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This paper aims to propose a general framework of shared control for human–robot interaction.

Human dynamics are considered in analysis of the coupled human–robot system. Motion intentions of both human and robot are taken into account in the control objective of the robot. Reinforcement learning is developed to achieve the control objective subject to unknown dynamics of human and robot. The closed-loop system performance is discussed through a rigorous proof.

Simulations are conducted to demonstrate the learning capability of the proposed method and its feasibility in handling various situations.

Compared to existing works, the proposed framework combines motion intentions of both human and robot in a human–robot shared control system, without the requirement of the knowledge of human’s and robot’s dynamics.

In this study, the author aimed to measure the effect of customer loyalty on customer citizenship behavior as well as the effect of experience value perceptions of tourist railway journey customers on customer loyalty within the scope of social exchange theory.

The author obtained data from 126 participants who had experienced the tourist railway adventure through random sampling. In the next stage, the author extracted the data obtained with the bootstrapping sample technique to 5,000 samples. The author analyzed these obtained data with the PLS-SEM model with the Smart PLS 3 software.

The results of the research show that the most important experience value dimension that creates loyalty in the touristic railway journey is the emotional value dimension; the second important dimension is the hedonic value dimension and other experience value dimensions did not have any effect on customer loyalty intention levels. In addition, an important result of the study is that loyal customers mostly intend to advise other customers, and relatively less of them intend to give feedback to the firm.

The fact that the concepts of touristic railway journeys are different due to the nature of tourism is an important limitation of the study, which is only for individuals who have experienced the Touristic Eastern Express. The fact that the Touristic Eastern Express is a long journey and stops at many destinations on its arrival and departure route can affect customers' perceptions of the experience value.

The values that create customer loyalty in the touristic railway journey are mostly emotional and hedonic values. In addition, customers who are loyal as a result of this journey are more intent on advising other customers than giving feedback to the firm.

The study was carried out on the customers of the touristic eastern express, which started its activities in 2019. Ensuring customer loyalty for the sustainability of this trend has significant tourism potential; Afterwards, the transformation of customer loyalty into customer citizenship has a very important place. In addition, as far as we have examined the literature, the absence of similar studies in the tourism sector is an indicator of the study's originality. Considering these data, it is expected that the study will fill an important gap in terms of both sectoral and academic.

As the global presence of Chinese firms grows, increasing numbers of Chinese managers are working abroad as expatriates. However, little attention has been paid to such Chinese expatriate managers and their leadership challenges in an inter-cultural context, especially across a large cultural distance. To fill the gap in the literature concerning the leadership challenges for expatriate managers in an inter-cultural context, the purpose of this paper is to elucidate the leadership styles of Chinese expatriate managers from the perspectives of three traditional Chinese philosophies (i.e. Confucianism, Taoism, and Legalism) in the inter-cultural context of the Netherlands.

The data for this qualitative study were collected via semi-structured, open-ended, narrative interviews with 30 Chinese expatriate managers in the Netherlands.

The results clearly show that the leadership style of Chinese expatriate managers is deeply rooted in the three traditional Chinese philosophies of Confucianism, Taoism, and Legalism, even in an inter-cultural context. Specifically, the study reveals two salient aspects of how Chinese expatriate managers frame and interact with a foreign cultural context from the perspectives of traditional Chinese philosophies. First, the Chinese expatriate managers reported an initial cultural shock related to frictions between the foreign cultural context and Confucianism or Taoism, but less so in the case of Legalism. Second, the Chinese expatriate managers also reported that their interactions with the Dutch culture are best described as a balance between partial conflict and partial complementarity (thus, a duality). In this sense, the leadership style of Chinese expatriate managers is influenced jointly by the three traditional Chinese philosophies and certain elements of the foreign cultural context. This is consistent with the Chinese perspective of yin-yang balancing.

This study is among the first to offer a more nuanced and highly contextualized understanding of leadership in the unique case of expatriate managers from an emerging market (e.g. China) in an advanced economy (e.g. the Netherlands). The authors call for more research to apply the unique perspective of yin-yang balancing in an inter-cultural context. The authors posit that this approach represents the most salient implication of this study. For practical implications, the authors argue that expatriate leaders should carefully manage the interplay between their deep-rooted home-country philosophies and their salient host-country culture. Reflecting on traditional philosophies in another culture can facilitate inter-cultural leadership training for Chinese expatriates.