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Previous studies have rarely integrated the financing modes of a capital-constrained manufacturer with the choices of online sales strategies. To address this gap, the authors study how a manufacturer selects optimal financing modes under different sales strategies in three dual-channel supply chains.

This paper considers three sales strategies, namely, combining a traditional retailer channel with one of the direct selling, reselling and agency selling channels, and two common financing modes, namely, bank financing and retailer financing. The authors obtain equilibrium outcomes of the manufacturer and traditional retailer and then provide the conditions for them to select optimal financing modes under three sales strategies.

The results indicate that the manufacturer’s financing decisions rely on the initial capital and interest rates, and the manufacturer selects retailer financing only if the initial capital is relatively larger. In terms of financing mode options, the retailer financing mode is more beneficial for the manufacturer under the three sales strategies. From the perspective of sales strategies, the direct selling model is more beneficial. In addition, the higher the consumer acceptance of the online channel, the more profits the manufacturer obtains.

This paper provides suggestions on how the capital-constrained manufacturer chooses financing modes and sales strategies.

This paper integrates the financing mode and different sales strategies to investigate the manufacturer’s optimal operational decisions. These sales strategies allow us to investigate the manufacturer’s optimal financing modes in the presence of both different financing modes and sales strategies.

This study aims to investigate the micro mechanism of macro rheological characteristics for composite modified asphalt.Grey relational analysis (GRA) was used to analyze the correlation between macro rheological indexes and micro infrared spectroscopy indexes.

First, a dynamic shear rheometer and a bending beam rheometer were used to obtain the evaluation indexes of high- and low-temperature rheological characteristics for asphalt (virgin, SBS/styrene butadiene rubber [SBR], SBS/rubber and SBR/rubber) respectively, and its variation rules were analyzed. Subsequently, the infrared spectroscopy test was used to obtain the micro rheological characteristics of asphalt, which were qualitatively and quantitatively analyzed, and its variation rules were analyzed. Finally, with the help of GRA, the macro-micro evaluation indexes were correlated, and the improvement efficiency of composite modifiers on asphalt was explored from rheological characteristics.

It was found that the deformation resistance and aging resistance of SBS/rubber composite modified asphalt are relatively good, and the modification effect of composite modifier and virgin asphalt is realized through physical combination, and the rheological characteristics change with the accumulation of functional groups. The correlation between macro rutting factor and micro functional group index is high, and the relationship between macro Burgers model parameters and micro functional group index is also close.

Results reveal the basic principle of inherent-improved synergistic effect for composite modifiers on asphalt and provide a theoretical basis for improving the composite modified asphalt.

This paper aims to investigate the vertical cooperative relationship between the core enterprise and the manufacturer within the platform ecosystem, specifically analyzing the optimal decision-making processes of both parties under the original equipment manufacturer (OEM) and original brand manufacturer (OBM) modes.

This paper uses game theory to analyze the problem, considering factors such as brand value difference, cross-selling and platform empowerment. It constructs the game models for both OEM and OBM modes and discusses the selection strategies for the cooperation mode.

The results indicate that the choice of cooperation mode by the manufacturer and the core enterprise depends on the relative size of their brand values. In cases of inconsistent choices, cooperation can be improved by designing a transfer payment contract. When the brand value is constant, the product price is comprehensively affected by cross-selling revenue, price elasticity coefficient, cost coefficient of sales effort and cost coefficient of platform empowerment. The enterprise reduces the price only when the potential revenue brought by increasing product sales exceeds the marginal profit brought by increasing product pricing; otherwise, it raises the sales price.

The platform ecosystem is emerging as a future direction for business mode development. However, there is a paucity of research on the cooperation modes between manufacturers and core enterprises within the platform ecosystem.

The purpose of this study is to explore the interplay between the selection of selling formats of remanufactured products for a third-party remanufacturer (TPR) and the quality decision of an original equipment manufacturer (OEM).

This study considers a remanufacturing supply chain, where the OEM sells new products through a platform retailer, but the products remanufactured by the TPR can be sold via a direct or indirect channel. The authors model a Stackelberg game and explore the optimal quality decision of the OEM and selling format choice of the TPR.

The OEM's optimal decision depends mainly on consumers' discounted utility coefficient and cost-scale factor of remanufactured products. A higher consumers' valuation of the remanufactured product will not result in a higher retail price, but may lead to an increase in new product's sales. Given the cost-scale factor, the TPR prefers to sell directly no matter what the value of consumers' discounted utility coefficient is. An all-win situation is achieved with selling directly when consumers' discounted utility coefficient is sufficiently large.

These results provide some support to the operational strategies of the OEM and TPR.

This study firstly endogenizes the quality decision and combines the selling format selection of the TPR and the quality decision of the OEM to explore the interplay between these two important decisions.

The development of an effective corporate vision is a necessary issue for corporate performance, and it is a key issue for corporate sustainable development as well. The recognition of questions like “what is the role of corporate vision in corporate performance” is directly related to the attitude and practice of entrepreneurs and managers toward the development of corporate vision as well as the effectiveness of the corporate vision itself. To better answer the questions concerning the role of corporate vision development and effectively guide the practice of corporations, the authors study the pathways and mechanisms by which corporate visions operate to assist businesses in achieving high performance.

The article completes the construction of indicators to measure each dimension of the corporate vision in line with social cognitive theory and analyzes the relationship between corporate vision and corporate performance by combining qualitative comparative analysis (QCA) and necessary condition analysis (NCA) research methods. The article provides insights into the logic of constructing and adjusting corporate visions from a process perspective.

