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The purpose of this paper is to examine patient engagement in remote consultation services, an increasingly important issue facing Healthcare Operations Management (HOM) given the significant expansion in this and other forms of telehealth worldwide over the last decade. We use our analysis of the literature to develop a comprehensive framework that incorporates the patient journey, multidimensionality, antecedents and consequences, interventions and improvement options, as well as the cyclic nature of patient engagement. We also propose measures suitable for empirical assessment of different aspects of our framework.

We undertook a comprehensive review of the extant literature using a systematic review approach. We identified and analysed 63 articles published in peer-reviewed scientific journals between 2003 and 2022.

We conceptualise patient engagement with remote consultation across three key aspects: dimensions, process, and the antecedents and consequences of engagement. We identify nine contextual categories that influence such engagement. We propose several possible metrics for measuring patient engagement during three stages (before service, at/during service and after service) of remote consultation, as well as interventions and possible options for improving patient engagement therein.

The primary contribution of our research is the development of a comprehensive framework for patient engagement in remote consultation that draws on insights from literature in several disciplines. In addition, we have linked the three dimensions of engagement with the clinical process to create a structure for future engagement assessment. Furthermore, we have identified impact factors and outcomes of engagement in remote consultation by understanding which can help to improve levels of adoption, application and satisfaction, and reduce healthcare inequality. Finally, we have adopted a “cyclic” perspective and identified potential interventions that can be combined to further improve patient engagement in remote consultation.

This study aims to analyze the effects of microentrepreneurs’ knowledge transfer (KT) on personal improvement (PI) and business improvement (BI).

The study was developed in two stages: a literature review based on KT and the learning process in microenterprises to have managerial competence and PI and BI to acquire the managerial competence that entrepreneurs need. The second stage was constructing a structural model based on 107 questionnaires and bootstrapping of 5,000 replications of microentrepreneurs who went through a training program (quantitative) and a focus group (qualitative). This study had a mixed approach, exploratory scope and experimental design.

The research showed real evidence about the performance level of microentrepreneurs when they passed through the process of KT and its impact on PI and BI. This research considers their managerial competencies, and the findings show a relationship between the theory of individual and organizational learning.

This study considered Peruvian microentrepreneurs who participated in a virtual training program that included several courses related to their current environments and topics of interest. The analyzed period covered the years affected by COVID-19.

The model reveals that KT is relevant to PI and BI. Performance was measured regarding growth, income, innovation, productivity and responsibility before and after the program.

This research analyzed the need for training microentrepreneurs for personal and private reasons under a COVID-19 scenario to foster their businesses and assume financial responsibilities. This study considered Peru’s reality, a country in which 94.9% of companies are microenterprises. The study revealed that microentrepreneurs improved their personal and professional lives and addressed relevant social problems that affect their environments because of the KT effects.

This study bridges the gap in the literature on how the theory of KT can be applied to entrepreneurs. This study revealed significant findings in terms of PI and BIs. The impact of KT indicates the relevance of managerial competencies related to the performance level obtained in terms of growth, income, innovation, productivity and responsibility.

Digital transformation in nursing education is crucial for enhancing pedagogical practices and preparing future healthcare professionals for the rapidly evolving healthcare landscape. This chapter explores how the integration of digital technologies in higher education has revolutionising teaching methodologies and offered new opportunities to enhance learning experiences. It identifies gaps in digital learning modalities for undergraduate and postgraduate nursing students and discusses strategies to strengthen online literacy preparation and transition into the healthcare sector's digital transformation landscape and the 4th industrial era economy. The chapter examines best practices and challenges in digital transformation in nursing education such as blended learning environments, simulation and virtual reality, mobile learning applications and gamification strategies. Additionally, it addresses challenges in curriculum development including insufficient technological infrastructure, faculty training and development, assessment strategies and resistance to change among faculty and students. This chapter aims to provide insights and recommendations for educators, curriculum developers and policymakers in implementing successful digital transformation in nursing education.

In the online environment, consumers increasingly feel vulnerable due to firms’ expanding capabilities of collecting and using their data in an unsanctioned manner. Drawing from gossip theory, this research focuses on two key suppressors of consumer vulnerability: transparency and control. Previous studies conceptualize transparency and control from rationalistic approaches that overlook individual experiences and present a unidimensional conceptualization. This research aims to understand how individuals interpret transparency and control concerning privacy vulnerability in the online environment. Additionally, it explores strategic approaches to communicating the value of transparency and control.

An interpretivism paradigm and phenomenology were adopted in the research design. Data were collected through semi-structured interviews with 41 participants, including consumers and experts, and analyzed through thematic analysis.

The findings identify key conceptual dimensions of transparency and control by adapting justice theory. They also reveal that firms can communicate assurance, functional, technical and social values of transparency and control to address consumer vulnerability.

This research makes the following contributions to the data privacy literature. The findings exhibit multidimensional and comprehensive conceptualizations of transparency and control, including user, firm and information perspectives. Additionally, the conceptual framework combines empirical insights from both experiencers and observers to offer an understanding of how transparency and control serve as justice mechanisms to effectively tackle the issue of unsanctioned transmission of personal information and subsequently address vulnerability. Lastly, the findings provide strategic approaches to communicating the value of transparency and control.

