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Although it is commonly agreed that prescriptive analytics can benefit organizations by enabling better decision-making, the deployment of prescriptive analytics tools can be challenging. Previous studies have primarily focused on methodological issues rather than the organizational deployment of analytics. However, successful deployment is key to achieving the intended benefits of prescriptive analytics tools. Therefore, this study aims to identify the enablers of successful deployment of prescriptive analytics.

The authors examine the enablers for the successful deployment of prescriptive analytics through five organizational case studies. To provide a comprehensive view of the deployment process, each case includes interviews with users, managers and top management.

The findings suggest the key enablers for successful analytics deployment are strong leadership and management support, sufficient resources, user participation in development and a common dialogue between users, managers and top management. However, contrary to the existing literature, the authors found little evidence of external pressures to develop and deploy analytics. Importantly, the success of deployment in each case was related to the similarity with which different actors within the organization viewed the deployment process. Furthermore, end users tended to highlight user participation, skills and training, whereas managers and top management placed greater emphasis on the importance of organizational changes.

The results will help practitioners ensure that key enablers are in place to increase the likelihood of the successful deployment of prescriptive analytics.

Drawing on the conservation of resources (COR) theory, we propose a mediated moderation showing how proactive personality (PP) and job crafting toward interests (JC-interests) influence the relationship between interest incongruence and cyberloafing.

We used a three-wave survey and collected data from 429 full-time employees working in different industries in China.

We found that interest incongruence was positively related to cyberloafing. Furthermore, this positive relationship was more significant when employees were low in PP or engaged in low levels of JC-interests. In addition, the moderating effect of PP was mediated by JC-interests.

These findings are helpful for organizations in figuring out how to mitigate the detrimental effects of interest incongruence by providing more support to proactive employees and implementing various JC interventions.

This study suggests that PP and JC-interests (resource gain strategy) could mitigate the positive effect of interest incongruence on employees’ cyberloafing.

The purpose of this study is to explore the relationship of gamification design elements on social play habit and we-intention to continue playing in a mobile multiplayer game context. The study further intends to reveal the mediating role of social play habit in the relationship between gamification design elements and we-intention to continue playing.

The proposed model was empirically evaluated using survey data collected from 292 PUBG users based in Malaysia. PLS-SEM analysis was used to assess the model since it includes formative and reflective constructs.

The results indicated that gamification design elements significantly affect social play habit in a positive direction. In the simultaneous condition, social play habit also significantly affects the we-intention to continue playing the mobile multiplayer game. However, these three elements of gamification design did not significantly affect the formation of we-intention to continue playing in the context of mobile multiplayer games. Notably, social play habit was found to fully mediate the relationships between immersive-related interaction, achievement-related interaction, social-related interaction and we-intention to continue playing.

This study highlights the importance of social play habits as a factor linking the relationship between gamification design elements and we-intention to continue playing. In addition, this study also provides significant insights for the game creators to emphasise the gamification design elements so that the sustainability of the game can be secured from the perspective of retaining the current users through the social play habit element.

The study is noteworthy because it is the first attempt to use gamification design elements to explain how social play habit affect the formation of we-intention to continue playing in the setting of a mobile multiplayer game environment. In addition, the findings may add to the body of knowledge in the field of gamification theory.

The present study aims to gauge the experience of gender non-binary (NB) employees in the context of employee value propositions (EVP) in Indian enterprises and make suggestions for organizations to align their gender-aligned interventions with the EVP framework.

Qualitative methodology was used for collecting data through semi-structured interviews and subsequent analysis of the transcripts. The data was gathered from 10 NB participants working in Indian enterprises with the use of non-probabilistic purposive snowball sampling.

The analysis revealed eight themes representing the good, bad and ugly experiences of NB individuals within the context of EVP. These findings underscore the potential of enriching value propositions for employees to promote gender inclusion in corporate settings, contributing to long-term organizational success.

The study offers both theoretical and practical implications for fostering inclusivity at the workplace. It suggests that policymakers and organizations should align EVP with diversity and inclusion initiatives, re-evaluate hiring processes and promotion policies to ensure equal opportunities for NB individuals, provide regular staff training to address biases and implement inclusive insurance policies and representation in employee resource groups (ERGs).

This study provides unique insights into the experiences of NB employees within the framework of EVPs in Indian organizations.