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Elderberry (Sambucus nigra) fruits are rich in bioactive components, specifically in anthocyanins. In this study, freeze-dried and powdered elderberry fruits were added to milk, yoghurt and kefir samples at ratios of 5, 10 and 15% (w/w) to fortify these dairy products at home scale, and final products were monitored to understand the behaviour of bioactive compounds.

The action of bioactive compounds was examined before and after in vitro gastrointestinal digestion by the analysis of total anthocyanin content, total phenolic content and antioxidant activity assays as well as the HPLC-PDA system on the first day of preparation. Moreover, the effect of three days of storage on individual phenolic compounds was evaluated.

Kefir samples exhibited the highest total anthocyanin content levels among prepared products (255±4-702±65 µmol cyanidin-3-glucoside eq/100 g), which is followed by yoghurt samples. Individual phenolics in samples prepared at the same concentrations behaved almost similarly with each other during gastric digestion phases (p > 0.05), whereas intestinal digestion phases caused significant differences, and phenolics in yoghurt samples exhibited higher values than others (p < 0.05). The stability of bioactive compounds in samples tended to decrease during storage; however, as observed during gastrointestinal digestion, yoghurt and kefir samples provided better matrices than milk to maintain the presence of bioactive compounds (p < 0.05).

Previous studies have indicated that elderberry fruits contain high levels of bioactive compounds, and these fruits have been used to fortify different food matrices. However, this research paper investigates the interaction between three selected dairy products and elderberry powder with each other for the first time.

This study investigates the reactions of public sector organisations to the accountability pressures of online dashboards and the impact of this reactivity on reporting systems. This study explores the concept of “reactivity,” which explains changes in organisational behaviours in reaction to being evaluated, observed or measured.

This study adopts a case study methodology to investigate organisations’ reactivity to an online dashboard within the Italian system of state museums. Data were gathered through a real-time dashboard initiated in 2019, complemented by interviews, participant observations and secondary sources collected over a period of three years.

The results indicate that online dashboards provoke a divergent but coexistent response: competitive reactivity when museums modify their behaviours to improve performance disclosed in the online dashboard, and polyphonic reactivity when museums question the algorithm’s validity and accuracy on the basis of the online dashboard. This finding reveals the emergence of layered accountability, with organisations balancing public expectations and hierarchical standards through manipulation and boycott, thereby giving rise to a decoupled system of measures.

This research contributes to the literature on public sector accountability by highlighting the dual nature of reactivity, both conforming to and resisting the imposed metrics. This study enhances our understanding of the interplay between digital accountability mechanisms and organisational responses, offering insights into the complexities of adapting to real-time, data-driven environments in the public sector.

This study aimed to analyze how online management response strategies affect observers’ purchase intentions, considering the moderation of complainant communication and failure severity.

A survey was conducted with 671 Brazilian consumers, and the data were analyzed using partial least squares structural equation modeling.

The results show that quick and personalized responses increase the satisfaction of observers, who recognize the company’s competence and commitment. Clarity in communication with the complainant proved to be relevant, especially in the relationship between personalization and satisfaction, enhancing the effects of personalized webcare. For responsiveness, the moderating impact was less significant. The severity of the fault only had a significant effect on the relationship between personalization and satisfaction, suggesting that the impact of personalization is reduced in situations of greater severity.

This study reinforces the importance of adjusting webcare strategies according to context, prioritizing personalization in simple interactions and increasing efficiency in more critical situations. Companies must adapt their communication to the expectations of observers in order to maximize satisfaction and purchase intentions.

This study contributes to the literature by approaching online communication as a triad involving company-customers-observers, demonstrating how elements of online interactions moderate the effects of two important managerial response strategies on potential consumers’ purchase intentions.

Over the past decade, artificial intelligence (AI) technologies have rapidly advanced organizational management, with many organizations adopting AI-based algorithms to enhance employee management efficiency. However, there remains a lack of sufficient empirical research on the specific impacts of these algorithmic management practices on employee behavior, particularly the potential negative effects. To address this gap, this study constructs a model based on the psychological ownership theory, aiming to investigate how algorithmic management affects employees’ knowledge hiding.

This study validates the model through a situational experiment and a multi-wave field study involving full-time employees in organizations implementing algorithmic management. Various analytical methods, including analysis of variance, regression analysis and path analysis, were used to systematically test the hypotheses.

The study reveals that algorithmic management exerts a positive indirect influence on knowledge hiding through the psychological ownership of personal knowledge. This effect is particularly pronounced when employees have lower organizational identification, highlighting the critical role of organizational culture in the effectiveness of technological applications.

This study is among the first empirical investigations to explore the relationship between algorithmic management and employee knowledge hiding from an individual perception perspective. By applying psychological ownership theory, it not only addresses the current theoretical gap regarding the negative effects of algorithmic management but also provides new theoretical and empirical support for the governance and prevention of knowledge hiding within organizations in the context of AI algorithm application. The study highlights the importance of considering employee psychology (i.e. psychological ownership of personal knowledge) and organizational culture (i.e. organizational identification) under algorithmic management. This understanding aids organizations in better managing knowledge risks while maximizing technological advantages and effectively designing organizational change strategies.