Universities strategically organize themselves around sustainability, including transformative goals in teaching and learning. Simultaneously, the role of online education has become more prominent. This study aims to better understand the purpose and process of creating online sustainability education (OSE) and to identify challenges and opportunities for implementing these courses and programs to achieve universities’ broader transformative sustainability goals.

This study uses a multiple case study design to research three universities in diverse geographical and institutional contexts (Finland, the USA and Colombia). Qualitative data was collected by interviewing program-related experts (n = 31) and reviews of universities’ strategic documents.

The findings suggest that despite important advances, further attention is merited regarding aligning the purpose of OSE with student learning outcomes, clarifying the values underlying the process of online program/course creation and developing transformative and process-oriented approaches and pedagogies to implement OSE. The authors also highlight emerging challenges and opportunities in online environments for sustainability education in different institutional contexts, including reaping the benefits of multilocality and diverse student experiences regarding sustainability issues.

There is a paucity of studies on university-level sustainability education in relation to online environments. This research expands on the existing literature by exploring three different geographical and institutional contexts and shedding light on the relationship between the practical implementation of OSE and universities’ broader sustainability goals.

This study assesses performance measurement (PM) system implementation efforts across various organizational contexts and investigates which factors are critical to achieving implementation success (IS).

An empirical field study was conducted to refine a framework of PM system IS that consists of 5 dimensions of success and 29 factors. A survey questionnaire was used to investigate actual organizational practice and exploratory factor analysis was conducted to refine constructs corresponding to potential factors and dimensions of IS. The resulting variables were then investigated using multiple regression analysis to identify critical success factors for implementing PM systems.

The survey was completed by representatives from 124 organizations and the exploratory factor analysis results indicated that there are three underlying dimensions of IS (i.e. Use of the System, PM System Performance, and Improved Results and Processes) and 12 factors. Of the factors, nine can be considered critical success factors having a significant relationship with at least one dimension of IS: Leader Support, Design and Implementation Approach, Reward System Alignment, Organizational Acceptance, Organizational Culture and Climate, Easy to Define Environment, IT Infrastructure Capabilities, PM System Design Quality, and PM Participation and Training.

The results show that there are distinct dimensions of IS and, although some factors are associated with all dimensions, most are more closely related to only one dimension. This suggests that different strategies should be utilized based on the types of challenges experienced during implementation.

Resource mobilization and technology adoption by small firms are mainly studied separately, although considering them together is crucial for understanding how resources are accessed and mobilized to address uncertainty. Moreover, the authors know little about how small firms pursue new opportunities in a constantly changing environment. The purpose of this study is to investigate how small firms adopt technologies to engage different stakeholders and facilitate the access and mobilization of key resources in the opportunity co-creation process.

This study applied a qualitative case study method and conducted 14 interviews with co-founders or top managers of five small firms in Iran.

The findings reveal how small firms adopt technologies to access and mobilize social, human, psychological and financial resources in a highly uncertain environment to co-create new opportunities.

First, the study applies a cross-sectional approach. Therefore, it does not capture longitudinal aspects that might impact resource mobilization and technology adoption over time. Second, the selected five case firms represent rather successful firms, each of which adopted different technologies to challenge the established structure of the market. That is, this study did not focus on unsuccessful cases that would enrich the theory further.

This study reveals how small firms adopt new technologies to mobilize resources and co-create opportunities in highly uncertain environments. It reveals that small firms employ technology adoption strategies to utilize operant resources and accelerate operand resource mobilization. Active learning plays a critical role in this process.

This paper draws on the dynamic capabilities (DC) view to develop a conceptual framework that explicates the mechanisms through which human intelligence (HI) and artificial intelligence (AI) substitute and complement each other for organizational knowledge management (KM) while considering the role of ethics.

This is a conceptual paper that draws on DC theory and integrates insights from the burgeoning literature on organizational AI adoption and application to develop a conceptual framework that explains the mechanisms through which HI and AI may substitute and complement each other for organizational KM to develop DC.

The conceptual framework demonstrates that substituting HI with AI is suitable for external environmental scanning to identify opportunities, while AI substitution for HI is ideal for internal scanning through data analytics. Additionally, HI complementing AI is effective for seizing opportunities by aligning internal competencies with external opportunities, whereas AI complementing HI is beneficial for reconfiguring assets by transforming tacit knowledge into explicit knowledge. This substitution and complementarity between HI and AI shape KM processes—acquisition, conversion, application, and retention—that influence organizational performance, depending on how internal and external ethical standards govern organizational AI use.

The paper presents key insights into how AI may substitute for HI for internal data analytics in KM but may be ineffective for external environmental scanning to sense opportunities. It further reveals that using AI to capture and convert tacit knowledge (HI) to explicit knowledge requires ethical considerations at the organizational level, but ethical considerations are necessary at the employee/manager level when HI relies on AI-generated insights for strategic decisions.

The study implies that in environments with defined regulations for AI and KM (e.g. privacy protection), responsibility for the consequences of AI-HI substitution and complementarity in developing DC can be assigned to specific steps in the KM process. However, in environments with undefined regulations, responsibility must be assigned to people, units or departments who manage the entire KM process to ensure accountability for ethical breaches.

This study proposes AI-HI substitution and complementarity in organizations to extend the understanding of the relationship between AI and HI to DC development.