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This study examines how CEOs-elect navigate power dynamics with incumbent CEOs during leadership transitions, focusing on their strategic choices – cooperate, defect or disengage – based on perceptions of the incumbent’s behavior.

Using the game theory framework and insights from 22 interviews with executives from large Canadian organizations, we analyze CEOs-elect’s decision-making from nomination to ascension.

CEOs-elect cooperate when they anticipate the incumbent to cooperate and defect when they anticipate defection. When faced with uncertainty or signs of disengagement from the incumbent, CEOs-elect strategically choose to disengage, adopting a “No Play” strategy to preserve board trust and organizational stability.

Findings are based on large Canadian organizations, which may limit applicability to smaller firms, family businesses or different cultural contexts. Future research should examine CEO transitions across diverse organizational and cultural settings.

Boards should recognize proactively manage power struggles during transitions, ensuring support for CEOs-elect and promoting cooperation with incumbents. Understanding perceived incumbent strategies can improve transition planning, minimize conflicts and improve organizational outcomes.

This research introduces “No Play” as a novel strategic option in CEO transitions, contributing to game theory and power dynamics literature. It also bridges gaps in understanding by linking strategic choices of CEOs-elect to perceptions of incumbent behavior and stakeholder trust.

Trust is an important facilitator of successful B2B relationships. The purpose of this study is to investigate affect-based antecedents of both interpersonal and interorganizational trust, and their impact on the performance of buyer–supplier relationships. The authors ask two research questions: (1) What are affect-based dimensions of interpersonal and interorganizational trust? (2) How do interpersonal and interorganizational trust influence buyers’ operational performance?

The authors use data from an original survey of 156 buyer–supplier relationships between multinational enterprise subsidiaries and local suppliers in the Thai manufacturing sector to develop a structural model in which the authors test the hypotheses.

Consistent with social exchange theory and social psychology, the empirical analysis shows that affect-based dimensions at the individual level, namely, likeability, similarity and frequent social contact, and at the organizational level, namely, supplier firm willingness to customize and institutionalization of cooperation, are important for establishing trust. In addition, interpersonal trust enhances buyers’ operational performance indirectly via interorganizational trust.

Buying and selling firms may develop organizational trust by developing processes that enhance organizational trust. Individuals with purchasing or sales responsibilities may enhance trust in their personal relationship. However, such interpersonal trust needs to be translated to the organizational level to benefit organizational performance.

The findings contribute to the literature on affect-based antecedents and outcomes of trust. Specifically, the authors offer theory and empirical evidence regarding the contribution of salespersons toward affect-based dimensions of trust and its impact on buyer’s operational performance.

This study explores the shopping orientations of omnichannel customers through the lens of generational cohort theory, which influences their decision-making style while shopping online. It offers key insights into how Generations X, Y and Z interact with digital platforms, helping retailers adapt to the shifting dynamics of modern customers.

Using different customer decision-making styles, a comprehensive questionnaire was administered to a diverse sample selected via systematic probability sampling. The responses were analysed using multivariate and post hoc analysis to uncover generational and product-based differences in online shopping orientations.

The analysis reveals apparent generational differences. Gen Z is driven by affordability and quality, while Gen Y is brand-conscious and willing to pay premium prices. In contrast, Gen X exhibits strong brand loyalty, although younger generations show a decline in brand attachment. These findings suggest that retailers must blend online and offline channels to boost customer engagement and loyalty, especially among omnichannel customers.

The study relies on self-reported data, introducing the potential for recall bias, which could affect the accuracy of reported behaviours.

Understanding different generational cohorts’ distinct online shopping behaviours empowers marketers and retailers to craft personalised strategies that enhance customer engagement and drive brand loyalty and satisfaction. By tailoring experiences to the unique preferences of each generation, retailers can ensure seamless shopping journeys that resonate across product categories, maximising their market impact and customer retention.

By applying generational cohort theory, this study uniquely examines the underexplored group of omnichannel customers, offering fresh insights through multivariate analysis into how generational cohorts and product types shape online shopping behaviour, providing valuable guidance for retailers.

