case study

, 556–557

conceptual framework

, 555

research background

, 541–545

research hypotheses

, 546–554

Brand coherence challenge

, 75

Brand communication for re-branding

, 256–257

Brand engagement

, 287

CE strategy on brand engagement properties

, 418–419

digital content marketing in

, 282–283

properties on brand engagement outcomes, with moderating role of longevity

, 420–421

Brand identity consistency

, 19

Brand loyalty

, 95

Brand structure

corporate identity

, 153–154

corporate social responsibility

, 156–157

Branding

, 5, 51, 54

for multi-stakeholder communication

, 246–250

reconfiguration

, 37

Business ethics and technology

, 130

Business model

changes

, 358

for digital

, 267–270

Business to business markets (B2B markets)

, 228

Business to customer (B2C)

, 545

context

, 5

markets

, 228

Buyer-to-supplier identification

, 229

Buyer–supplier relationships (BSRs)

, 6, 213–214, 216

case questions

, 236

case study

, 234–236

communication, brand, and identity in

, 226–230

future research directions

, 231

opportunism

, 218–223

research background

, 213–214

specific investment

, 216–218

typology

, 230–231

Changes in business and operational activities

, 356

Chief digital officer (CDO)

, 74–75, 80–81

Chief sustainability officers (CSOs)

, 383, 385

Citation analysis

, 403

City marketing plans

, 307

case questions

, 321–322

case study

, 319–321

future research directions

, 317–319

goal-oriented project planning as supportive tool

, 312–313

hidden strategy

, 312–313

nature and range of issue

, 315

participants

, 315–317

reasons for involvement and expected results

, 314–315

solutions and recommendations

, 313–317

Cloud computing model

, 267–268

Co-creation

, 379, 381, 532, 544

Co-creativity

, 38–39

Co-creators

, 12–13

Co-innovation

, 542, 545–546

Coalition Against COVID-19 (CACOVID)

, 8, 434, 443, 445

Codes

, 330

Coding stage

, 529–536

Collaboration

, 379–381

Collegial model of control

, 473

Colour coding

, 334

Coloured lithography

, 152

Common latent factor method (CLF)

, 482

Common method factor (CMF)

, 482

Common Method Variance (CMV)

, 482–483

Communication

, 3, 13, 15, 58–59, 64, 226, 228, 381, 533

as tool

, 328

Communicative Constitution of Organization approach (CCO approach)

, 371–372

Communitas

, 38

Community model

, 267–268

Community of Inquiry (CoI)

, 205

Complexity

, 365–366

Composite reliability (CR)

, 481

Consistency

, 14

Constituents

, 378

Constructed emotion theory

, 33–34

Consumer brand engagement (CBE)

, 410

Content characteristics

, 285–286

Content volume and valence

, 288

Contracts

, 215–216

Control groups

, 193

Controlled communication

, 18–19

Controlled corporate communication

corporate identity

, 155

corporate social responsibility

, 159

Conventional marketing communication

, 20–21

Cooperation

, 227, 266–267

Corporate advertising

, 250–251

Corporate behaviour

, 154–155

Corporate brand communication

, 6–7, 245–246, 249–250

branding for multi-stakeholder communication

, 246–250

case question

, 257–258

case study

, 256–257

corporate advertising

, 250–251

corporate rebranding

, 252–253

corporate sponsorships

, 251

future research

, 255–256

in higher education sector

, 250

internal branding

, 251–252

managerial implications

, 255

theoretical implications

, 254–255

Corporate branding

, 101–102, 106

Corporate brands

, 129, 365

business ethics and technology

, 130

case questions

, 139–140

case study

, 139

ethical challenges

, 129–130

ethical challenges of technology and corporate brand responsibility

, 130–131

future research directions

, 139

human autonomy and manipulation

, 133–134

identity

, 13–15

implications for corporate brand reputation and sustainability

, 376–381

issues

, 135

reputation

, 376–381

solutions and recommendations

, 138–139

stakeholders’ communication

, 6

technology and future of employment

, 135–136

technology and governance

, 136–137

technology and human well-being

, 136

technology and personal integrity

, 137

technology and trust

, 137–138

and technology ethics

, 131, 133

trust

, 134–135

Corporate communication (CC)

