Search results

During the postpandemic era, owing to the widespread integration of technology, a greater abundance of information is circulating among young consumers compared to any previous period. Consequently, there exists a possibility that the disseminated information may not be accurate and ultimately prove to be fake. The purpose of this study is to conceptualize fake news, the definition and drivers of fake news from the perspective of young consumers in the postpandemic period.

A qualitative study was undertaken in the current study. A total of 30 interviews were conducted utilizing semistructured questionnaires. The interviews were audio recorded and subsequently transcribed. The data was analyzed using the Gioia methodology.

The study proposes a definition of fake news from the perspective of young consumers. Further, drawing on attribution theory, the three categories of reasons for sharing fake news were delineated: content related, source related and user related.

Drawing on the findings of the study, policymakers and other stakeholders working on the issues of fake news can acquaint themselves with the underlying reasons. Furthermore, they can devise policies to prevent the sharing of fake news.

It is important for practitioners and society to understand the reasons behind the sharing of fake news among young consumers to combat the spread.

The present study will contribute to the literature by understanding the perspective of young consumers who intentionally or unintentionally share fake news. Additionally, attribution theory is used in the context of fake news to understand the dissemination behavior.

This study aims to explore the role of discretion anatomy and multiplicity to show how discretion components, range, levels and goals can direct corporate social responsibility (CSR) and prevent corporate social irresponsibility (CSiR). This paper shifts the discretion perspective towards composition to enable a full assessment of the impact of discretion on CSR and CSiR.

This study overlays discretion and CSR theory onto the South African engineering context using professional competency standards set by the national accrediting body to develop a set of principles.

A model with 16 principles is proposed to establish relationships between the decision dynamics of technical professionals, social principles, social responsiveness and social outcomes.

The principles can be used by professionals to determine how their technical decisions can drive socially responsible acts and prevent socially irresponsible acts.

This paper integrates Wood’s (1991) and Frederick’s (2018) CSR perspectives with recent discretion theory developments. This paper centres high-discretion managers who typically occupy key positions in organisational structures where daily technical decisions can have generational social impact.

The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.

The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.

The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.

This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.