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This study aims to examine escapism as the explanatory mechanism that can account for distinct outcomes of harmonious and obsessive sports fan passion among US and Chinese fans.

The study uses cross-cultural data collected among sports fans in the USA and China. Using structural equation modeling and PROCESS model, the authors test the mediating role of escapism and the moderating role of indulgence on the relationships between sports fan passion and procrastination.

The authors found that positive escapism mediates the relationship between harmonious sports fan passion and procrastination, whereas negative escapism mediates the relationship between obsessive sports fan passion and procrastination. While individual-level indulgence was not a significant moderator, post hoc analyses revealed that the interaction of indulgence and uncertainty avoidance played a moderating role.

The use of sports fan samples from both the USA and China enables a cross-cultural comparison of the proposed model, thereby extending the model’s generalizability. By advancing the dual model of escapism, the authors hope to stimulate a research dialogue that identifies more nuanced (both positive and negative) predictors and outcomes of passion for an activity and escapism in the broader context of other passion-inducing activities (e.g., Internet use, work, etc.).

Marketers promoting sports events can use this study's results to highlight the benefits of harmonious sports fan passion in terms of positive escapism and reduced procrastination. Organizations promoting sports fandom need to also be aware that sports fans can have obsessive passion for sports that can lead to procrastination. Therefore, it is important to be vigilant and distinguish between “healthy” and “unhealthy” passion early to avoid “unhealthy” passion turning into negative escapism and by extension, procrastination.

Socially responsible marketers should understand a potential negative effect that obsessive sports fan passion may entail and prevent or minimize its negative consequences.

To the best of the authors’ knowledge, this is the first study that explains why sports fan passion can(not) be associated with procrastination. It does so by using the dual escapism as the explanatory mechanism linking harmonious and obsessive sports fan passion and procrastination.

This study aims to investigate how the association between corporate social responsibility (CSR) and firm performance, documented in prior research, is affected by the joint effects of managerial ability and attributes of the firm's governance structure.

Unbalanced panel contains the essence of cross-sectional time-series data. A significant F-test proves the inappropriateness of pooled OLS regression to the sample. Further, the rejection of the Hausman test null favors fixed-effects over random-effects. However, statistically significant results from Shapiro–Wilk test, Breusch–Pagan test and Wooldridge test reveal non-normal distribution of the dependent variable, the presence of heteroscedasticity and the existence of first-order autocorrelation, respectively. Thus, this study applies feasible generalized least squares with panel-specific autocorrelation structure (hence, a slightly smaller sample) controlling for heteroskedasticity to all models after lagging all the explanatory variables by a year.

This study finds that higher levels of managerial ability enable firms to benefit more/less from their CSR investments depending on the presence/absence of appropriate governance devices. While CEO ability may be seen as an indicator of how well the CEO might serve the firm in the market-domain strategies, the results suggest that this may not be the case in the non-market domain in the absence of appropriate governance mechanisms.

The arguments and analyses in this study support two important contributions to the growing literature on CSR. First, the current study is one of the few to identify CEO ability as an important factor that may influence the dynamics of the firm's CSR (see also Garcì-Sànchez et al., 2019 and Yuan et al., 2019). Second, this study examines whether governance robustness minimizes the potential for opportunistic behavior of more able CEOs or constraints the effectiveness of more able CEOs in decisions pertaining to CSR.

In light of the conflict between scholarly findings supporting corporate social responsibility’s positive impact on corporate financial performance (CFP) versus findings showing negative impact on CFP, the academic literature has reoriented toward determining the contingency conditions that affect the underlying relationships. This paper aims to investigate two potential contingency factors, the chief executive officer’s (CEO) corporate social responsibility (CSR) expertise and board members’ CSR expertise.

This paper uses an unbalanced panel of archival data of 168 firms from the S&P 500 index for the period 2006–2013. The analytic model is estimated using the feasible generalized least squares regression method with heteroscedasticity and panel-specific AR1 autocorrelation.

The findings reinforce the perspective that CSR positively affects the firm’s financial performance. The authors find that firms realize optimal results from their CSR investments when both the board and the CEO have greater CSR expertise. In other words, both, CEO CSR expertise and board CSR expertise positively impact the CSR–CFP relationship.

The findings of this study advance the literature in three important areas, namely, the social responsibility–financial responsibility relationship, the governance literature and upper echelons theory. First, the theoretical arguments and the empirical evidence highlight that CSR–CFP relationship is at least partly contingent upon the CEO’s and board members’ CSR expertise. Second, this study introduces two important variables: the CEO and board’s CSR experience as proxies for their CSR expertise. Future researchers may consider decomposing the various components of CSR to study the differential impact of each component on financial performance.

First, this study finds that while the CEO CSR expertise may be of value for the firm, such value can only be realized under a capable and effective board that has adequate knowledge in the field of CSR. Second, this study shows that the best-case scenario for firms occurs when both its board members and CEO have had greater prior CSR involvement that contributed to their knowledge inventory and skills. Greater knowledge and skills enhance the quality of the decisions that comprise the firm’s CSR strategy.

