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This study aims to provide a deeper understanding of how management control systems (MCSs) can contribute to achieving gender equality.

The researchers undertook an integrative review of the literature, focusing on the characteristics of MCSs for the development of female managers as well as highlighting the deployment of MCSs by them. Nineteen (19) articles were selected from a database in terms of specified criteria, following which they were analysed in terms of the identified MCSs.

The study found interrelations between MCSs and the internal as well as external factors that promote the realisation of gender equality while highlighting the characteristics of the utilisation of MCSs by female managers. Future research agendas related to these two aspects are also suggested.

Theoretically, the study is significant because it offers new insights for analysing gender and gender equality issues in MCSs research, thus opening up fresh dimensions for future research. In terms of praxis, the study promotes gender symmetry in companies by addressing gender equality from the perspective of MCSs. The research also charts a novel course for promoting gender equality in the workplace regarding how female managers use MCSs.

The primary purpose of the study was to explore the impact of health workers’ awareness of artificial intelligence (AI) on their workplace well-being, addressing a critical gap in the literature. By examining this relationship through the lens of the Job demands-resources (JD–R) model, the study aimed to provide insights into how health workers’ perceptions of AI integration in their jobs and careers could influence their informal learning behaviour and, consequently, their overall well-being in the workplace. The study’s findings could inform strategies for supporting healthcare workers during technological transformations.

The study employed a quantitative research design using a survey methodology to collect data from 420 health workers across 10 hospitals in Ghana that have adopted AI technologies. The study was analysed using OLS and structural equation modelling.

The study findings revealed that health workers’ AI awareness positively impacts their informal learning behaviour at the workplace. Again, informal learning behaviour positively impacts health workers’ workplace well-being. Moreover, informal learning behaviour mediates the relationship between health workers’ AI awareness and workplace wellbeing. Furthermore, employee learning orientation was found to strengthen the effect of AI awareness on informal learning behaviour.

While the study provides valuable insights, it is important to acknowledge its limitations. The study was conducted in a specific context (Ghanaian hospitals adopting AI), which may limit the generalizability of the findings to other healthcare settings or industries. Self-reported data from the questionnaires may be subject to response biases, and the study did not account for potential confounding factors that could influence the relationships between the variables.

The study offers practical implications for healthcare organizations navigating the digital transformation era. By understanding the positive impact of health workers’ AI awareness on their informal learning behaviour and well-being, organizations can prioritize initiatives that foster a learning-oriented culture and provide opportunities for informal learning. This could include implementing mentorship programs, encouraging knowledge-sharing among employees and offering training and development resources to help workers adapt to AI-driven changes. Additionally, the findings highlight the importance of promoting employee learning orientation, which can enhance the effectiveness of such initiatives.

The study contributes to the existing literature by addressing a relatively unexplored area – the impact of AI awareness on healthcare workers’ well-being. While previous research has focused on the potential job displacement effects of AI, this study takes a unique perspective by examining how health workers’ perceptions of AI integration can shape their informal learning behaviour and, subsequently, their workplace well-being. By drawing on the JD–R model and incorporating employee learning orientation as a moderator, the study offers a novel theoretical framework for understanding the implications of AI adoption in healthcare organizations.

This study explores the inverted U-shaped relationship between the number of creative strategies (NCS) and consumer response to new products as incrementally new products (INPs) and really new products (RNPs).

Leveraging a dataset of 757 digital video advertisements from six prominent technology-driven companies, content analysis and hierarchical polynomial regression were employed to explore the relationship between the NCS and consumer responses, considering product newness.

The results reveal a highly significant inverted U-shaped relationship between NCS and consumer response. The turning point of the inverted U-shaped function was 3.204. This relationship holds for both types of new product: INP and RNP. In addition, product newness negatively affects consumer responses. Based on this research, this study found that technology-driven new product video advertisements use more information and argument types of creative strategies. In addition, compared to INP, RNP video ads use more command and habit-starting creative strategies.

Further research on the effect of the combination of multiple creative strategies on consumer responses can help advertisers design an effective advertisement.

Advertisers can determine the best mix of creative strategies based on the type of new product.

This study confirms that the impact of NCS on consumer responses is not a simple linear relationship. When the three creative strategies are implemented, consumers’ positive reactions reach their maximum value.

This study aims to examine how different uses of performance measurement systems (PMS) enable or hinder organizational ambidexterity (OA), intended as the simultaneous pursuit of exploitation and exploration.

Following a qualitative research design, we gathered data through semi-structured interviews, observations and reviews of documents at four departments of an automotive firm.

We contribute to operations management research and practice by demonstrating how PMS, which are typically associated with exploitation, can also foster exploration and enable organizations to become ambidextrous. Specifically, we show how PMS can be structured and used in more agile ways and, in relation to innovation, we identify which PM practices should be introduced and with what effects and those that should be avoided. We also contribute to organization theory by highlighting how a single management tool can promote the achievement of both exploration and exploitation.