, 3, 20, 150, 246, 249

Corporate communication mix. See Total corporate communications

Corporate design corporate identity

, 162

Corporate identity

, 6, 13, 147, 149, 151

antecedents

, 153–156

case questions

, 170

consequences

, 160–162

corporate reputation

, 160–161

external change affects identity

, 169–170

future research

, 167–168

Logica plc

, 169

management communication activities

, 153

managerial implications

, 166–167

moderators

, 162–164

theoretical contribution

, 165–166

theoretical framework

, 152–164

theoretical underpinning for

, 151–152

value

, 148

Corporate image

, 147–148

Corporate level communication

, 71

Corporate mission

, 172

Corporate philosophy

, 149–150

Corporate rebranding

, 252–253

Corporate reputation

, 153–154

non-financial brand performance

, 161–162

Corporate social responsibility (CSR)

, 153, 373, 556–557

antecedents

, 156–160

corporate identity

, 153

Corporate social responsiveness (CSR2)

, 373

Corporate sponsorships

, 251

Corporate structure

, 170

Corporate sustainability (CS)

, 7, 365, 371, 373

case questions

, 385

case study

, 383–385

future research directions

, 381–382

global disruption

, 366, 368, 373, 376

learning to operate in complexity

, 382–383

organization as social enterprise

, 370–371

protecting profit and planet

, 384

S30

, 384

shareholder support for ESG focus

, 384

sustainability

, 384

value-led sustainability

, 384–385

Corporate values

, 172

Cosmetic and beauty industry

, 102–103

COVID-19

pandemic

, 31, 366, 433–434

tests

, 45

Creating shared value (CSV)

, 556–557

Crowd diversity

, 286–287

Cultural barrier

, 74–75

Culture

, 92–95

Culture-control

, 474, 478

Customer characteristics

, 286

Customer co-production (CCP)

, 468, 478–479

Customer e-participation

, 287

Customer engagement (CE)

, 7–8, 393, 533, 544

brand engagement properties on brand engagement outcomes, with moderating role of longevity

, 420–421

case study

, 423–424

case study questions

, 424

conceptualization and measurement

, 410

conceptualizations

, 396–397

ecosystems

, 410–411

integrated framework for future brand engagement research

, 416–418

limitations

, 422

literature review

, 395–404

managerial implications

, 421–422

method

, 402–404

moderating role of online community attribute

, 419–420

online brand communities engagement

, 410

and perceived value

, 411

research

, 395–398

research background

, 393–395

results

, 404–411

strategy on brand engagement properties

, 418–419

theoretical perspectives

, 399–401

Customer participation

, 286–287

Customer relationship management (CRM)

, 75–76, 556–557

Customer to customer (C2C)

, 545

Customer value proposition changed

, 532

Customer-centric outcomes

, 505, 507

Customer-centricity

, 72–74

Customer-integration

, 468, 471

Customer-orientation

, 532

Darax case study

, 234–236

Data-analytical process

, 403–404

Dematerialization

, 263

Digikala case study

, 537

Digital advertising campaigns

, 20–21

Digital business model

, 532

Digital co-creation

, 557–558

Digital communication

, 22, 533

Digital content marketing

, 281

activities

, 284–288

in brand engagement

, 282–283

and brand engagement constructs

, 288–291

case questions

, 295–296

case study

, 294–295

future research directions

, 291–294

research background

, 281–283

Digital culture

, 532

Digital influencers

, 106–107

Digital marketing

, 284

communication

, 20–21

Digital media in marketing communications

, 20

Digital platforms

, 543

Digital space

, 526

Digital technologies

, 130, 132–133

Digital transformation

, 521, 525, 527

5C and OVP

, 523–525

case questions

, 537–538

case study

, 537

coding stage

, 529–536

creating and capturing value

, 522–523

future research

, 536

methodology

, 527–529

research background

, 521–522

research findings

, 529

studies on

, 534

Digital values

, 533

Digitalization

, 71, 529

Distinctiveness

, 14

Eco-innovation

, 451, 455–456

case questions

, 460–461

case study

, 459–460

conceptual framework

, 455

fashion brand image, lovemark and behavioural intention

, 458

fashion brand image and purchase intention

, 457

fashion brand image and word of mouth

, 457–458

fashion innovativeness, value co-creation and fashion brand image

, 457

fashion innovativeness and fashion brand image

, 456–457

formation of research questions

, 454

literature review

, 455–458

managerial contribution

, 459

and perceived level of fashion innovativeness

, 456

practices

, 451–452

research gaps

, 453–454

theoretical contribution

, 458–459

Education

, 438–439

Educational institutions

, 199

Educational technology

, 195

Effective communication

, 148, 434

Electronic word of mouth (e-WOM)

