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The purpose of this paper is to advance understanding of the key elements of a new business model (BM) for independent retailers, which reflects their current competitive position within the retail ecosystem. It is a conceptual paper, drawing on theory and practical examples of strategy changes made by independent retailers during COVID-19.

This conceptual paper builds on existing research into retail BMs and independent retail strategies during COVID-19. It incorporates findings from a significant review of UK Independents’ performance during the pandemic, titled “Against All Odds, a Grimsey Review research paper (2021)”. It highlights changes in business format, activities and governance during the pandemic, alongside managers’ reflections on the impact of these changes on their businesses. This paper advances theory by adapting current conceptualisations of a retail business model with insights from value co-creation found in Service-Dominant logic (Vargo and Lusch 2008; Vargo et al., 2023).

This BM identifies a set of design principles and design elements/themes, which allows for a clearer delineation of the sources of competitive advantage for the sector moving forward. Design principles include the adoption of a hybrid format with resource configuration capturing co-creation activities and governance co-ordinated by institutions and institutional arrangements. Consumers lie at the heart of value co-creation. Design elements/themes need to be underpinned by value drivers including flexibility and agility, a dynamic IT capability and collaboration and community engagement.

This paper makes a two-fold contribution. Firstly, drawing on theory and practical examples of change made by business owners during the pandemic, the authors develop a new BM for independent retailers that captures key elements and relationships relevant to their competitive position in the sector. Secondly, the authors draw on the model to advance a set of propositions to be tested by further research to support a more stable and sustainable future for the sector.

State-owned enterprises (SOEs) play an immense role throughout the world. Historically lacking in innovativeness, SOEs are now compelled to be more innovative. This study aims to explore the innovative tendencies of SOEs and non-SOEs as they strive to be preferred suppliers to their key accounts. This study also examines the effects of top management involvement (TMI) and customer knowledge utilization on suppliers’ tendencies to provide innovative solutions to key customers. In addition, this study examines the moderating effects of state ownership on these relationships.

Following institutional theory and dynamic capabilities logic to guide expectations, this study collected survey responses from 185 managers at SOEs and non-SOEs in Beijing, Shanghai, Guangzhou and Shenzhen in China. Using partial least squares structural equation modeling, this study examined main and moderating effects of variables on innovation.

Results indicate that state ownership does not have a significant effect on innovation, suggesting Chinese SOEs may no longer be innovation-disadvantaged vis-à-vis non-SOEs. In addition, both TMI and customer knowledge utilization have positive effects on innovation. The hypothesized magnifying effect of state ownership on TMI’s main effect is not present. Data support our expectation that state ownership amplifies the positive effect of customer knowledge utilization on innovation.

Our research provides evidence that China’s SOEs are closing the competitive gap in innovation and mechanisms for this occurrence. The relatively small sample from limited geographies necessitates research in more regions of China. Also, research should investigate not just the ownership type of suppliers, but also of buyers.

This study offers unique insights into factors affecting the innovative tendencies of Chinese SOEs and non-SOEs. Until now, little research has addressed what practices SOEs use to provide more innovative solutions to customers.

This study aims to demonstrate that in the latter years of his life, Frederick Winslow Taylor embraced union participation in management decision-making and that interwar US Taylor Society members and organized labor extended his support for this endeavor.

This study engages with primary materials not previously present in the management history literature and secondary works generated by researchers in disciplines commonly ignored by management scholars.

This study contests the claim that the scientific managers reached out to unions only after Taylor’s death and demonstrates Taylor welcomed union participation in the management of enterprises, held it was necessary to “show” and not merely “tell” unions that scientific management could be “good” for them, that his inner circle and organized labor jointly promoted these propositions within F.D. Roosevelt’s New Deal administration, and that the US union movement was eventually compelled to settle for a form of industrial relations pluralism that limited their participation to bargaining over the conditions of employment and consequently doomed them to a disastrous future.

This study might support trade unionists develop strategies that may dampen employer hostility and thus revitalize the labor movement and assist management studies rediscover insights that once enabled the discipline to evolve beyond the enterprise. The latter is necessary for this study to live in an age when an increasing number of liberal market economies are characterized by austerity and retrenchment.

This study provides new evidence that demonstrates that Frederick Taylor embraced union participation in enterprise management and also that Taylor Society members actually made a significant contribution to Roosevelt’s New Deal labor policies.

The identification of salient stakeholders remains an issue in stakeholder theory (ST). The articulation of ST with the concepts of boundary object and systemic shock contributes to tackle this point. A boundary object is the “stake” that aggregates a stable network of interdependent actors “holding” interest in it. They compromise to satisfy their interests and collectively reach an equilibrium.