In investigating PMS uses and their effects, we identify several positive practices. For example, we show how managers can use PMS more effectively and how targets could be deployed to stimulate creativity and innovation. We also emphasize the need for managers to opt more often for team incentives rather than individual ones to encourage the collaboration needed for OA.

We provide in-depth insight into how PM tools affect an organization’s ability to pursue exploitation and exploration, thus contributing to research in operations, innovation and organization theory.

This study aims to assess National Health Service (NHS) decision-making protocols during the pandemic, with two primary objectives: (1) to establish whether decision-making protocols changed during the pandemic and (2) to evaluate if these changes could inform future decision-making strategies beyond the pandemic. By focusing on the shift from traditional to emergency decision-making processes, this research seeks to derive actionable insights for enhancing policy and practice in crisis conditions.

We employ a mixed-methods approach, gathering data through an online survey targeted at senior NHS decision-makers involved in the pandemic response. Our survey collected quantitative and qualitative data to assess changes in decision-making protocols. The analysis included statistical techniques to quantify changes and thematic analysis to explore their implications, providing a detailed understanding of decision-making adaptations during the crisis and their potential future impact.

Our findings clarify the role of the NHS values and constitution, which prioritize patient welfare, dignity and equitable access to healthcare, guiding all decision-making. During the pandemic, the urgency to respond swiftly necessitated modifications to these guiding principles. Traditional processes were adapted, allowing for more rapid decision-making while still aligning with the core values, effectively balancing immediate response needs with long-term healthcare commitments.

Our research contributes to decision-making under crisis conditions within a healthcare context and brings together a theoretical background which has accommodated the development of models and approaches that can be utilized by both service and manufacturing organizations. In addition, we have sought to bring together the importance of decision-making protocols under crisis conditions using observations from respondents who experienced decision-making at a senior level prior, during and beyond the period of the COVID-19 pandemic, which has assisted in the models developed in this paper. In addition, our empirical research demonstrates the importance that the values of the organization have upon decision-making and how such values need to be adjusted in the light of crisis operations.

Our research provides insightful observations relating to the pressures upon decision-making protocols under crisis conditions and provides senior decision-makers with an approach to realigning values to cope with unusual and highly pressurized operating environments. Notably, there is a clear requirement for decision-makers to communicate clearly to staff the need to temporarily alter the modus operandi to reflect crisis operations.

To the best of the authors’ knowledge, this is the first study to explore decision-making in the NHS during a pandemic and to clearly demonstrate how such decision-making needs to be adapted to reflect the nature and scope of delivering a complex healthcare service under crisis conditions.

This paper aims to managerial decision styles, following the General Decision-Making Style Inventory, as potential predictors of individual bias awareness and bias blind spots, with a focus on the rational decision style.

The research is based on a survey of 500 C-1 level managers within Forbes 2000 companies. It explores their decision styles and their assessments of their own and others’ decision behavior.

The results show that the awareness of one’s own susceptibility to biases and bias blind spots is highly dependent on an individual’s (self-declared) decision style and type of cognitive bias; decision-makers with a strong tendency toward a rational or spontaneous decision style see themselves as less vulnerable to cognitive biases but also show a much stronger bias blind spot than those with a tendency toward other decision styles. Meanwhile, decision-makers with a strong tendency toward an intuitive decision style tend to recognize their own vulnerability to cognitive biases and even show a negative blind spot, thus seeing themselves as more affected by cognitive biases than others.

To date, decision styles have not been used as a lens through which to view susceptibility to cognitive biases and bias blind spots in managerial decision-making. As demonstrated in this article, decision styles can serve as predictors of individual awareness and susceptibility to cognitive biases and bias blind spots for managers.

This study examines identity theft as a significant and growing issue in Australia, not only due to its financial impact but also because of the emotional, psychological, and physical harm it causes, making it a public health concern. This study aims to analyse the results of the 2019 Australian Institute of Criminology (AIC) survey to identify factors associated with an increased likelihood of identity theft victimisation.

This study involved a detailed analysis of the 2019 AIC survey, which had 9,968 respondents from a sample of 10,000. The research focused on whether respondents had ever been victimised by identity theft and analysed various characteristics, including demographics (gender, age, Indigenous status, education), income, computer usage, and preventive technology use, as potential indicators of future victimisation. Univariate analyses (chi-squared test and two-sample t-test) were used to assess individual associations, whereas a multivariate analysis (logistic regression) identified significant predictors of victimisation.