, 18, 21

Emotions

, 34

Empathy

, 35

affect

, 38–39

Empiricism

, 532–533

Employee behaviours

corporate identity

, 154–155

corporate social responsibility

, 158

Engagement

, 282–283, 378

Enterprises

, 265

Environment

, 471–472

Environmental, social and governance (ESG)

, 383

Ernst & Young organization (EY organization)

, 384

Erosion

of culture

, 375–376

of trust

, 374–375

Etro

ground zero to digital transformation

, 79–81

total omnichannel conversion

, 81–82

Expected results

, 314

Experimental groups

, 193

Exploratory factor analysis (EFA)

, 394, 402

Extrinsic motivation

, 198–205

impact on blended learning

, 199–202

Extrinsic motivators

, 197

Face-to-face learning sessions

, 203

Facebook

, 22

Facilitation, transformation and usage framework (FTU framework)

, 469

Fashion brand image

, 456–458

Fashion innovativeness

, 456–457

Federal Capital Territory (FCT)

, 444–445

Fertility Center

, 333

Fever checks

, 45

Financial success outcomes

, 505

5C

, 523–525

Flexibility

, 369–370

Fourth Industrial Revolution (4IR)

, 438–439

Framing messages

, 58–59

Free business model

, 267–268

Freemium business model

, 267

Future employment

, 129

Geospatial Content Management System (GEO CMS)

, 81

Global disruption

, 366, 368, 373, 376

Global values

, 39

Goal-oriented project planning (GOPP)

, 312, 316

as supportive tool

, 312–313

Governance

, 136–137

Green Recovery

, 383

Gucci, Guccio

, 271–274

history

, 271–272

new route

, 272–273

technological tools

, 273–274

Hajj

, 89, 96

Halal

, 53, 64

endorsements

, 54–55

food production businesses

, 52

negative image and reputation

, 55–56

non-Muslim consumers and loyal consumers

, 59

Healthcare

, 438

Hedonic products

, 121

Hidden strategy

, 312–313

Hierarchical analysis (HCA)

, 394, 402, 404

Higher education (HE)

, 11

case questions

, 25–26

corporate and higher education stakeholders

, 12–13

corporate brand identity and communication

, 13–15

managerial implications

, 23

marketing communications

, 15, 21, 23

Nick’s journey

, 24–25

stakeholders

, 11–12

Higher education institutions (HEIs)

, 245–246, 254

Honar Tabiaat Segal

, 294–295

Horizontal communication

, 248–249

Hospital design

, 326

Hospital Moinhos de Vento, Porto Alegre, Brazil

, 336–337

Hospitality consumption mood

, 31

affects on

, 35

case questions

, 45

case study

, 44–45

psychological impact on

, 33

theoretical assumptions

, 33–43

Hospitality provider

as creators

, 42

as facilitator

, 42

Human autonomy and manipulation

, 133–134

Human well-being

, 136

Hypothesis testing

, 483–485

Identity

, 5, 14, 229–230

Immersive technologies

, 268

In situ

, 266

Inconvenience

, 35

affect

, 41–43

Industrial brand

, 228

Industrial buyers

, 228–229

Informal management control

, 477

Information and communication technology (ICT)

, 440, 545

Information cascades

, 105–106

Information-processing

, 381

Infrastructure as a service (IAAS)

, 267–268

Innovation

, 543

Innovativeness

, 451–452

Instagram

, 102–103

accounts’ characteristics and consumers’ behavioural intentions

, 104–105

Integrated marketing communications (IMC)

, 18, 70, 85

evolutionary process

, 72

single channel view to

, 69–72

Integrated stakeholders’ communication

, 69

case questions

, 84

customer-centricity

, 72–74

Etro

, 79, 81–82

future research directions

, 84

omnichannel approach

, 74–76

omnichannel management in luxury fashion industry

, 76–79

single channel view to integrated marketing communications

, 69–72

Internal branding

, 251–252

Internal communication

, 251–252

Internal stakeholder

, 246

International Air Transport Association (IATA)

, 344–346, 350, 360

International Civil Aviation Organization (ICAO)

, 346, 360

International Corporate Identity group (ICIG)

