Search results

Artificial intelligence–enabled voice assistants (VAs), such as Amazon's Alexa, Google Assistant, and Apple's Siri, are available in smartphones, smart speakers, and other digital devices and channels. Use of these VAs is growing rapidly and are expected to significantly impact purchase intentions. This article focuses on how the communications enabled and provided by these VAs influence VA evaluations and usage intentions, contingent on the stage of the customer journey.

This paper builds from work on VAs, work on artificial intelligence (AI) and work on communications, to offer a comprehensive and up-to-date understanding of how VA evaluations and usage intentions may be impacted by the communications from VAs, contingent on the stage of the customer journey.

This paper proposes a model for VA enabled communications impact VA evaluations. It builds from work on VAs, AI, communications, and customer journey management. In the proposed model, VA evaluations are not only impacted by source, message and recipient characteristics (per prior communication models), but also by (1) VA/AI specific features, like perceptions of humanness and perceptions of artificiality, and (2) stage of the customer journey.

This paper provides guidance to firms, as regards how VA communications may influence VA evaluations and usage intentions. As an initial conjecture, (1) increasing perceptions of humanness, (2) decreasing perceptions of artificiality (3) a better fit between communications style (e.g. abstract vs concrete), and request type (e.g. transactional vs informational) (4) a better fit between VA communications (e.g. information vs banter), and consumer perceptions of the VA (servant vs partner) and (5) a better fit between VA communications and the stage of the customer journey may positively influence VA evaluations and VA usage intentions.

This paper provides a fresh look at the impact of VA communications, clarifying how such communications impact VA evaluations and usage intentions at various stages of the customer journey.

The purpose of this study is to investigate the significance and impact of strategic knowledge management (SKM) practices and organisational change capacity (OCC) in improving strategic thinking and strategic orientation in small and medium-sized enterprises (SMEs) and their contribution in overall improvement of entrepreneurial performance.

Quantitative research methodology using partial least square structural equation modelling with data of 296 sample from the target group as managers and owners from various SMEs in the UK has been used in the study.

The findings suggest that SMEs that invest in SKM and OCC are more proficient at adjusting to fluctuations in the business landscape and develop effective strategies that lead to improved entrepreneurial performance. The study provides evidence that SKM encompasses more than just the acquisition and use of information. It also involves the establishment of a learning and innovation culture that facilitates strategic thinking and direction. Similarly, OCC is not just about implementing change but also about developing the agility and flexibility to adapt to market changes, consumer demands and technology.

According to the research, SMEs may boost their entrepreneurial performance and keep a competitive advantage in the modern, dynamic business environment by investing in SKM and OCC. The capacity of SMEs to implement SKM and organisational change should be encouraged and supported by policymakers and practitioners, who should also offer the necessary tools and assistance to do so.

This study offers a valuable addition to the previously published works on SKM and OCC within SMEs. It offers empirical data that highlights the significance of SKM and OCC in fostering strategic thinking, strategic orientation and ultimately, boosting entrepreneurial performance. The study also highlights the challenges faced by SMEs in implementing SKM and OCC and provides recommendations for overcoming these challenges.

This study was design to investigate of P. aeruginosa, an example of Gram-negative bacteria, in seven primary and secondary schools of Baghdad city, and the effects of Ethanol and Dettol of P. aeruginosa biofilm.

Seventy swabs were collected from seven primary and secondary schools of Baghdad city, Iraq, during November -December 2022. Swabs were collected from classes desk, doors handles, students hands and water taps. Standard microbiological testing methods were used on the samples for isolation and identification. The ability of bacteria to form biofilm and the effects of Ethanol and Dettol on “preformed” biofilms was examined by microtiter plate with the use of an ELISA reader.

In 70 swabs from seven primary and secondary schools, growth was observed in 33 swabs as P. aeruginosa. Primary schools were higher contaminated than secondary and water taps and door handles represented the main source of this contamination. The ability of bacteria to produce biofilm was observed in 19 (57.6%) isolates and 14 (42.4%) nonbiofilm producers. As well as, Ethanol (70%) treatment of preformed biofilms led to enhance biofilm formation and revealed significantly greater staining after 4 and 24h than Dettol (3%) compared to an untreated control (tryptic soy broth (TSB) incubation).

Studies on P. aeruginosa in Iraqi schools are quite rare. This work is considered distinctive because it drew attention to the presence of pathogenic bacteria within primary and secondary schools, which are not considered their natural environment.

This study aims to explore the determinants of engagement with and of stakeholders in corporate social responsibility (CSR) decision-making.

Using stakeholder theory, this study is mainly based on business ethics and CSR literature to develop a model depicting social and organizational contextual factors for engagement in the context of CSR decision-making.

This study identifies nine antecedents for engagement with and of stakeholders in CSR decision-making. Based on stakeholder perspective, the author explores how engagement constructs are influenced at both social and organizational levels by the determinants stakeholder pressure, stakeholder roles, stakeholder resources, stakeholder relationships, stakeholder management, two-way communication, procedural justice, interactional justice and stakeholder proactive strategy.

This study provides insights for companies regarding the determinants underlying engagement to reflect its importance in the context of CSR decision-making.

A better understanding of the determinants of engagement is critical because engagement contributes to achieving “win-win” solutions that ensure increased stakeholder satisfaction.

To the best of the author’s knowledge, this paper is one of the first to explore the determinants of engagement with and of stakeholders in CSR decision-making at both social and organizational levels by referring to stakeholder theory.