The univariate analyses indicated that all sub-variables were individually associated with identity theft victimisation. However, the multivariate analysis revealed that only identifying as Aboriginal and Torres Strait Islander, having an income between $18,201 and $37,000, and using multiple preventive technologies were significant predictors of victimisation. The unexpected finding that increased preventive technology use correlates with a higher risk of victimisation contradicts the survey’s suggestion that victims adopt more careful behaviour post-victimisation.

The research highlights the need for further investigation into the counterintuitive finding that greater use of preventive technologies may increase the risk of identity theft. Understanding this discrepancy could inform the development of more effective identity theft prevention strategies by the government and related agencies.

This study contributes to the existing literature by offering a nuanced understanding of the factors associated with identity theft victimisation in Australia that may be applicable globally. The unexpected findings regarding the use of preventive technologies provide a basis for further research and have the potential to influence future policymaking and identity theft prevention efforts.

We aim to explore the role of the interplay between intuition and rationality in the causation-effectuation decision-making processes of small creative businesses during their international expansion.

We developed process research to investigate the causation-effectuation decision-making processes during the internationalization of a creativity-intensive small business located in Brazil. In just three years, its cartoon reached screens in 80 countries.

We discovered an orthogonal relationship between causation and effectuation moderated by the balance between intuition and rationality, enabling small creative businesses to successfully navigate internationalization by adapting to contractual demands and exploring creative opportunities. To explain these relationships, we offer five process-based propositions for further studies.

We reconstructed the internationalization process based on retrospective interviews, so eliminating all biases from rationalization may have been impossible. We elucidate the interrelationship between causation-effectuation decision-making logic and demystify that decision-making effectuation logic is predominantly intuitive. We provide evidence that rational thinking permeates the entire decision-making process as a process of building the future.

Understanding causation-effectuation decision-making processes in creativity-intensive small businesses can be helpful for other businesses because they nurture production on a large scale.

The study emphasizes the importance of creativity-intensive small businesses to countries’ economies. Creativity-intensive businesses grow in other industries and generate many jobs in mature industries.

We demystify the decision-making assumption that effectuation logic is predominantly intuitive while causation logic is rational. Instead, we show that these logics coexist and interact orthogonally and dynamically.

Recent graduates are an important source of talent among hired employees as they bring up-to-date knowledge into the organisation. Yet, organisations have difficulties retaining them and recognizing factors influencing their voluntary turnover, which may differ from those influencing voluntary turnover among tenured employees. For example, graduate employees need to adjust to a completely new context and develop their identity as professionals. Therefore, the current study presents a review of the factors influencing newcomers’ voluntary turnover and turnover intentions.

To explore the factors influencing the turnover intentions and behaviour of recently hired employees, we conducted a literature review of 57 articles from several databases for different disciplines.

Our review identifies factors that influence turnover intentions and behaviour among recently hired employees and presents them in a model. The model identifies five categories of factors influencing turnover intentions and behaviour: pre-joining expectations, person-environment fit, the role of the supervisor, human resource (HR) practices and person-related factors.

The model enhances the understanding of why new employees leave an organisation and shows how supervisors and HR practices play an important role in reducing voluntary turnover among newly hired employees. The article concludes with practical suggestions on how to retain these employees.

While employee turnover has been studied extensively, this review focuses specifically on factors that influence the turnover intentions and behaviour of newcomers. We present these factors in a model that can be used to inform managerial practices to reduce turnover among newcomers.

We integrate trait, individual differences and substitutes for leadership theories to examine how leader trait anger influences leader vision and follower trust in the leader across high versus low levels of organizational formalization.

We obtained data from two independent multi-source samples from different occupations and countries. Sample 1: leader–follower dyads (n = 179) collected over three measurement periods from the Philippines; Sample 2: cross-correlational sample of leaders (n = 166), their manager (n = 166) and their followers (n = 610) from Australia.

We tested our hypotheses using PROCESS (Hayes, 2018) and found that leader trait anger influenced follower trust in the leader both directly and indirectly through leader vision (Samples 1 & 2). We also found that organizational formalization neutralized the effect of leader vision on follower trust in the leader (Sample 2).

While we used a time-lagged design in Sample 1, we cannot make strong causal claims as might be the case in an experimental study, for example.

Our results highlight the adverse effect of leader trait anger on perceptions of leader vision and follower trust in the leader, which we suggest should be considered in recruitment and promotion decisions. Our findings also suggest that high levels of organizational formalization may undermine the motivational effect of leader vision on followers, which should be considered in relation to organizational rules and procedures.

This research enhances our understanding of a previously unexplored boundary condition (i.e. organizational formalization) that appears to neutralize the motivational effect of leader vision. In addition, it highlights the ubiquitous effect of trait anger, in this case undermining the effectiveness of leader vision and trust in the leader, from two different observer perspectives (i.e. leaders’ followers and managers).