The mechanisms by which corporate visions can be articulated, accepted and transformed within the organization are also the means by which corporate visions can improve corporate performance. In a dynamic environment, the corporate vision setting and acceptance process integrates the requirements of various stakeholders, leading to the adjustment and acceptance of the corporate vision. As a result, the vision has continuous validity in a changing environment. Both start-ups and non-start-ups can benefit from the guidance provided by a strong corporate vision in overcoming a variety of issues and obstacles to produce strong business performance.

This is the first study that shows the relationship between corporate vision and corporate performance from a process perspective. The authors are interested in understanding which characteristics for building a corporate vision are more accepted by organizational members and, in turn, create high corporate performance. The authors also explore the conditions for corporate vision acceptance. This research has positive implications for shedding some light on the mechanisms by which corporate visions improve corporate performance.

This study aims to examine manufacturers’ strategic responses to consumer migration from offline to online channels, focusing on how these shifts affect their channel selection and business strategies.

This research uses a theoretical framework using a Stackelberg game model to analyze manufacturers’ decision-making processes amid evolving consumer behaviors. It intricately explores the strategic implications across three distinct channel structures: manufacturer direct sales (MD), retailer resale (RR) and retailer agency (RA), focusing on their economic outcomes and market dynamics. This approach is instrumental in decoding the multifaceted nature of channel migration and its impact on manufacturer–retailer relationships in the digital marketplace.

The research reveals that in MD and RA scenarios, as channel migration intensifies, manufacturers tend to lower both wholesale and online retail prices. Conversely, in the RR scenario, the set wholesale price is intricately linked to the market share, with higher prices set for smaller offline market shares. From a strategic standpoint, MD emerges as the optimal choice for maximizing manufacturer profits, while RA takes precedence when considering the entire supply chain’s profitability, particularly under high commission costs.

This research illuminates the impact of channel migration on manufacturers’ pricing strategies and channel selection. It not only advances the understanding of consumer behavior in multichannel retail environments but also offers practical insights for businesses in effectively managing online and offline channels.

The purpose of the study was to investigate both the positive and negative effects of workplace loneliness on innovative behavior. By applying the unified theory on contingencies of self-worth, the study aimed to integrate these effects into a single framework, thereby confirming the presence of the double-edged sword effect of workplace loneliness on innovative behavior.

A survey was conducted among enterprises across China, involving 246 employees. Hierarchical regression analysis was utilized to test the moderating hypotheses. Additionally, the mediating effects and the moderated mediation effects were further explored using the bootstrapping method.

The results indicated that workplace loneliness positively influenced innovative behavior through the desire to prove ability, with the promotion regulatory focus enhancing this relationship. Conversely, workplace loneliness negatively influenced innovative behavior through self-handicapping, with the prevention regulatory focus intensifying this relationship.

The findings revealed that workplace loneliness exerts a double-edged effect on innovative behavior. Lonely employees can enhance their sense of self-worth by engaging in domain switching, thereby alleviating feelings of loneliness.

The research confirmed a novel perspective: workplace loneliness can promote innovative behavior by influencing employees’ desire to prove ability. It also revealed the double-edged sword effect of workplace loneliness on innovative behavior. Based on these findings, employees experiencing loneliness can enhance their self-worth and alleviate feelings of loneliness through domain switching.

The authors empirically examined the theoretically recognized industrial linkages between manufacturing and services from the trade perspective. In particular, they confirmed the trade effect of manufacturing on services, given that global value chain fragmentation pervades and splits manufacturing and services segments separately in developed and developing countries.

Based on observations of 47 countries with manufacturing and service trade data from 1990 to 2020 and with gravity model specification, the authors primarily used the Poisson pseudo-maximum likelihood (PPML) estimation with multiple levels of fixed effects. Considering that many zero values are included in the dependent variable and potential endogeneity, other methods such as Tobit regression, Heckman estimation and two-stage least squares estimation (2SLS) are used. Subsample estimation also supplemented the empirical research.

The results showed that manufacturing trade is a stepping-stone rather than an obstacle to service trade. This finding exhibited significant robustness under different model specifications, instrumental variable estimation and subsample checks. Moreover, in contrast to the north–north country ties, manufacturing trade between northern and southern countries has played a prominent stepping-stone role; meanwhile, manufacturing trade among core–peripheral countries has a considerably more significant impact than the outcomes of core–core and peripheral–peripheral countries.

The authors provided direct clarification and revealed that trade in manufacturing remains the demand basis for service trade. As trade in manufacturing and services are typical phenomena of transnational production linkages, the authors suggested exploring the underlying role of global value chain (GVC) fragmentation and the offset and even barrier effect of biased institutional arrangements on GVC fragmentation.

The study explores the mechanism between employee demand–ability fit and promotability ratings. Moreover, we examine whether political skill moderates the relationship above.

The present study received 260 effective supervisor-rated questionnaires from various industries in Taiwan.

The results reveal that employee demand–ability fit positively relates to promotability ratings, and task performance mediates the above relationship. In addition, political skill positively moderates the relationship between employee demand–ability fit and task performance.

We used the supervisor rating for our variables to test the hypotheses.

This research proposes that leader expectations for green creativity promote employee green creativity, as they guide leaders to provide green intellectual stimulation to employees. This relationship exists only when organizations provide sufficient green intellectual capital.

We obtained survey data from 241 employees and their leaders over three waves and conducted regression analyses.

Leader expectations for green creativity evoke leader green intellectual stimulation, which increases employee green creativity. Green intellectual capital strengthens the link between leader green intellectual stimulation and employee green creativity as well as the indirect linkage between leader expectations for green creativity and employee green creativity through leader green intellectual stimulation.

This research provides valuable insights into key strategies that organizations and leaders can use to promote employee green creativity, such as expressing expectations, facilitating intellectual stimulation, and providing intellectual capital.

This research advances the literature on leadership and employee green creativity by integrating Pygmalion theory and green intellectual capital theory.