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The purpose of this paper is to determine whether the degree of involvement with shopping for clothing affects the frequency with which GenY consumers seek the opinions of others when making clothing purchases for themselves; the non‐personal sources that influence the frequency of clothing purchase; and certain shopping behaviors.

Written questionnaires were completed by students at a university in the southwestern region of the USA.

Most of the participants were determined to be high involvement shoppers who sought opinions of female friends and co‐workers, used most of the non‐personal idea sources, shopped more often, spent more money, and were more comfortable shopping for clothing.

While the participants are representative of the GenY characteristics and a valid sample for this project, the use of a convenience sample may limit the generalizability of the results.

Generation Y consumers who are more involved with shopping for clothing tend to consult a variety of resources prior to purchase, particularly other females and marketing delivered via various media. Retailers and clothing manufacturers should take advantage of visual merchandising opportunities and social networking avenues as well as traditional advertising and promotion outlets.

The research further refines the involvement construct with a group of consumers who are very involved with shopping for clothing. The opinions of other females, magazines, catalogs, television advertisements and programs, music videos, internet advertisements, and celebrities are important in the product selection process.

While there has been increased attention to emotions and institutions, the role of denial and repression of emotions has been overlooked. We argue that not only the expression and the feeling of emotions, but also their control through denial contribute to stabilize institutional orders. The role denial plays is that of avoiding the emergence of disruptive emotions that might motivate a challenge to the status quo. Reflecting on the example of the livestock industry, we propose a theoretical model that identifies seeds for change in denied emotional contradictions in an integration of the cultural-relational and issue-based conceptions of organizational fields.

This paper aims to empirically explore the TOE (technology-organisation-environment) factors influencing small to medium-sized enterprises' (SMEs') adoption of enterprise applications (EA).

Direct interviews were used to collect data from a random sample of SMEs located in the northwest of England. Using partial least squares (PLS) technique, 102 responses were analysed.

Results indicate that technology, organisation and environment contexts impact SMEs' adoption of EA. This suggests that the TOE model is indeed a robust tool to predict the adoption of EA by SMEs.

Although this study focused on examining factors that influence SMEs' adoption of a set of systems such as CRM and e-procurement, it fails to differentiate between factors influencing each of these applications. The model used in this study can be used by software vendors not only in developing marketing strategies that can target potential SMEs, but also to develop strategies to increase the adoption of EA among SMEs.

This model could be used by software vendors to determine which SMEs they should target with their products. It can also be used by policy makers to develop strategies to increase the rate of EA adoption among SMEs.

This paper provides a model that can predict SMEs' adoption of EA. SMEs, adoption, enterprise applications, enterprise systems, ICT, PLS, technology-organisation-environment framework, TOE

Microfoundations have become an effective approach for capability scholars to explore the heterogeneity of organizational results. Since the early pioneering work of scholars such as Felin and Foss, the microfoundations of strategic organization had not been extensively studied until 2010. The theoretical and empirical literature associated with the microfoundations of dynamic capabilities has developed rapidly. However, the diversity and fragmentation of micro-elements lead to a lack of a relatively consistent understanding of microfoundations, the study purpose is to aggregate the associated scattered terminology into a cohesive discussion.

A systematic literature review was conducted on research papers published between 2000 and 2022 using a hybrid methodology that included bibliometric and content analysis.

The authors suggest that this line of research can be divided into three stages. The study further develop a framework delineating the main components and mechanism involved in the microfoundations of dynamic capabilities, which in turn help us distill research gaps and opportunities for future work.

The authors construct a framework that can serve as a coherent research platform for further knowledge development. In the framework, the authors highlight that the research of group constructs, culture and leadership, data-driven topics are valuable for our understanding of the microfoundations of dynamics capabilities.

Transformational leader behaviors are defined as those behaviors that make followers more aware of the importance and values of task outcomes, activate their higher-order needs and induce them to transcend self-interests for the sake of the organization (Bass, 1985; Yukl, 1989a, b). These behaviors primarily include six types: articulating a vision, intellectual stimulation, demonstrating high performance expectations, providing an appropriate model, fostering collaboration and providing individualized support. Transactional leader behaviors, on the other hand, are founded on an exchange process in which the leader provides rewards/ punishments in return for the subordinate's effort and performance (Burns, 1978). They often include four types: contingent/non-contingent reward and contingent /non-contingent punishment. We examined the effects of these leader behaviors on subordinates' job satisfaction, organizational commitment and organizational citizenship behavior (OCB) in Chinese organizations. Data from 410 subordinate-supervisor dyads (287 in Taiwan and 123 in the PRC) suggest that while transformational leader behaviors in both samples have a more profound impact than transactional behaviors on employee job satisfaction and organizational commitment, the effects of each specific transformational and transactional behavior are different in the PRC and Taiwan. In particular, among the six types of transformational behaviors, ‘providing an appropriate model” and “demonstrating high expectation of performance” significantly influenced PRC employees' job attitudes and OCB, whereas “providing individualized support” and “fostering collaboration” had significant influence on Taiwan employees' job attitudes and OCB. Furthermore, among the four types of transactional behaviors, contingent reward and punishment had significant positive impact on PRC employees' job satisfaction and organizational commitment, whereas the job attitudes of the Taiwan employees were not significantly affected by contingent punishment. Instead, it was found that non-contingent reward had significant positive impact while non-contingent punishment had significant negative effect on their job attitudes. In addition, both contingent and non-contingent punishment had significant negative effects on Taiwan employees' OCB, whereas only non-contingent punishment had such negative effects in the PRC. The implications of these findings are discussed in terms of the contingent nature of leadership effectiveness.

The focus of human resource management has shifted from traditional topics to concepts such as globalization and international strategy. Management styles of Chinese‐Japanese and Chinese‐foreign joint ventures have been important areas of HRM research. Modern Chinese HRM practices and thinking are rooted in the cultural traditions of the country. Japanese cultural and geographical history has affected its business practices. Discusses Chinese and Japanese cultural characteristics in relation to business management and reviews the research literature. Presents the research study of Chinese‐Japanese joint venture management on which other articles by the same authors are based.