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Amidst escalating sustainability challenges, product and brand managers face a pressing need to foster responsible consumption and marketing strategies. Guided by the theory of planned behavior, this paper aims to explore consumers’ motivation to purchase second-hand clothing, a type of product that contributes to Sustainable Development Goal (SDG) 12 on Responsible Consumption and Production by democratizing the brand, extending the life-cycle of the product, promoting a circular economy, while reducing economic costs for consumers and environmental costs for companies.

A two-stage study was conducted: 20 consumers were initially interviewed to identify the salient beliefs about second-hand clothing, and following that, a survey was conducted with 449 consumers to statistically analyze consumers’ motivation to purchase second-hand clothing. The data were analyzed using partial least squares-structural equation modeling (PLS-SEM) and necessary condition analysis (NCA).

From a “should-have” perspective (PLS-SEM), the study reveals that behavioral beliefs, injunctive normative beliefs, descriptive normative beliefs and control beliefs positively shape attitudes, injunctive norms, descriptive norms and perceived behavioral control toward second-hand clothing, whereas attitudes, injunctive norms, moral norms and perceived behavioral control positively influence consumers’ purchases of second-hand clothing. From a “must-have” perspective (NCA), the study shows that behavioral beliefs, injunctive normative beliefs and descriptive normative beliefs are necessary conditions to positively shape attitudes, injunctive norms and descriptive norms toward second-hand clothing, whereas attitudes, injunctive norms and perceived behavioral control are necessary conditions to stimulate second-hand clothing purchases.

The study offers a deep dive into consumers’ motivation to purchase second-hand clothing using a multimethod approach that enables not only the elicitation of salient beliefs (through interviews) but also the empirical examination of these beliefs alongside varying subjective norms in motivating consumers to purchase second-hand clothing (via survey). Given that beliefs are deeply rooted, the rigorous unfolding and validation of consumers’ beliefs about second-hand clothing, including the “should-haves” versus the “must-haves,” provide finer-grained insights that product and brand managers can strategically use to encourage consumers to purchase second-hand clothing.

This paper aims to explore and explain following a generational change, the latter generation in Chinese family firm is seen to apply different innovation strategies to thrive in a competitive environment. The Chandlerian perspective on management, marketing and manufacturing techniques (3Ms), derived from American business historian, Alfred Chandler has shown conclusively that one of a small yet established enterprises in Malaysia, London Biscuits Berhad (LBB) was able to capture a larger market by focusing on strategy and structure. This case study analytically and empirically describes the insights surrounding enterprise development among family small and medium enterprises (SMEs) in Malaysia.

By using the longitudinal way to compare the development of family business through time, the historical profiles that were obtained from Malaysia’s companies commission house (Suruhanjaya Syarikat Malaysia) shows how organizational characteristic is often formulated by capitalizing tacit knowledge as a controlled input in the production process while promoting organization capabilities, as generations change. Secondly, findings from the interviews will show how the latter generation of this family firm innovates and adds value in product manufacturing by upgrading its quality, using resources and revitalizing the stages of business cycle.

Findings show that enterprise development is influenced by objective setting during generational change. As time goes by, the next generations have a tendency of minimizing risk and maintaining harmony in the family enterprise. The next generation starts to recruit and retain professional staff while contributing innovative ideas toward the enterprise development, in comparison to the founding generation. The findings also show that diversification activities (manufacturing), improvement in domestic and international networking (marketing) and professional management adoption (management) can clearly be seen in the development of LBB.

This case study traces how organizational and administrative characteristics of a firm are crucial if the enterprise is to capitalize on tacit knowledge and commercialize it through product development. It also clearly indicates that family enterprises may last several generations if the Chandlerian perspective on 3Ms is successfully transferred and practiced among family members.

The selected case study focuses on the Chandlerian concept, which is the contribution of organization capabilities that foster strategic competition. This is done by investigating a successful enterprise run by a prominent Chinese family in Malaysia, which has gone through generational change. This paper proves that strategizing a family enterprise through the Chandlerian concept of 3Ms can transform a small business into a large and successful multinational enterprise.

Nowadays, star athletes are global brand personalities. The increased popularity of the professional sport has contributed to elevating exceptional athletes to international star status. This empirical study aims to assess the impact of athlete performance and brand social value on product involvement with the mediation effect of celebrity athlete endorsement.

A quantitative survey was conducted with 399 Chinese participants. PLS-SEM is adopted to examine the associated paths and the mediating effect of celebrity endorsement.

The results demonstrate the significant impact of athlete performance and brand social value on product involvement. Celebrity endorsement partially mediates the effects of athlete performance and brand social value on product involvement.

This study extends understanding of celebrity athlete endorsement and provides insight into the strategic implications for Chinese social media-based marketing initiatives in the context of the recent Olympic Game in Tokyo 2021.

This paper aims to examine the impact of changes in human capital development and evolution of tacit knowledge following transgenerational succession in ethnic companies. The paper contributes to the understanding of transferring tacit knowledge across generations in ensuring ethnic business sustainability.

In answering the how question, this paper tracked the changes and their impact in the process over time, using the multiple-case study method. A total of six interviews were conducted with three Indian-owned companies in the jewellery industry in Malaysia, with each interview lasting between 45 and 60 min. Secondary data were collected to supplement the primary data for analysis. Data triangulation method was applied to strengthen the design of this study.

The results indicate that changes in human capital development and tacit knowledge have enabled ethnically Indian-owned jewellery-based companies to alter their products to respond to demands of modern society whilst sustaining and commodifying the ethnic identity of their businesses. The findings also highlight that proper succession planning by ageing entrepreneurs may promote sustainability of these ethnic enterprises.

