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The purpose of this study is to explore how government subsidies influence technology innovation in new-energy enterprises in the new era of Industry 4.0. Specifically, this study investigates the mediating effect of digital transformation and the moderating effect of a top management team (TMT) with digital experience.

Using a sample of 225 listed new-energy companies, with annual information, patent data, and financial data for the years 2010–2020, this study employs panel fixed effect regression models to obtain the results.

This study finds strong evidence that government subsidies promote the technology innovation of new-energy enterprises, and digital transformation partially mediates the effect of government subsidies on technology innovation. In addition, a TMT's digital experience moderates the effect of government subsidies on digital transformation, but has no significant moderating effect on the relationship between digital transformation and technology innovation. Further analysis shows that subsidies make a sustained contribution to both digital transformation and technological innovation over the next two years. The digital subsidies have a stronger role in promoting digital transformation and further technological innovation through digital transformation.

The Chinese government needs to continue to intermittently increase subsidies for new-energy enterprises, and focus on guiding enterprises' digital transformation. Chinese new-energy enterprises should pay attention to the importance of having TMTs with digital experience, make full use of government subsidies, actively implement digital transformation, and improve their innovation levels.

A new conceptual framework is proposed to examine the relationships between government subsidies, digital transformation, a TMT's digital experience, and technology innovation. This paper provides an important theoretical basis and practical reference for improving the technology innovation ability of Chinese new-energy enterprises, and the high-quality development of renewable energy in the context of Industry 4.0.

This chapter focuses on strategy, marketing strategy and airport marketing strategy concepts from an aviation and marketing point of view. Furthermore, in this chapter, we introduced a new and innovative airport marketing strategy concept and how this can influence tourism, financials, business, consumers' behaviour, sustainability and aviation activities. This chapter also analyses how operators implement new airport strategies to improve their operability, sustainability, governance and customer satisfaction. When selling an innovative product or service, the airport operator needs to examine the underlying factors that drive passengers' purchasing decisions. Airport marketing strategies are changing in the aviation and tourism sectors due to the pandemic crisis and Ukraine's war, and operators subsequently need to consider these new factors when they develop new marketing plans and goals.

Capable service employees are increasingly scarce and costly. Many organizations opt to partially replace, support or augment human employees with AI systems. This study builds a framework to help managers map and understand the challenges of crafting a service climate that fosters synergies between AI and human employees, where customers require value-added, personalized and excellent service.

This conceptual article identifies barriers and facilitators of building a service climate for organizations using both human and AI-based employees through an eclectic review of relevant literature.

A conceptual framework is built, and a future research agenda is brought forth.

By identifying barriers and facilitators for AI–human synergies in service settings, this article clarifies how AI can be made to complement human employees, especially in delivering personalized, value-added services, while also highlighting knowledge gaps.

This study provides a practical framework for integrating AI into the workforce. It offers insights into addressing challenges in creating a service climate that combines human and AI capabilities to maintain service excellence. Identifying key barriers and facilitators, the framework guides managers to improve efficiency and customer satisfaction in a rapidly changing service landscape.

This research offers insights on incorporating AI to address labor shortages while maintaining high-quality, personalized service. It provides a pathway to improving service experiences, especially in sectors facing staffing challenges from an aging population.

This research builds on Bowen and Schneider’s (2014) seminal service climate framework to account for a mix of human and AI-based employees.

This study aims to identify the strategic factors and their effects on the post-cross-border acquisitions (CBA) technological innovation performance of the acquiring firms. It develops a hierarchical model to examine the interrelationship between identified strategic factors such as strategic flexibility, strategic ambidexterity, environmental dynamism, etc.

This study uses modified total interpretive structural modeling qualitative methodology (m-TISM) to develop a hierarchical model and conducts a Matrice d’impacts croisés multiplication appliquée á un classment (MICMAC) analysis to show the interrelationship between strategic factors affects the acquirer’s post-CBA technological innovation performance. It determines the autonomous, dependent, linkage and independent strategic factors. It further uses comparative case analysis to empirically examine the strategic factors in real-time CBA situations.

This study shows the m-TISM-based hierarchical model highlighting the interrelation, level of autonomy, dependence and linkage among strategic factors affecting the acquirer’s post-CBA technological innovation performance. It suggests that strategic factors such as environmental dynamism, R&D competence, innovation capability and technological capability are largely autonomous and have significant driving power, whereas strategic ambidexterity and strategic flexibility are the connecting factors. post-M&A integration is the governing factor for technological innovation performance in CBA.

The strategists and practitioners could evaluate the key strategic factors having significant driving power for strategy formulation and implementing efficient policies. By implementing the m-TISM model acquiring a firm’s post-CBA performance can be enhanced. Future researchers might utilize quantitative methods like regression and structural equation modeling in the CBA context.

This study uses a novel m-TISM and MICMAC approach to identify the driving and dependent factors affecting post-CBA technological innovation performance. It further provides a detailed theoretical and conceptual understanding relating to the philosophy and establishes an interrelation amongst these under-researched strategic factors in CBA.