, 150

Internet of things

, 293–294

Interpretive method approach

, 352–353

data collection and sampling

, 352–353

interview guide/interview protocol

, 353

Intimacy, affective associations

, 456

Intrinsic motivation

, 198–205

impact on blended learning

, 198

learning

, 199

Intrinsic motivators

, 197

Islam

, 53, 89

Islamic branding

, 63, 89–90

case questions

, 96

case study

, 96

culture and

, 92–95

future research directions

, 95

levels of consumption in Quran

, 90–92

Muslim consumer

, 90

outcomes

, 95

religious beliefs and

, 92

Islamic Food and Nutrition Council of America (IFANCA)

, 52–53

Islamic marketing

, 51–54

Joint United Nations Program on HIV and AIDs (UNAIDS)

, 438

Kanoon Iran Novin case study

, 556–557

Kinder-Lyden berg, Domini and Co., Inc. (KLD)

, 157–158

Knowledge, increased

, 533

Knowledgeable customers

, 532

Le Louarn’s scale

, 455

Leadership

, 378

Learning to operate in complexity

, 382–383

Legal concern management

, 76

Linked-In

, 22

Liquid society

, 263

Location layers

, 266

Lockdown

, 41

Logica plc

, 169

Lovemark

, 458

Loyalty, decreased

, 532

Luxury

fashion industry

, 76–79

things

, 91–92

Machine learning

, 293–294

Maintenance repair and overhaul organization (MROs organization)

, 351

Management communication

, 247–248

activities

, 173

Manufacturing

, 439

Marker variable (MV)

, 482–483

Marker variable method (MVM)

, 482

Marketing communications

, 15, 21, 248

controlled and uncontrolled communication

, 18–19

conventional and digital

, 20–21

personal and non-personal

, 16–18

Marketing mix

, 20

Mass media

, 45

Melissa case study

, 459–460

Mendot

, 235

Meso system

, 504

Meta-theoretical perspectives used for BE

, 398–402

Millennium Development Goals

, 368–369

Mixed reality (MR)

, 268–269

Mobile payments

, 439

MOOCs

, 194–195

Moods

, 34

Motivation

, 195

impact on blended learning

, 197–198

Motivators

, 197

Moving towards cooperation among competitor

, 357–358

Multi-channel digital communication strategy

, 265

Multi-dimensional scaling (MDS)

, 394, 402

Multi-grounded theory

, 528

Multi-stakeholder communication

, 3–4

branding for

, 246–250

Multichannel approach

, 72–74

Multichannel strategy

, 85

Multidimensional IMC

, 71

Multidisciplinary approach

, 7, 541

Multilateralism

, 367

Muslim consumer

, 90

Negative reputation

, 55–56, 64

Nigeria Centre for Disease Control (NCDC)

, 437

Nigerian Government

, 434, 443, 445

Non-digital technologies

, 132

Non-financial brand performance

, 161–162

Non-Muslim consumers

, 52

Non-personal communications

, 16–18

Non-personal promotion (NPP)

, 16

Non-representational theory (NRT)

, 37

Nucleic Acid testing (NAT)

, 351

Omnichannel

approach

, 71, 73–74, 76

management in luxury fashion industry

, 76–79

marketing

, 73

strategy

, 85

Online brand communities engagement

, 410

Online brand engagement

, 423

Online communities

, 18

Online community attribute, moderating role of

, 419–420

Online learning systems

, 204

Online media

, 435–437, 440

for stakeholders’ communication on COVID-19 in Africa

, 436–437

Online opinion leaders

, 116

Online payment

, 532

Open coding

, 529

Opinion leaders

, 106

Opportunism

, 214, 218, 223

in buyer–supplier relationships

, 219–220

comprehensive model

, 220–223

Optichannel strategy

, 85

Optimal value proposition (OVP)

, 522–523, 525

Order Management System (OMS)

, 81

Organic view of the brand (OVB)

, 544

Organization as social enterprise

, 370–371

Organizational culture

, 381, 475

Organizational purpose

, 386

Organizational structure

corporate identity

, 154

corporate social responsibility

, 157–158

Organizational-commitment

, 475–478

Originality

, 104

Out-group customers

, 64

Pandemic shaping teaching

, 191–192

Pandemic travel toolkit

, 44

Partial least squares (PLS)

, 109–111

Partial least squares structural equation modelling (PLS-SEM)

, 109, 111, 483

Participatory action research (PAR)

, 310–311

Past SST experiences

, 503, 506

Pay per Click

, 267

Pay What You Want (PWYW)

, 267–268

Pay-per-ARmeet

, 266–267

Pay-per-play

, 266

Peer-to-peer activity (P2P activity)