Despite the growing attention on ethnic and migrant entrepreneurship, less is known about the impact of the changes through transgenerational succession over time in ethnic businesses, especially when such changes involve human capital as the key players. This study is important in addressing the gap, in identifying human capital development and tacit knowledge among the critical ethnic resources contributing to ethnic business sustainability. Using a conceptual framework, this paper sheds some light on how ethnic businesses are sustained through transgenerational succession.

The purpose of this study is to explore the intersection of mindfulness practices and ethical decision-making within organisational leadership. Drawing from ancient Buddhist principles and contemporary neuroscience, this study aims to illuminate how mindfulness can enhance cognitive and emotional regulation, thereby fostering ethical behaviour and improved decision-making among leaders and employees. By examining the theoretical and practical implications of mindfulness in the context of organisational behaviour, this research seeks to contribute to the development of more compassionate, ethical and effective leadership practices, ultimately promoting a more mindful and sustainable business environment.

This concept paper explores the integration of mindfulness meditation practices with decision-making, particularly its influence on ethical choices, through a comparative study of modern techniques and the ancient teachings of the Tripitaka. Using a methodology that spans literature review in organisational behaviour and leadership, alongside in-depth analysis of the Tripitaka and contributions from scholars like Bhikkhu Bodhi, the paper examines the potential of mindfulness in enhancing ethical decision-making. It incorporates a range of sources, including peer-reviewed journals and seminal books across various disciplines, to underscore the transformative potential of mindfulness in addressing contemporary challenges and guiding leadership practices.

This discussion explores how mindfulness, rooted in ancient Buddhist philosophy and aligned with modern neuroscience, can significantly enhance managerial decision-making by fostering a balance between cognitive and emotional factors. It delves into the transformative potential of mindfulness in refining thought processes, promoting ethical decision-making and mitigating cognitive biases. By bridging traditional wisdom with contemporary scientific insights, the analysis underscores mindfulness as an active, dynamic process crucial for personal growth and effective leadership in complex environments.

One limitation of this research is its reliance on theoretical frameworks and literature reviews, which may not capture the full range of practical challenges in implementing mindfulness practices within organisations. Additionally, the diversity in mindfulness methodologies and the subjective nature of mindfulness experiences may affect the generalisability of the findings. Future research should include empirical studies to validate the proposed benefits of mindfulness in organisational settings and explore the most effective strategies for integrating mindfulness practices into leadership and decision-making processes. This would help in understanding how mindfulness can be tailored to suit different organisational cultures and individual preferences.

The practical implications of applying mindfulness in organisational settings include enhanced decision-making abilities, improved leadership effectiveness and increased employee well-being. Mindfulness training can equip leaders and employees with the skills to manage stress, navigate complex ethical decisions and maintain focus amidst distractions, leading to more thoughtful and responsible business practices. Organisations might see a reduction in conflict, enhanced creativity and better teamwork, contributing to a more harmonious and productive workplace. Implementing mindfulness programmes could also support talent retention and attraction by promoting a workplace culture that values mental health and ethical behaviour.

The social implications of integrating mindfulness into organisational decision-making and leadership, as suggested by the document, include promoting ethical behaviour, enhancing emotional regulation and improving team dynamics. Mindfulness practices can lead to more informed and conscious decision-making, reducing cognitive biases and fostering a culture of ethical awareness within organisations. This shift towards mindful leadership could potentially transform organisational cultures, encouraging greater compassion, ethical responsibility and collective well-being, thereby contributing positively to broader societal values and norms.

The originality and value of this research lie in its novel integration of mindfulness concepts derived from ancient Buddhist teachings with contemporary neuroscience and organisational behaviour studies. By exploring the deep-rooted philosophical underpinnings of mindfulness and their applicability to modern ethical decision-making and leadership practices, this work offers a unique perspective that bridges historical wisdom with current scientific understanding. It provides a comprehensive framework for understanding the transformative potential of mindfulness in organisational settings, highlighting its capacity to foster ethical leadership, enhance decision-making processes and contribute to a more mindful, compassionate and sustainable business environment.

The purpose of this paper is to explore and understand the needed entrepreneurial actions required to attain sustainability during the COVID-19 pandemic. Social entrepreneurial sustainability is defined as the process of developing sustainable solutions for social, economic or environmental problems that are not being addressed by the market. This paper intends to get a clearer picture of how social entrepreneurial sustainability is affected by the exogenous shocks caused by the pandemic.

A qualitative exploratory approach using a case study design was used. Semi-structured interviews with five CEOs and founders of accredited social enterprises in Malaysia that have proven sustainable were conducted. Triangulation was applied in this study through three different data sources to confirm and validate the emerging findings.

The findings reveal various innovative revenue-generating activities and business processes taken by social entrepreneurs to be sustainable during the COVID-19 pandemic, such as pivoting and forging new partnerships. Themes such as technical innovation and social innovation are critical concepts that need to be differentiated and understood. The introduction of a new construct termed “mission agility” will be of significant interest to academicians studying social entrepreneurship and sustainability.

The practical implications of this study suggest that if social enterprises implement the recommended strategies, they may achieve both short-term and long-term social entrepreneurial sustainability during the pandemic crisis and progressively into the post-pandemic era.

This study is unique by using two methods of data collection. By providing vital empirical evidence through primary and secondary data, the paper will offer robust findings and proposes recommendations on entrepreneurial strategies to foster the recovery and sustainability of social enterprises during the COVID-19 pandemic.