The purpose of this study is to identify the business strategies that entrepreneurs have formulated to establish the business with the intention of scaling up in the information technology (IT) sector in Chile, given that they have managed to scale up sustainably at an average annual rate of 73.3% and an average annual employee growth rate of 37% for four consecutive years after an establishment period of 25 months.

Three methodological steps were used to identify which strategic initiatives are relevant to the establishment of small- and medium-sized enterprises (SMEs) on the path to scaling up. The first part consisted of identifying the literature and defining the research propositions and research questions. The second part was to prepare, collect and analyse the data to conduct the research by applying, transcribing, reviewing and coding the sources of evidence to explore how SMEs are able to develop strategic initiatives for the start-up process. The final stage was to validate the research proposal to identify potential strategic initiatives identified during the multi-case study.

As a result of the data analysis and empirical findings, three deliberate strategic initiatives were identified: staying engaged with customers, delivering successful business solutions and articulating social capital. However, in crisis situations, entrepreneurs readjust their strategies based on their management skills and an emergent strategic initiative was identified as securing the financial structure and revolutionising change. While this research was not designed to identify personal attributes, it did highlight the importance of adaptation and learning as a skill to drive the business model for scaling up during the establishment of their business.

It is clear that the study focused on Chile and cannot be replicated in other regions or sectors due to the characteristics of the sample itself, but it provides empirical evidence that there are cycles prior to scale up that need to be understood. The findings were empirically validated during the establishment phase, but the deliberate and emergent strategic initiatives that consolidated the SME to prepare for its scale-up process are not evident in the theory.

The IT sector will continue to grow and change after the pandemic, and the global economy will use more digital systems, creating new ways of working with the use of IT. This context will impact on SMEs where strategies, whether deliberate or emergent, will need to be part of the new business models, and therefore, caution should be exercised when using the results of this study. Public and private institutions should educate and guide entrepreneurs for the potential scaling up of their SMEs without having to wait 42 months, according to Global Entrepreneurship Monitor 2021-2022 (Hill et al., 2022). Scaling up can begin as early as 25 months after establishment, breaking the paradigm of the theory that the SME must be established in a period of 3.5 years. This period cannot be generalised as business opportunities in the IT sector are faster. The research also contributes by reporting that contingency planning is relevant during the establishment phase.

Educational institutions and the public sector have made efforts to change business cultures regarding the importance of strengthening entrepreneurship, but teaching the emergent strategies that often challenge SME creation is not yet widespread in educational formats. This is a challenge not only for institutions but also for entrepreneurs trying to anticipate the constant changes in the global economy. This research provides an opportunity to create more dynamic business models with more conscious risk planning.

Although the literature has confirmed the findings, this research has provided a pre-scaling picture that links these two important stages on the axis of deliberate and emergent strategies. The findings confirm the importance of correctly embedding five strategic initiatives for the establishment of the SME if it is to continue on its journey towards business scale-up. However, there is a lack of empirical evidence in emerging economies on how entrepreneurs have found the right path to scale-up.

This paper deconstructs the boundary-spanning technology innovation (BSTI) of manufacturing enterprises based on dual-meta and dual-degree perspective. We aim to explore the impact of differentiated internal reconfigurations on networking capabilities and, thus, different BSTIs and then reveal the optimal transformation paths of different BSTIs.

We use fuzzy-set qualitative comparative analysis (fsQCA) to conduct an empirical study on 128 manufacturing enterprises in China to reveal the heterogeneous combinatorial path of internal reconfigurations on BSTI through the networking capability, and the case analysis in specific technology fields of Haier, Gree, Midea and TBEA is used to verify our results. The transfer entropy (TE) method is used to reveal the best transformation paths of different BSTIs.

The results show that the manufacturing enterprises follow the “I,” “T,” “⊥” and “|” reconfiguration logic to effectively realize multiple boundaries breakthrough (MBB), tick boundaries breakthrough (TBB), multiple boundaries reproducing (MBR) and tick boundaries reproducing (TBR) BSTI, respectively. The BSTI has two adjacent transformations named “dual-meta transformations” and “dual-degree transformations.” Nonadjacent transformations follow the “clockwise” transformation law. In “quality transformation,” “degree” transforms first and then “meta” follows, while in “feature transformation,” “meta” transforms first and then degree follows.

Firstly, the scientific classification of BSTI is carried out to guide enterprises to carry out accurate BSTI. Secondly, the “internal reconfiguration-networking capability-BSTI” paths of manufacturing enterprises are explored. Finally, the different laws of different BSTIs’ transformations are revealed.

The present study aims to identify the practices employed to bring heirs into family businesses as successors.

We conducted an exploratory, qualitative investigation using a case study approach. Semi-structured face-to-face interviews were conducted with external consultants and with incumbent leaders, next-generation heirs working in the firm (and likely to become successors) and employees from three family firms from different industries and under ownership and control of different generations of their respective families (first, second and third and fourth generations). In addition to surveying their general perceptions of the succession processes in their firms, each informant was asked to rate the degree of importance of 12 succession practices identified in the literature and the extent to which they exist in their respective firms.

