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Researchers have examined the influence of the factors on reducing return rates in retailing over the years. However, the returns experience is often an overlooked way to drive customer engagement and repeat sales in the now ubiquitous omnichannel setting. The focus on returns prevention in existing research overshadows management’s need to understand better the comprehensive mechanics linking the customer in-store return experience with their repurchase actions. Recognizing the need to bridge different stages of the returns management process, this research aims to explore the facilitators and barriers of in-store return activities.

Analysis of customer corporate data from 5,339 returns at the retail level provides insights from the customer return experience. Expanding our theoretical understanding, a deductive research approach then examines how those factors impact customer repurchase intentions both online and at brick-and-mortar stores. Stage two of the study employs a scenario-based role-playing experiment with consumer respondents to test hypotheses derived from signaling theory and justice theory.

Results find that returns policy and loyalty program capabilities are essential in creating a positive customer in-store experience. Moreover, a return experience enhanced by frontline employee service can retain existing shoppers and drive additional store traffic, further stimulating retailer sales.

These findings refine our understanding of returns management in evolving omnichannel retailing and offer practical insights for retailers to manage customer relationships through in-store returns.

This research explores the paradigm of coopetition and the different theories that contribute to its evolution. The variation of cooperation and competition in a relationship depends on the resource flows identified in the literature. However, this research focusses on coopetition behaviours in the business world. Coopetition, simultaneous collaboration, and competition between firms, has emerged as a pivotal factor influencing organisational success in today's dynamic business environment. Based on game theory, the different types of competitive relationships between adversaries will also be presented in this chapter, where the interdependencies between the players and their choices to co-operate or compete are explored. Another perspective presented is how companies use game theory to achieve gains in both zero-sum and non-zero-sum games by changing the players, the perceptions of risk, the associated returns, and the rules and scope of the game. This chapter also will show the prisoner's dilemma applied to business practices. Finally, we present the ‘tit-for-tat’ theory of strategy. The conclusion underscores the need for organisations to navigate a delicate balance between collaboration and competition to thrive in a complex and interconnected tourism global marketplace.

This study aims to examine protean career attitude (PCA) and proactive work-behavior (PWB) conceptually and empirically by assessing the mediating role of leader-member exchange (LMX) in the context of 21st-century organizational challenges and transitions. The interaction of three theories underpinned the research framework. The theoretical model is based on LMX theory, career motivation theory (CMT) and self- determination theory (SDT) to investigate the implications of the banking sector.

Research methodology is based on quantitative and deductive research approaches. The quantitative survey was conducted with a sample size of 325 banking sector employees. The SEM technique was used with SmartPLS software to test the direct and indirect effects of the proposed hypothesis.

The empirical analysis revealed that PCA fosters LMX. The results indicate an indirect effect between PCA and PWB. LMX completely mediates the relationship between PCA and PWB. Conceptually, it is proven that in the 21st century, the traditional career management approach is a big challenge for managers and organizations.

This study holds implications for HR managers, CEOs, institutional employers and HRD practitioners in the context of 21st-century organizational challenges and transitions to understand the phenomenon of PCA instead of a traditional career approach. This study will help managers link their retention strategy with consequence factors, i.e. LMX and PWB.

This study will help to bridge the gap between the literature on PCA, PWB and LMX. It provides managers with a conceptual understanding of the phenomenon of the LMX construct with empirical evidence. To the best of the authors’ knowledge, this would be the first study conducted in the context of the banking industry in Pakistan and an empirical and theoretical attempt to correlate PCA and PWB with LMX to get a high banking employee retention rate. More interestingly, the study is theoretically underpinned by CMT, LMX theory and SDT.

This study aims to investigate the influence of network power on exploratory and exploitative innovation and examines the moderating effects of power distance and procedural justice on these untested relationships.

This study uses survey data collected from firms in China and explores the influential mechanisms of network power, power distance and procedural justice in firm innovation.

This study empirically shows that network power has an inverted U-shaped effect on exploratory and exploitative innovation. Power distance weakens the effect of network power on exploratory and exploitative innovation, and procedural justice enhances the effect of network power on exploratory and exploitative innovation.

This study extends resource dependence theory and contributes to the literature on innovation management. Future studies should use different collection channels or research methods to provide more evidence for model promotion. In addition, the dynamic power game among network members and the roles of other mediators or moderators warrant further consideration.

Managers should exercise power strategies properly and ensure that their innovation income exceeds expenditures. Managers need to pay serious attention to power distance and procedural justice in the network and formulate suitable cooperation strategies based on actual conditions.

This study applies the resource dependence theory to investigate the influence of network power on exploratory and exploitative innovation. In addition, the moderating roles of power distance and procedural justice in the above relationships, which have rarely been discussed in previous studies, were tested.

This article delves into a theoretical framework evaluating the outcomes of justice perception (JP) on post-complaint behaviors. In addition, this article intends to facilitate service strategists to tailor service recovery efforts to attain a competitive gain.

We explored the complex relationships between JP and positive word-of-mouth (PWOM), evaluating the role of recovery disconfirmation (RD) as a mediator and also exploring factors that work as moderators. Data were collected in three different studies (Study 1: survey in banking service, Study 2a: experiment in hotel service and Study 2b: experiment in banking service) and were evaluated through the regression-based analysis.

Findings show that the link between JP and PWOM is mediated by RD. Moreover, the attitude toward complaining, failure severity and cognitive reappraisal function as moderators in affecting the behavioral consequences of JP.

In contrast to existing research discussing similar topics, in this article, exclusive focus is given on the moderation and mediation impacts for hypotheses evaluation. Thus, the outcomes from our studies provide a strategic outline for managing service failures by enhancing customer interactions, creating opportunities for competitive gain.