In a deductive approach, to illustrate the conceptual framework, empirical evidence is provided by an in-depth case study based on semi-directive interviews and the secondary data (Eisenhardt, 1989; Yin, 2017) of an industrial downsizing that included massive dismissals and involves a multi-stakeholder network. I use a temporal bracketing methodology (Langley et al., 2013) to analyze the dynamic process of interactions between stakeholders. The evolution of interactions is analyzed before the public announcement, during the implementation of the downsizing, and after the closure. The case is Gamma-Alpha (GA), a large German pharmaceutical company, that decided to cut 1250 positions in its Geneva entity and to close the office.

This research contributes to the understanding of employment relationships through the lenses of ST. A managerial decision affecting a boundary object involving workers could lead to a systemic shock inducing network change that would require attention from managers in order to successfully implement their decision. It also highlights how and when stakeholders (employees, trade-unions, government, etc.) have more opportunities to influence firm behavior.

Our main contribution comes from enriching the literature on stakeholder theory with the concepts of boundary object and systemic shock, which results in a crucial conceptual advance: stakeholder saliency is not an intrinsic characteristic but depends on the boundary object that connects the stakeholder’s interests with those of the firm. Moreover, defining a systemic shock affecting the boundary object characterizes the event that triggers interactions between stakeholders and the dynamic evolution of the network.

Manufacturing systems have undergone radical changes because of the implementation of physical and digital innovating technologies with high levels of connectivity, interoperability and autonomy. In this regard, the objective of this study was to investigate whether industrial engineers graduated in recent years in Brazil are prepared or not to work in companies and industries within the scope of Industry 4.0 technologies in a way that they positively contribute to the implementation and management of such technologies.

To achieve these objectives, a literature review and a survey on managers of the industrial sector acting in Brazil were carried out as the research strategies. The data collected were analyzed through a quantitative approach by means of the structural equations modeling method.

The hypothesis that the competencies of industrial engineers currently graduating in Brazil have a positive impact on the implementation and management of Industry 4.0 technologies has been confirmed. Predicting the evolution of production scenarios, understanding the interaction between organizations and their impacts on competitiveness and keeping abreast of technological advancements, organizing them and putting them to the service of business and societal demands were the competencies that obtained the highest factor loadings in the construct of industrial engineer competencies. In addition, cloud manufacturing, automation and robotization were the competencies that obtained the highest factor loadings in the industry 4.0 construct.

The analysis of skills development stands out as a source of competitive advantage for companies that intend to transition to a production system aligned with the principles of Industry 4.0, considering the training of professionals in an emerging economy context.

Richard Nixon and his advisors were aware of the inherent economic problems of wage–price controls: suppressed inflation, shortages, biases, avoidance, cheating, etc. Nixon's secret White House tapes reveal that Nixon disliked controls, never expecting them to extinguish inflation but only agreed to them to deflect attention from devaluation of the dollar. The political popularity of his controls changed his view of them, even producing a second freeze on retail prices in 1973. Importantly, the tapes reveal that Nixon pushed for inflationary monetary policies long after his 1972 reelection. Federal Reserve Chair, Arthur Burns, seemingly capitulated to Nixon's pressures by restraining interest rate increases in Federal Open Market Committee meetings. Politics won out over economics. Nixon and his advisors avoided addressing the reason for increasing inflation – the monetary expansion that Nixon pressured Arthur Burns to pursue in support of his 1972 re-election – an expansion that continued long after the election. This tragic policy failure was avoidable had the administration focused on controlling the true cause of the inflation.

This study aims to discover factors and configurations that influence customers’ acceptance behaviors to investigate the current hospitality industry using service robots.

A mix of symmetrical and asymmetrical modeling methods was used for the data analysis. The symmetrical modeling was used to find the net effects, whereas asymmetrical modeling was adopted to find the combined configurations for hotel guests’ robot service acceptance behaviors.

The results revealed the significant effect of innovativeness, willingness to be a lighthouse customer, personal norms and concern about service robot performance on acceptance behaviors. In addition, the complex solution models using characteristics of tech-forward consumers, norms and attitude and uncertainty and concern were found.

The study shows directions to hotel marketers, to help them make customers adopt service robots.

The study explored customer service robot acceptance behaviors based on comprehensive theoretical backgrounds, including the technology acceptance model, theory of planned behavior, norm activation model and service robot acceptance model.