, 541

Perceived behavioural control

, 95

Perceived quality

, 105

Perceived value

, 411

Performance appraisal

, 215–216

Performance documentation (PD)

, 474–475, 481–482

Personal communications

, 16–18

Personal integrity

, 129, 137

Personal promotion (PP)

, 16

Personalization approach

, 18

Personalized Online Training System (POTS)

, 203–204

Personalizing online learning system

, 203–204

Phygital model

, 263

Pictograms

, 330–331

Place branding

, 307–308

Place marketing

, 307–308

Place promotion

, 307–308

Platform as a service (PAAS)

, 267–268

Polymerase chain reaction test (PCR test)

, 37

Premium business model

, 267

Price fairness

, 553

Primary communication

, 248–249

Procedural-knowledge (PK)

, 472, 474, 481–482, 486

Product, price, promotion, place and people (five Ps)

, 52

Product, promotion, place, people, process and physical evidence, promise and patience (seven Ps)

, 52

Product maven

, 106

Product-related connections

, 544

Project core team (PCT)

, 313–314

Project Management Methodology (PM²)

, 311

Project planning matrix (PPM)

, 316–317

Promotional tools

, 15–16

Proper wayfinding design

, 327

Prospective students

, 12–13

Purchase intention

, 95, 457

Quadruple bottom line (QBL)

, 372–373

QUAL strand

, 320

Qualitative research methods

, 193

Quality

, 285–286

Quality-control initiatives (QCIs)

, 8, 467

and customer co-production

, 478–479

data analysis and results

, 480–485

data collection and sample

, 480

environment and

, 471–472

limitations and future research recommendations

, 489–490

managerial implications

, 488–489

measures

, 480

organizational-commitment and

, 475–478

performance documentation and types of control

, 474–475

procedural-knowledge and type of control

, 472–474

research background

, 467–468

and service-quality-performance

, 479

theoretical and managerial implications

, 488

theoretical background and hypothesis development

, 469–471

QUAN strand

, 320

Quantitative research design

, 192–193

Quran, levels of consumption in

, 90–92

Recognition & targeting

, 266–267

Relational buyer–supplier relationships

, 215–216

Relationship marketing

, 398

approach

, 14

tactics

, 17

Relevance

, 378–379

Reliability

, 481–482

Religion

, 439–440

Religious beliefs

, 5, 92

Religious endorsements

, 54

Religiously endorsed products (RLPs)

, 63

Represencing of value

, 37

Reputation

, 5

model

, 14

Research and development (R&D)

, 217–218

Resilience

, 369–370

Revenue and huge losses

, 355–356

S30

, 384

Sadaf Beauty

, 120

Salat

, 89

Sawm

, 89

Scarcity

, 35

affect

, 36–38

Scientific Center for Consultations and Development (SCCD)

, 206–207

Scientific research approaches

, 193

Seamlessly integrated channels

, 71

Search Engine Optimization (SEO)

, 436

Secondary communication

, 249

Selective coding

, 529

Self-service technology model (SST model)

, 8, 501

attitude

, 503–504, 506

behaviour

, 503–504, 506

case questions

, 511

case study

, 510–511

characteristics

, 503

constructs in service ecosystem levels

, 503–505

environment

, 504–505

future research directions

, 508–510

platforms

, 504–505

providers

, 504, 507

readiness

, 503, 506

relationships between SST constructs in service ecosystem

, 505–508

research background

, 501–503

Semi-structured interviewing method

, 528

Sensuality, sensory associations

, 456

Service ecosystems

, 502

relationships between SST constructs in

, 505–508

self-service technology constructs in service ecosystem levels

, 503–505

Service innovation

, 451, 455–456

Service provision

, 467–468

Service-dominant logic (S-D logic)

, 393–394, 398

Service-quality-performance (SQP)

, 479

Service-quality-performance

, 470

Shahada

, 89

Shared economics

, 541

Shared economy platforms (SEPs)

, 545–546

Shared value

, 457

Sharia

, 91, 93

sources

, 93

Sharing capacity/network

, 357

Sharing economy (SE)

