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Chronicles a series of errors in the Telecommunications Act by using a “fairy tale” scenario to aid in explanation of this US 1996 procedure. Addresses local market jurisdiction and dual cost standards. Concludes many of the Act’s goals remain largely unfulfilled as local exchange customers will not see the benefits the Act was hoped to deliver, until technology allows better delivery.

This paper aims to study the historical origins of margin squeeze cases in the USA and Europe.

The author compares and contrasts major margin squeeze investigations in the USA and the European Union (EU) in terms of the role of efficiency and fairness and shows their roots in the socialist calculation debate of the 1940s.

It was found that the USA and EU diverge in their approaches towards margin squeeze claims. While the USA case law focuses more on efficiency, the European Commission makes decisions based more on fairness and “protection of rivals”. This shows that political and ideological preferences influence legal decision-making.

The paper is limited to major cases in telecommunications. It leaves aside cases in other areas. Thus, the author cautions that the generalization of the findings of the paper to all margin squeeze cases, or competition policy in general, may be difficult.

While there is extensive literature on margin squeeze cases in the USA and EU, there is little work on the historical and ideological connections. The paper contributes to the literature by drawing attention to political influences over technical decisions.

This paper aims to formulate COVID-19 benchmarks that international nongovernmental organizations (INGOs) have considered to recover from the sudden stopping of operations swiftly and consequences of COVID-19 pandemic; thus, to move forward toward readiness for both, the unpredictable spreading or disappearing of the virus (case of INGOs operating in Jordan).

This exploratory research has been informed by the broader social constructivism paradigm and the basics of grounded theory method to identify the common themes. Six semistructured interviews have been conducted with INGOs’ leaders. The findings have been categorized, triangulated and prioritized toward the final identification of benchmarks.

Seven COVID-19 benchmarks for INGOs’ effective responses during COVID-19 pandemic have been proposed, comprising of (1) donors’ policies and regulations, (2) needs, expectations and relevancy, (3) coordination, (4) staff management, (5) business continuation plans, (6) balanced short-term and long-term planning and (7) permanent adoption of successful modalities.

INGOs play a vital role in the lives of vulnerable people around the world through their international development and aid (IDA) projects. However, the restrictions of movements associated with COVID-19 pandemic drive more burden on these communities and interrupted their access to assistance and support. This paper helps to sustain the crucial support of INGOs to those people who need it.

COVID-19 pandemic has interrupted the implementation of IDA projects, which added further obstacles toward the achievement of quality implementation of these projects. The proposed COVID-19 benchmarks help INGOs to overcome the consequences of pandemic on the near longer-term alike.

Current research suggests culture as a driving force of successful digital innovation (DI) that may not only built an organization's capability to digitally innovate but also reduce impeding factors within the organization. Only few empirical accounts support this hypothesis so far. Details of how culture supports DI are yet under-researched. This article aims to investigate the relationship between culture, organizational DI capabilities and DI barriers.

The authors address this issue by using survey data from German municipalities (n = 668), build a structural equation model (SEM) and analyze data using partial least squares SEM.

Results indicate that the business process management (BPM) culture dimensions continuous improvement and process innovation support DI capabilities. Barriers exist that partially mediate the impact of culture on capabilities.

The results of this study show that BPM culture is not a uniform construct and that its dimensions have both positive and negative impact on the building of organizational digitalization capabilities.