Job performance literature has evolved to address the aspects of performance thinking where knowledge sharing (KS) and emotions on the job are considered important. This study evaluates the influence of emotional intelligence (EI), mediated through KS, on job outcomes measured as job performance (JP) and job satisfaction (JS).

Structural equation modeling methods are used to investigate the degree of influence of EI on job outcomes through KS. The data for analysis has been collected from 227 project managers at Information Technology-Information Technology Enabled Services (IT-ITeS) firms.

The findings suggest that the EI has a positive and significant effect on KS. This implies that employees with high EI scores are more involved in the KS behavior. Furthermore, the findings suggest that KS partially mediates the relationship between EI and JP, and it fully mediates the relationship between EI and JS.

For KS, the answer lies in the recruitment and retention of emotionally intelligent persons rather than investing only in information technology. The study enhances the literature on knowledge management, sharing and EI.

The proposed research model suggests a successful infusion of KS within IT-ITeS firms. Knowing the EI of employees and, accordingly, changing their behavior towards sharing knowledge is probably a distinctive, most efficacious and essential strategy for augmenting job outcomes.

The study establishes the role of KS in translating the impact of EI on JP and JS. Furthermore, it contributes a novel framework of KS behavior.

This study aims to empirically examine the influence of transformational leadership on job satisfaction in Jordanian commercial banks through knowledge sharing as a mediator. The data were collected from 232 employees and then analyzed through regression analysis using SPSS. The results revealed that there is a significant influence of transformational leadership on job satisfaction, as well as a significant influence of knowledge sharing on this relationship. These findings imply that if managers adopt transformational leadership, their subordinates can be satisfied with their jobs, specifically if they facilitate knowledge sharing. This study sheds light on improving organizational performance and employee engagement in a specific context and provides excellent direction for future contributions.

The study investigates the relationship between social presence dimensions and customer brand engagement (CBE) as well as the relation between customer brand engagement and purchase intention (PI) in the fashion retail metaverse with self-efficacy moderating between CBE and PI.

The data were gathered by conducting an online survey (n = 476) from young adults exposed to fashion retail metaverse platforms. The collected data were analyzed using structural equation modeling.

The findings discovered that social presence dimensions positively impact CBE, which substantially impacts the PI of young consumers in the fashion retail metaverse. The findings demonstrate that self-efficacy moderates the relationship between CBE and PI.

This study uses cross-sectional data in the fashion retail metaverse for young consumers. Future studies can use longitudinal data in the context of other industries and demographic profiles to assess changing customer behavior.

This study implies that customer experiences can be enriched through social presence dimensions, helping brands adapt their offers to create more engaging and rewarding customer interactions. It offers insights for brand managers aiming to augment the relationship between CBE and PI.

The study uniquely explores the relationship between social presence dimensions and CBE within the fashion retail metaverse. It examines self-efficacy as a moderator between CBE and PI, providing fresh insights into consumer behavior in the fashion retail metaverse.

Based on the conservation of resource (COR) theory, this study explores employees’ learning agility (ELA) as an antecedent of knowledge sharing behaviour, specifically in the supply chain environment. However, such discretionary behaviour can be negatively affected by the prevalence of psychological contract breaches. According to COR theory, employees' resources (knowledge, ability and skills) act as motivational factors that employees strive to protect, retain and at the same time invest in favour of obtaining more resources. On the other hand, when resource loss weighs more than resource gain, an individual agitated with resource depletion will minimise resource loss by decreasing their effort for future displays of resources. A random sample of 418 participants from the public sector in the Fiji Islands yielded a sample of 418 participants. The proposed model was analysed through structural equation modeling (SEM) to determine its fit. The analysis supports the proposed theoretical framework, providing a new dimension for ELA as an unexplored phenomenon for knowledge sharing behaviour (KSB) in the supply chain. The study specifically draws the attention of policymakers on industry, innovation and infrastructure (SDG09), where immediate actions are needed to create resilient supply chain management through ELA. Research shows that agile employees can easily adapt to unexpected changes, actively participate in discussions and quickly contribute to innovative and creative solutions. KSB can be further developed through a culture of learning and sharing, rewards for KSB, psychological support and upholding its promised obligations through regular communication, establishing a more resilient supply chain management.

