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Public data such as news reports, interviews and memos were used to craft the case. In addition, the technical reports released by the National Transportation Safety Board (NTSB), along with secondary data in the form of expert accounts and congressional hearings were used to round out the synopsis of the case study.

This case explores the Boeing–McDonnell Douglas merger and its impact on Boeing’s corporate culture, ethics and strategic decision-making. After the merger, Boeing shifted from a culture focused on engineering excellence to one emphasizing cost-cutting and shareholder value. This cultural shift contributed to the development failures and ethical lapses that resulted in the 737 MAX crisis, which involved two fatal crashes. The case is designed for courses in Strategic Management or Organizational Behavior.

Strategic Management or Organizational Behavior

Everyday users of professional networks such as LinkedIn are flooded by posts presenting the achievements of their connections (e.g. I got a new job/award). The present research takes a self-discrepancy perspective to examine the mixed-emotional and behavioral consequences of viewing such idealized self-promotional content on professional networks.

The emotional and behavioral consequences following viewership of idealized self-promotional content on LinkedIn are explored through one pilot study (N = 109) and one online experiment (N = 714), which is evaluated using structural equation modeling.

Viewership of idealized self-promotional content on professional social networking sites acts as an emotional double-edged sword for LinkedIn users. Users feel both dejection and symhedonia (i.e. happiness for others), dependent on their reported career-based self-discrepancy. We find the experience of symhedonia to be bound by the relational closeness of the poster (acquaintance vs close friend). Furthermore, we show how resultant emotions drive self-regulatory compensatory IT-use behaviors (i.e. direct resolution, fluid compensation, dissociation, and escapism).

We offer four distinct contributions. Firstly, we disentangle inconsistent findings of mixed emotions by introducing symhedonia to IT literature. Secondly, we investigate the boundary condition of relational closeness. Thirdly, we extend our findings by investigating compensatory-consumption behaviors that stem from mixed-affective outcomes. Finally, we do so in the context of professional networks, which are greatly understudied and are distinctive from personal networks. Practical implications are discussed.

Without a doubt, COVID-19 is a disruptive event that one may not consider before it becomes a global pandemic. This study aims to examine the firm’s risk preference, represented as board characteristics towards COVID-19 exposure in Indonesia.

This study uses the boardroom’s average value of board age and female proportion to represent board characteristics. Fixed-effect regression based on industry (Industry FE) and year (Year FE) analyses 861 firm-year observations of all firms listed on the Indonesian Stock Exchange in 2019–2020.

The result shows a positive relationship between the female board and COVID-19 exposure disclosure. Meanwhile, the age proportion does not offer a significant result. The additional analysis document that the directors mainly drove the result and were only relevant during 2020. These results are robust due to coarsened exact matching tests and Heckman’s two-stage regression. This study enriches COVID-19 literature, especially from a quantitative perspective.

The rise of global crises makes the outputs of this study important for non-financial listed firms in Indonesia.