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The purpose of this paper is to consider whether consumers can recover from a service failure by utilizing internal and external energy resources that are available to them at the time of an online complaint. Based on the Conservation of Resources (COR) theory, this research conceptualizes the complainers' act of complaining through internal and external energy resources. By investing (direct utilization of resources) and mobilizing (utilizing resources to change the trajectory of a loss) these resources, this study aims to understand which resources (internal or external) and what strategies (investment or mobilization) are effective in the face of a resource loss.

Study 1 aimed to test the impact of energy resources (motivation and affordance) on consumers' negative emotions and satisfaction with their complaints through an online panel survey. Study 2 was a between-subjects design experiment aimed to overcome the diversity of the circumstances around a service failure, complaint motivation and complaints that were captured in Study 1.

This study provides evidence of the negative and positive effects of internal and external energy resources, respectively, in altering the consumer's emotions and behavioral intentions. The findings of this study underline the role of affordances of features, specifically perceived conversationality of digital features, in improving consumers' relationship with the defaulting firm.

Based on the findings related to the perceived conversationality of digital features, managers are urged to explore the affordances of online features that consumers use for communications, in general, or for complaints, in particular.

To our understanding, this paper is the first study to employ COR theory as a conceptual background, and in turn, the first to conceptualize complaint motivations and online complaint features as internal and external resources, respectively. As such, this study is the first of its kind to examine complaint media systematically.

Institutional arrangements for collaborative purposes have gained increasing attention within research on service ecosystems. For collaborations to be effective, actors need to undertake institutional work that will result in new institutional arrangements. When institutional work takes place across service ecosystems, actors may be confronted with non-harmonious or conflicting institutional arrangements, which need to be reconciled by translating the incompatible views of diverse ecosystems. Therefore, the purpose of this paper is to introduce the concept of boundary objects as a means of facilitating institutional work across ecosystems, and present their mechanism in undertaking institutional work.

Longitudinal qualitative interviews were conducted with three key actors (funding agency, service provider and clinicians) in providing home-based support services (HBSS). The data were analyzed by undertaking a thematic analysis of the transcripts, which helped to identify the actors’ views on the nature of HBSS and its impact as a boundary object within the implementation of the case-mix system, and thus to empirically illustrate the theoretical assumptions.

The data assisted in the creation of a conceptualization that maps out the process of boundary objects facilitating (disrupting and creating) institutional work. This study supports that boundary objects disrupt boundaries between actors’ ecosystems, which was a sufficient condition to dismantle institutional support for the practices of individual fields. Furthermore, the object has changed the type and extent of interaction between actors in an ecosystem to allow these actors to redefine their identity and role in the new institutional arrangement.

This work has developed a novel conceptualization for a boundary object-led translation process in facilitating institutional work. To the researchers’ knowledge, this is the first study to explore the processes and mechanisms of boundary objects in facilitating institutional work across ecosystems.

There is a need for project management practitioners to adapt and thrive in today's volatile, uncertain, complex and ambiguous (VUCA) project-based workplaces. In this paper, the linkage between work readiness and career resilience is developed, presenting both concepts as critical for effective strategic responses and adaptation to the changing labor market in organizations.

The resource-based view (RBV) and integrated dynamic capabilities (IDCs) are the theoretical lenses that are used to link the concepts of work readiness and career resilience across the individual and organizational levels.

A framework and model are proposed to establish a holistic understanding of catalysts for addressing the VUCA context that organizations face. The proposed conceptual linkage adds a chronological dimension to the formation of the interrelated dynamic capabilities during the early career phase of project management practitioners.

The contribution to the project management literature includes a theoretically driven conceptual framework that links two complementary concepts to address the career challenges faced by project managers. Work readiness is positioned as an enabler of career resilience and together they constitute vital attributes which foster talent retention in the current VUCA work environment.

Work readiness and career resilience are underexplored topics in the project management literature, both individually and in conjunction. Specifically, there is a research gap in view of linking these two concepts to present them as a catalyst for project management talent sustainability, and the proposed framework is an initial step in addressing these gaps.