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The study examines the potential moderating effects of repeating purchase cues and product knowledge on the relationship between the varying consistency of the review set and causal attribution. This study also investigates how causal attribution correlates with the perceived misleadingness of the review set.

A scenario-based experiment was conducted with 170 participants to explore the relationship between the consistency of the review set and causal attribution and how repeating purchase cues and product knowledge moderates this relationship.

Findings suggest that inconsistent review sets lead to more product (vs reviewer) attribution than consistent review sets. The repeating purchase cues mitigate the negative relationship between the consistency of the review set and product attribution, whereas product knowledge mitigates the positive relationship between the consistency of the review set and reviewer attribution. Furthermore, the results indicate that high product attribution and low reviewer attribution are associated with low perceived misleadingness.

This study is novel because it examines the moderating effects of repeating purchase cues and product knowledge on the relationship between the consistency of the review set and causal attribution. It adds to the literature by shedding light on the causal attribution process underlying the formation of perceived misleadingness of online reviews. The findings of this study provide valuable insights for managers on how to enhance the positive effects of consistent review sets and mitigate the negative effects of inconsistent review sets.

With the increasing competition and rise in the number of brands in almost every product category, consumers need help to figure out authentic brands. Thus, it becomes imperative for marketers to examine the factors that influence the perceptions of brand authenticity (PBA) and its favorable outcomes for the brand. This paper aims to explore the critical antecedents (i.e. “brand heritage” and “brand nostalgia”) and consequences [i.e. “consumer brand engagement” (CBE) and “perceived brand ownership” (PBO)] of PBA in this study.

In total, 368 responses were collected online through a self-administered survey method and were analyzed using structural equation modeling in AMOS v 25.

The findings reveal that both brand heritage and brand nostalgia can affect PBA. In addition, PBA engenders CBE and PBO among consumers toward the brand.

The study findings help the marketers to find ways to induce authenticity perceptions among consumers about their brands, which can further translate into PBO and CBE.

This study empirically verifies a model to enhance PBA through brand heritage and nostalgia. Further, it explores CBE and PBO as the potential outcomes of PBA.

The study explores how mobile governance affects the administrative burden on older adults, focusing on learning, psychological and compliance costs.

Using attribution theory, the research employs a quantitative research design, utilizing surveys to gather data from 516 older adults across three cities in China: Quzhou, Wuhan and Shanghai. The study examines how intrinsic factors and extrinsic factors of m-government interfaces impact older adults’ administrative burden.

Perceived complexity increases learning, psychological and compliance costs for older adults. Personalization and high-quality information decrease these costs, enhancing user satisfaction. Visual appeal decreases anxiety and psychological costs.

This research links attribution theory with m-government’s administrative burden on older adults, offering new insights into optimizing m-government to serve older adults better.

This paper’s objective is to provide a systematic literature review of the contextual factors affecting downward communication from supervisors to subordinates in the audit environment. In addition, this review identifies emerging research themes and directions for future research.

I accomplish this review’s objectives by leveraging communication literature to establish a framework to identify and synthesize contextual factors affecting downward communication in the audit environment. The review identifies 50 published articles in the last 20 years from leading accounting and auditing journals.

This study consolidates research findings on downward communication under two primary contextual factors: (1) message and (2) channel. Findings indicate that empirical research examining communication in audit is fragmented and limited. Studies examining the message focus heavily on its content and treatment in the areas of feedback, nonverbal cues, and fraud brainstorming, and a handful of additional studies examine the effectiveness of the channel in these areas. Additional research is needed to understand a broader set of supervisor–subordinate communication practices, including those that are computer-mediated, and their effect on subordinate auditors’ judgments and behaviors in the contemporary audit environment.

Much of the audit literature examining communication to date is topic-versus construct-based, making it difficult to see how the research findings relate to one another. This review is the first to synthesize the literature to provide academics recommendations for a way forward, and inform practitioners of communication practices whereby supervisors can be trained to improve audit quality.

This study aims to demonstrate that in the latter years of his life, Frederick Winslow Taylor embraced union participation in management decision-making and that interwar US Taylor Society members and organized labor extended his support for this endeavor.

This study engages with primary materials not previously present in the management history literature and secondary works generated by researchers in disciplines commonly ignored by management scholars.

This study contests the claim that the scientific managers reached out to unions only after Taylor’s death and demonstrates Taylor welcomed union participation in the management of enterprises, held it was necessary to “show” and not merely “tell” unions that scientific management could be “good” for them, that his inner circle and organized labor jointly promoted these propositions within F.D. Roosevelt’s New Deal administration, and that the US union movement was eventually compelled to settle for a form of industrial relations pluralism that limited their participation to bargaining over the conditions of employment and consequently doomed them to a disastrous future.

This study might support trade unionists develop strategies that may dampen employer hostility and thus revitalize the labor movement and assist management studies rediscover insights that once enabled the discipline to evolve beyond the enterprise. The latter is necessary for this study to live in an age when an increasing number of liberal market economies are characterized by austerity and retrenchment.

This study provides new evidence that demonstrates that Frederick Taylor embraced union participation in enterprise management and also that Taylor Society members actually made a significant contribution to Roosevelt’s New Deal labor policies.

This paper aims to examine Frederick W. Taylor’s role in institutionalising scientific management through the lens of institutional entrepreneurship. By analysing Taylor’s efforts in disrupting existing management norms and introducing new practices, this study provides insights into how his actions catalysed institutional change and the broader implications for management practices.

This research uses a socio-historical narrative analysis integrating historical research and the Institutional Entrepreneurship framework to explore Taylor’s role as an institutional entrepreneur, focusing on how he challenged and transformed the dominant management practices of his time.

This study reveals that Taylor successfully acted as an institutional entrepreneur by leveraging his social status and navigating field-level conditions like technological disruptions and labour demands. He strategically gathered allies, mobilised resources and overcame opposition from other stakeholders to legitimise scientific management. His actions also transformed work environments, including increasing the female workforce and mechanising clerical operations.

This paper opens avenues for further research into the role of institutional entrepreneurs in management history and the broader implications of their actions. It calls for more studies on the intersection of agency and institutional structures in shaping organisational practices.

Understanding Taylor’s role as an institutional entrepreneur provides modern managers with insights into how innovative management practices can be successfully implemented in the face of resistance.

This research provides a unique perspective on scientific management by integrating historical research with the Institutional Entrepreneurship framework, which has been largely underused in studies of Taylor’s work. It offers a fresh analysis of Taylor’s influence on management practices and highlights his role in institutionalising divergent change.