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This study uses social exchange theory to describe, explain and propose the influence of dyad partners' leadership position structure, which includes the roles they play and their existing and prospective common experience, on their commitment to their dyad and their cooperation.

The study uses the case of equally empowered co-CEOs in a family business, who play the roles of family member, owner and executive; co-CEOs in a startup firm, who play the roles of owner and executive; and co-CEOs in a merger and acquisition (M&A), who play the role of executive. Co-CEOs in family businesses benefit from longer existing and longer prospective dyad longevity than co-CEOs in startups, who, in turn, benefit from longer existing and longer prospective dyad longevity than co-CEOs in M&As.

The study proposes that the roles the partners play in the dyads, and the existing and prospective longevity of their relationship, positively influence the partners' commitment to the dyad and their level of cooperation.

The study offers a model that has the potential to direct scholars at the formulation of the theory of top management symmetric formal power dyads dynamics and assist family business owners, startup partners, board of directors and co-CEOs in formulating and implementing upper echelons leadership plans to enhance cooperation and coordination between equal partners.

Companion animals and social media are two important factors of social interaction and well-being among the older population. This study aims to compare social media use and/or having companion animals with respect to sociodemographic variables in conjunction with loneliness, social isolation, depression, satisfaction with life and satisfaction with social support.

This cross-sectional study involves a sample of 250 older community-dwelling adults. The questionnaire comprised sociodemographic, companion animals and social media questions and scales to assess social isolation, loneliness, satisfaction with life and social support and depression. Data were analyzed using descriptive and inferential statistics.

Four groups emerged: “companion animal/s, no social media” (37.6%); “none” (33.6%); “social media and companion animal/s” (14.4%); and “social media, no companion animal/s” (14.4%). Social media users (with or without companion animals) are the youngest and with higher levels of education; caregivers of companion animals (no social media use) are in-between in terms of age and level of education; and those without companion animals and no social media users are the oldest and with less formal education.

This research examines and compares two key influencers of older adults’ well-being and social interaction (social media and companion animals), that have been researched mostly separately. Findings underlined the cohort effect in the use of social media, suggesting that future older adult cohorts will use more social media whether they have or do not have companion animals.

This paper investigates how stockist brand equity is created in the unorganized pharma retail sector in emerging markets despite the absence of any proactive brand-building efforts by distribution firms (stockists). In addition, this study also aims to unravel the sources of stockist brand equity.

Drawing from grounded theory, a qualitative research design using semi-structured interviews was conducted, and a theoretical saturation approach was used for this purpose. The retailer–stockist (business-to-business [B2B]) relationship in the Indian pharmaceutical market context was used as the study context.

The findings show that in the absence of any brand-building activities, stockists’ sales representatives play an important role in creating stockist brand awareness. In addition, word of mouth from other retailers also plays a minor role. Rational and emotional brand associations which are strong, favorable and unique are created 1) directly by the services provided by stockists, which includes product availability, deliverability, accuracy in billing and batch numbers, credit facilities and discounts, handling issues such as product expiry, and 2) indirectly by the services provided by stockists’ sales representatives which includes their frequency of visits, proactive customer orientation rather than sales orientation, fulfilling commitments and relationship with retailers. The strength of the retailer–stockist (B2B) relationship also depends on retailer-driven factors and other external factors discussed in this study.

Strong stockist brand equity helps build trust and loyalty with pharmacies, ensuring a consistent and timely supply of medicinal products, which will benefit their end consumers or society.

This study identifies the antecedents determining the strength of the retailer–stockist (B2B) relationship, a precursor for establishing retailer-based stockist brand equity in the unorganized sector. This study also highlights the consequences of establishing strong retailer-based stockist brand equity.