While it seems intuitive that prior CSR knowledge and expertise should lead to more and better CSR initiatives, there are few if any studies that empirically examine the effects of this premise on a firm’s financial performance. To the best of the authors’ knowledge, this study appears to be the first that directly tests the relationship between executives’ CSR experience and firm performance.

This chapter discusses how the real options theory can be useful for understanding the adoption of human resources management (HRM) practices. The authors review how the real options theory has provided insights into the processes through which firms manage uncertainties involved in the adoption of HRM practices. The authors offer propositions for future HRM research from the real options perspective. The authors contend that analyzing HRM practice adoptions through the lens of real options theory can enhance our understanding of the mechanisms through which firms choose which HRM practices to adopt and how they adjust the timing, scale, and methods of investment in these practices. Specifically, the authors suggest that differences in information relevant to valuation of HRM options are the source of distinct choices of HRM options across firms. Finally, the authors propose advancing knowledge on HRM practice adoptions by using a portfolio of options approach, as well as considering factors like competitors, path dependence, and switching options.

This paper proposes a framework for understanding the concept of a learning organization from a normative perspective. A questionnaire was developed to operationally measure the described management practice attributes of a learning organization. Using a sample of four organizations and 612 subjects, support was found for three a priori predictive hypotheses derived from a conceptual framework. Implications of the results and further empirical research are discussed, especially for linking learning organization attributes to performance using larger samples and multiple measures.

The purpose of this paper is to find out the most influential journals, articles, authors and the subject areas where Miles and Snow typology is used. The study identifies the opportunities for future research as well.

Review is based on 196 journal articles selected through a systematic and rigorous search process from the four databases: ProQuest, Business Source Complete, Willy and Science Direct. Total Citation, threshold citations, fractional citation and citation per year techniques are used for analyses.

Strategic Management Journal (SMJ), Academy of Management Journal (AMJ) and Journal of Marketing (JOM) are the most influential Journals. The most influential and prolific articles on the subject are from Hambrick (1983), Conant et al. (1990), Doty et al. (1993), Sabherwal et al. (2001), Desarbo et al. (2005) and Fiss (2011). Management, strategic management and marketing are the most studied subject areas.

Although there have been many reviews of the literature on this typology, the systematic review on Miles and Snow typology to find out the most influential journals, authors, articles and subject area has not been done before.

The purpose of this study is to analyze and map the terrain of human resource management (HRM) in higher education (HE) contexts, with the aim of uncovering potential gaps within the existing knowledge base.

This study employs a unique, in-depth bibliometric analysis of 945 publications from the Web of Science database over the past 40 years between 1981 and 2022.

Based on the bibliometric analysis, the authors retrospectively examined the dominant research themes in HRM within the HE sphere, tracing their evolution over time. Four central clusters emerged: the theoretical foundations of HRM, strategic HRM, organizational culture and human capital development. Furthermore, the authors pinpointed critical research gaps and proposed areas for future inquiry, such as the impact of HRM on productivity, leadership dynamics, sustainable growth development, international staffing strategies and knowledge transfer mechanisms.

This study demonstrates how academics can use bibliometric techniques to systemize literature, expose potential gaps and suggest fruitful lines of inquiry in the field of investigation. The findings of this study can also help improve the decision-making processes of managers and human resource professionals.

This study provides readers with a systematic understanding of the development of HRM in HE settings and presents forward-looking perspectives, highlighting future research possibilities. Moreover, it validates the significance of bibliometric analysis as an efficient technique for discovering gaps in the existing literature.

The U.S. Congress has been struggling to create a comprehensive energy program. A key component of the present attempt, recommended by President Carter, is a synthetic fuel program. In July of 1979, the President asked for an $88 billion “crash program” to encourage development of synthetic fuels. To date, a three month struggle to reach a consensus between House and Senate conferees has brought only limited results. Compromise is emerging in the form of a proposal for a “synthetic fuels corporation.” The body would have the authority to disperse $20 billion in the form of federal loan guarantees and purchase agreements with more money to become available later.

Recent research studies have increasingly suggested leadership as a major antecedent to encourage innovative work behavior among business employees. Empirical studies which investigated the influence of various leadership aspects such as style and ethics on employees' innovative performance and unraveled the mechanism through which leadership exerts its impact on employees' innovative work behavior were restricted. Thus, the purpose of this research was to investigate the relationship between ethical leadership and employees' innovative performance by focusing on the mediating role of two forms of the intellectual capital (IC), i.e. human capital and social capital.

Data for present research were collected through in person administered questionnaire-based survey from the managerial level employees of the targeted sample of the manufacturing firms. Furthermore, due consideration was given while selecting the individuals from R&D departments of these organizations, who were typically involved in knowledge-intensive jobs and where application of intellectual assets was needed.

Ethical leadership was observed as to positively influencing employees' innovative performance. Two forms of IC, i.e. human capital and social capital were observed as playing mediating role in the ethical leadership – employees' innovative performance relationship.

The contemporary research study adds value in the literature of the ethical leadership. The most imperative theoretical contribution of the present research study underlines the psychological process, i.e. IC by which ethical leaders encourage innovative behavior among employees.