Our results showed that heirs typically enter the family business after a development process outside of the family business, which we have termed as coming back to the nest. This process was enacted through practices that we allocated to the following categories: continued development of heirs, developing relationships in the succession process, separation of roles and attitude of the successor heirs. Overall, 8 of the 12 practices derived from the theoretical framework were endorsed as important by representatives of the family businesses and 9 were endorsed by the consultants, 7 of which coincided in both groups. However, only 5 of the practices were identified as present in the firms’ succession processes by the representatives of the family businesses, while the consultants did not identify any of the 12 practices as present.

We present additional important practices, the adoption of which would be beneficial for family business succession, such as adapting external learning to the family business, acquiring leadership skills and experience and developing emotional intelligence. Our study advances the prior literature since we do not merely discuss succession planning but analyze in an applied manner how succession actually takes place in family businesses.

This study empirically examined four value attributes (e.g. conditional value, functional value, epistemic value and price consciousness) influencing young customers’ attitudes, word-of-mouth (WOM) and continuous usage intentions. Subjective norm was positioned as the moderator, while WOM was identified as the mediator.

This study collected data from 252 Chinese young customers using purposive sampling technique and utilized PLS-SEM to examine the interrelationships among variables.

The findings confirmed that the four value attributes (i.e. conditional value, functional value, epistemic value and price consciousness) significantly influence young consumers' attitudes toward pre-made dishes (PMDs). Additionally, attitudes and WOM positively influence continuous usage intention, with WOM acting as a mediator between attitudes and continuous usage intentions. Furthermore, subjective norm partially moderates the value-attitude-behavior (VAB) model.

PMDs manufacturers should take into account the consumption values and price consciousness of young customers when developing marketing campaigns. Subjective norm and WOM continue to be key factors in enhancing continuous intention.

This study expands the applicability of the VAB model, the theory of consumption value (TCV), and the theory of planned behavior (TPB), enriching the literature on PMDs by examining four value attributes and moderating factors influencing continuous usage intention.

The American Medical Association has recently adopted health systems science (HSS) as the third pillar of medical education to provide comprehensive and holistic patient care. The purpose of this paper is to propose a novel organizational learning perspective in considering how medical schools can facilitate a transformational HSS curriculum change.

This is a conceptual paper seeking to present triple-loop learning as a potential approach to HSS curriculum change.

Due to its potential for structural accountability and sustainability stemming from the inclusion of diverse voices, the authors argue that HSS curriculum change, guided by the principles of triple-loop learning, is likely to lead to the development of medical curricula that are more adaptive and responsive to the constantly changing health-care landscape. The authors advocate for the deliberate inclusion of stakeholders who have historically been excluded or marginalized in the HSS curriculum change process, such as patients and those in sentinel roles (e.g. nurses, social workers). The authors also suggest an integrated, multilevel transformation that involves collaboration among medical schools, accreditation organizations, licensing boards and health-care systems.

To the best of the authors’ knowledge, this paper represents the first attempt to apply the theory of triple-loop learning in the context of HSS curriculum change. It highlights how this critical systemic learning approach uniquely contributes to HSS curriculum change, and subsequently to the necessary, larger cultural changes demanded in medical education as a whole.

This paper aims to the intricate relationship between digital influencers (DIs) and their followers, aiming to develop a comprehensive framework that explains how influence works in the digital world. It focuses on understanding the cultural aspects that shape these relationships in today’s global and digital marketplace.

This study employs a holistic methodology, intertwining historical, cultural and theoretical insights to decode the DI phenomenon. Applying a Grounded Theory approach, this paper coded articles into categories, developed abstract concepts and refined them through cycles of literature collection and analysis that allowed identifing gaps in the Influencer Marketing field. This comprehensive review and inductive analysis of globalization, mediated communication and digital interactions aim to unravel the intricacies of digital and virtual influence. This paper’s theoretical development advances propositions that dissect the facets influencing digital adoption, usage, interest and value perception, leading to a detailed model of digital influence grounded in both theory and real-world examples.

This research uncovers the significant impact DIs have, driven by global connections and the way we communicate in the digital age. Historical context situates DIs within the broader narrative of mediated persuasive communication. A preliminary typology of DIs and influence contexts forms the foundation for further exploration.

This study enhances the discussion around DIs by considering the influence of technology and culture together. It draws from the thoughts of leading thinkers on how technology connects us, providing a strong foundation for future studies.

As digital influence and the surrounding technology continue to change, it’s important to think critically about these trends. This research offers valuable insights for businesses looking to navigate the digital landscape effectively, helping them make better strategic decisions about their online presence.

This study breaks new ground by offering a detailed categorization of DIs and proposing a fresh way to understand their role. It links important ideas from the past about persuasion through media to the current state of digital influence, offering insights into how digital trends might affect communication strategies.