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Regulatory efforts within the UK water industry in recent years have been predominated by the concern for measuring the cost efficiencies of the privatized companies. More recent regulatory work, however, has moved away from the assessment of performance on the strict basis of financial indicators to a multidimensional perspective that includes quality concerns, combining the interests of management, shareholders and consumers in the assessment procedures. This study adopts a similar perspective, describing a multi‐stakeholder performance model for UK water companies, which develops an understanding of performance improvement in financial and quality terms. Thus, the interests of shareholders and consumers are addressed – and differentiated – within a single performance frontier framework. The ways in which one approaches different regions of the frontier characterizes the different stakeholder perspectives, entertains the possibility of trade‐offs between them, and provides the basis of determining “balanced” positions in performance space.

While the extant literature establishes that creativity in advertisements enhances ad effectiveness, developing creative advertisements is costly and creativity perceptions are subjective varying from person to person. Therefore, it is important to study the factors that influence the creativity assessments of consumers. Accordingly, this paper aims to investigate the impact of thinking style on creativity assessments of advertisements.

Five studies (two surveys and three experiments) demonstrate that individuals with higher levels of analytic thinking style perceive creative advertisements as more creative. This result holds for a self-reported thinking style scale (Studies 1, 2 and 3) as well as for primed thinking styles (Studies 4 and 5) and for different product categories/ads (coffee in Study 1, furniture store in Study 2, and juice in Studies 3, 4 and 5).

The findings show that analytic thinkers perceive the same creative advertisement as more creative than holistic thinkers. In addition, the advanced creativity perception due to analytic thinking reflects positively on managerially important variables (willingness to pay a premium: Study 1, attitude toward ad: Study 2 and Study 4 post-test).

To the best of the authors’ knowledge, this research is the first to investigate an individual difference, namely, thinking style, that impacts creativity judgments, which in turn enhances advertising effectiveness.

A pressing issue with mobile applications (apps) is continued use. The expectancy disconfirmation theory is employed as the theoretical basis for most studies on continuance. Recognising the experiential aspects of using mobile apps, the purpose of this paper is to extend the existing disconfirmation model to account for the emotional experiences and their influences on continuance. In particular, the authors are interested in the factors that drive the experience of emotions, and how these cognitive drivers differ in shaping distinct emotional experiences (i.e. positive vs negative).

Structural equation modelling was applied on 271 valid responses collected from an online survey conducted among mobile app users.

Disconfirmation affects emotions in a non-linear fashion through arousal, and both positive and negative emotions influence continuance intention. Furthermore, positive emotions tend to be influenced by inherent benefits, whereas negative emotions are more likely to be influenced by instrumental benefits.

The generalisability of this study may be enhanced by collecting data from more diverse samples and validating the model on more mobile app categories.

This study progresses from the demonstration of a mere impact of emotions on continuance as in several recent empirical inquiries to more nuanced understandings of the role of emotions in forming continuance intention.

This public-sourced case describes the latest restructuring efforts by Deutsche Bank (DB) and gives a short history of prior restructuring efforts from the decade before. In July 2019, Christian Sewing, the new CEO of DB, announced a series of measures that included, among others, the elimination of global equity trading, the layoff of 18,000 employees, the creation of a “bad bank” to transfer noncore assets, and the suspension of dividends until 2022. The case describes key decisions a bank CEO makes when a bank needs to change course to return to profitability and growth. The case offers an opportunity to debate these key decisions, as well as discuss some of the prior ones during earlier restructuring efforts, and put the students in the CEO's shoes: What would you do and why? The case also describes key banking performance metrics (e.g., ROE, ROA) and other critical variables such as those reflecting capital health (Tier 1 ratio), as well as gives an overview of the bank business model and factors impacting bank profitability and value.