, 542

Signage

, 328–329

Single channel view to integrated marketing communications

, 69–72

Snapp platform

, 510–511

Social disruption as complexity

, 374

Social distancing

, 38

Social enterprise

, 370–371

Social exchange theory

, 393, 398, 402

Social gaming

, 266

Social identity

, 56–58

Social interaction

, 195–196

impact on blended learning

, 205

Social isolation

, 41

Social media

characteristics

, 284–285

influencers

, 282–283

platforms

, 21

Social media opinion leadership

, 5–6, 101

case questions

, 121

case study

, 120

future research directions

, 118–119

literature review and hypotheses development

, 104–107

measures

, 109

mediating role

, 105–107

practical implications

, 116–117

research context and data collection

, 107–109

results

, 112–116

statistical procedures

, 109–112

theoretical implications

, 117–118

Social networking

, 71

sites

, 101–102

Social presence

, 205

Sociological intervention (SI)

, 310–311

Software as a service (SAAS)

, 267–268

Software Development Kits (SDKs)

, 504–505

Source characteristics

, 285

Source credibility

, 285, 289

Source likability

, 285

Specific investment

, 214, 216, 218

in buyer–supplier relationships

, 219–220

comprehensive model

, 220–223

Stakeholder communication

, 4–5, 8, 101, 433

case questions

, 445

case study

, 443–445

challenges in online setting

, 440–441

future research directions

, 443

and online media

, 435–437, 440

online media for stakeholders’ communication on COVID-19 in Africa

, 436–437

recommendations

, 442–443

Stakeholder theory

, 370

Standards and procedures barrier

, 75–76

Staycations

, 42–43

Stimulus-organism-response model (SOR model)

, 505

Strategic City Marketing Plan (SCMP)

, 318

Strategic consumer-centred approach

, 70–71

Strathclyde statement

, 150

Strong form of opportunism

, 218

Subjective norms

, 94

Subsistence

, 91

Sufficiency

, 91

Supplier-to-buyer identification

, 229–230

Sustainability

, 368–369, 375, 384

integrated systems approach to

, 369

Sustainable development

, 368

SWOT analysis

, 314, 320

Symbolic identity

, 14

Target segments

, 13

Targeting

, 315

Technological ill-being

, 136

Technology

adoption

, 358

ethics

, 133

and future of employment

, 135–136

and governance

, 136–137

and human well-being

, 136

impact on blended learning

, 202–204

industry

, 440

in learning environment

, 196–197

and personal integrity

, 137

and trust

, 137–138

Tertiary communication

, 249

Toblerone

, 59–63

Top management behaviour

corporate identity

, 155

corporate social responsibility

, 158–159

Total corporate communications

, 248–249

Tourism

, 346–347

Transactional buyer–supplier relationships

, 215–216

Transfers

of caring meanings

, 40

of recovery meanings

, 40–41

of solidarity meanings

, 41

Transparency

, 14

Trauma

, 35

affect

, 39–41

Travel restriction domestic and international passenger

, 356

Triple Bottom Line (TBL)

, 371

Trust

, 134–135, 137–138

Two-step flow model of influence

, 105–106

Two-way interactive communication

, 70–71

UN Commission on Sustainable Development (CSD)

, 368

UN Rio120 meeting

, 368–369

Uncontrolled communication

, 18–19

Uncontrolled corporate communication

corporate identity

, 156

corporate social responsibility

, 159–160

Underprepared situation

, 356–357

United Nation support programme (UNSP)

, 96

User experience (UX)

, 532–533

Uses and gratifications theory

, 402

Utilities

, 266

Validity

, 481–482

Value co-creation

, 457, 554

Value creation

, 522–523, 552–553

Value-led sustainability (VLS)

, 384–385

Vertical communication

, 248–249

Virtual customer assistants (VCAs)

, 42

Virtual reality (VR)

, 268–269

ethics

, 139

Visibility

, 14

Wayfinding

, 7, 325, 328–329

benefits

, 335

best practices for healthcare wayfinding design

, 332–335

case questions

, 338

case study

, 336–337

design

, 327–331

designers

, 328

experiences to focusing well-being

, 326–327

future research directions

, 336

general insights

, 327–329

good practices

, 332–335

origin

, 327–328

particular insights regarding hospitals

, 329–331

pictograms

, 330–331

Weak form of opportunism

, 218

Web of Science database (WOS database)

, 403

Well-being, experiences to focusing

, 326–327

Whole Foods

, 55–56

Wicked organizational collaboration

, 380

Women’s Empowerment Principles (WEPs)

, 170

Word of mouth (WOM)

, 18, 21–23, 95, 457–458

World Health Organization (WHO)

, 437

World Trade Organization (WTO)

, 468

Zaka

, 89