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This study investigates unethical leadership empirically and examines its linkage with counterproductive workplace behavior through workplace ostracism, moral outrage and moral disengagement. The moderating role of coworker support was also tested.

The data collection comprised a structured survey having a sample of 489 full-time public sector employees, which were analyzed by employing process macros analysis techniques.

The findings reveal that unethical leadership develops the feelings of isolation at workplace, which leads to severe employee reactions at workplace. Results have revealed a significant positive impact of coworker support.

This paper concludes with theoretical and practical implications and the potential avenues for future research.

This study adds values to the existing literature on the dark side of leadership by investigating unethical leadership and its related consequences.

This paper aims to devise a framework for mapping and designing business ecosystems and to demonstrate its effectiveness in crafting digital transformation for traditional marketplaces.

A digital business ecosystem framework is developed as a Value Exchange Network (VEN) to analyze both the existing marketplace business ecosystem and a prospective digital marketplace ecosystem. The transformation process is divided into four stages. The first stage begins with describing the case and mapping it onto the framework as a business ecosystem depicted in a Value Exchange Network Diagram (VEND). In the second stage, a future or new business ecosystem is designed and represented using VEND. The third stage involves developing guidelines for the digital transformation. Finally, the fourth stage focuses on creating a management tool to operate and expand the new digital business ecosystem.

Traditional marketplaces in Indonesia face significant threats from hypermarkets, supermarkets, minimarkets and the growing preference of the younger generation for digital marketplaces, especially after the COVID-19 pandemic. Our framework (VEN) offers a structured approach to support traditional marketplaces in undergoing digital transformation through four stages.

This paper showcases the expressive power of our business ecosystem framework. The digital transformation of the traditional marketplace presented here serves as an example application of the framework. However, the framework has yet to be tested in a real-world digital transformation project.

This paper offers direction and guidelines for the digital transformation journey of traditional marketplaces using the VEN framework.

This paper uses an innovative framework for mapping, analyzing and constructing business ecosystems, presenting a four-stage method to outline the digital transformation of traditional marketplaces. The adoption of ecosystem thinking in the pursuit of digitally transforming conventional marketplaces is novel, offering a comprehensive approach to this transformation.

Decision-makers often struggle to combine advice with their own intuition. This study examines how advice-giver traits and decision-makers’ intuition influence advice uptake. We present a novel typology based on decision-makers’ trust in advice-givers and their perceived expertise.

This qualitative study uses a sample of publicly available interview data with 51 elite performers. Using inductive and content analysis, we explore the mediation between decision-makers’ intuitive competence (ability to effectively deploy intuition in interface with advice) and their autonomy (self-endorsement from past performance).

We identify four sources of advice: mentor advice, specialist advice, confidant advice and commentator advice. Drawing on instances of different sources of advice along varying degrees of trust and expertise, we propose a framework for interaction between intuitional competence and advice characteristics.

We offer a novel way of contextualising nuanced forms of advice and provide a structured typology of sources, characterised by trust and expertise. This typology and our findings help reconcile contradictions in decision-making research. Finally, we offer practical guidance for the uptake of advice.