Globally, the landscape of corporate carbon disclosures (CCD) is continually evolving as societal, environmental and regulatory expectations change over time. The goal of this study is to examine the challenges faced by Indian firms’ corporate carbon reporting (CCR). The literature recognized the hurdles to reaching net zero emissions and decarbonization, which are equally applicable to carbon disclosure (CD).

The scope 3 emission disclosure barriers (S3EDBs) identified from the literature were ranked, and their relationships were discovered using the “Grey-based decision-making trial and evaluation laboratory” (Grey- DEMATEL) technique.

The key findings are the S3EDBs, the most prominent barriers, their interrelationships and important insights for managers of organizations in prioritizing the action area for scope 3 CD. Eight S3EDBs were categorized in terms of cause and effect, threshold value is calculated as 0.78. “Quality, and reliability of data,” “Government policies and statutory requirement on emission disclosure” and “Traceability and managing supply chain partners” are the most prominent S3EDBs.

The results will help industry people in countries with emerging economies that have significant scope 3 carbon footprints. The managers can plan to deal with top S3EDBs as a step towards decarbonization and ultimately fighting climate change (CC).

This study is one of the first to rank these barriers to CD so that industry practitioners can prioritize their actions. The core contribution of this research is to detect the most significant S3EDBs and their interdependencies.

The authors examined how the identification mechanism of the innovation performance of knowledge employees is affected by empowering leadership by influencing the organizational identification and the moderating effect of leaders on the role expectation of knowledge employees as an essential innovation subject.

The authors employed a mixed-method research approach. The authors collected data from 378 knowledge employees and managers in 20 companies in China's Yangtze River Delta cities. The authors analyzed data using multiple regression analysis forecasting methods.

The authors found that there was an inverted U-shaped relationship between empowering leadership and the innovation performance of knowledge employees; organizational identity played a partial mediating role between empowering leadership and the innovation performance of knowledge employees; role expectation of leaders on the innovation behavior of employees regulated the relationship between the organizational identity and innovation performance of knowledge employees.

This study extends the literature on empowering leadership and innovation performance. This study empirically examines the mediating effect of organizational identity between empowering leadership and innovation performance. In addition, this study empirically examines how empowered leaders' expected innovation level moderates the association between organizational identity and innovation performance.

Case studies are widely used in business education as an action-oriented teaching method to develop students’ problem-solving skills. While they are popular in the classroom, the authors know little about how best to design and use case studies and whether they improve students’ learning experience and outcomes. This paper aims to investigate whether pedagogically developed case studies lead to better student learning outcomes than do traditional case studies.

This large-scale, international quantitative research surveyed students (N = 159) at four major faculties of business and economics in Belgium, the Czech Republic, Germany and Poland to determine whether integrating pedagogical principles into the design phase of teaching cases and adhering to pedagogical principles in case study design affected students’ learning outcomes.

This study finds that pedagogically developed case studies have a more positive impact on student learning compared to traditional case studies. In addition, the authors found that students who have had previous experience with case-study work and who have positive perceptions of it had even better learning outcomes compared to students who have had no previous experience with case-study work and have negative perceptions of it.

Anecdotal accounts of using case studies in business education suggest that they have a positive impact on the teaching-learning process and learning outcomes, yet very few studies have surveyed students themselves to evaluate whether case-study teaching and learning does in fact lead to better learning outcomes. By empirically showing that teaching with pedagogically developed case studies leads to better learning outcomes, the study suggests that developing case studies using these methods can improve student learning. In addition, the study suggests that students with no prior experience with case studies or with negative prior experiences may need greater preparation and support to fully benefit from case-study work.