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This study proposes a framework that demonstrates how the perceived value of augmented reality (AR) shopping influences the formation of psychological ownership of product and technology. The mediating role of flow experience and the moderating role of perceived control are identified.

An online survey study recruiting 480 participants who experienced AR shopping was conducted to test the hypotheses.

Functional value is negatively related to psychological ownership of product and technology whereas emotional value shows opposite effects. Flow experience mediates the relationships between functional/emotional value and psychological ownership of product and technology. Perceived control moderates the relationship between emotional value and flow experience, as well as the relationship between functional/emotional value and psychological ownership of product and technology.

The findings suggest the importance of AR’s functional and emotional values in developing psychological ownership of product and technology. To mitigate the negative effect of functional value, AR designers should focus on creating emotionally engaging apps that induce a flow experience, thereby enhancing psychological ownership. Furthermore, AR apps should be designed to empower users with a sense of control in the AR experience.

This research contributes to the AR and psychological ownership literature. It introduces a model that can explain both the formation of psychological ownership of product and psychological ownership of technology, thereby expanding the current understanding. By adding perceived values as antecedents of psychological ownership, it enriches the psychological ownership literature. Moreover, it enhances the flow experience literature by demonstrating the role of flow experience in the formation of psychological ownership of product and technology.

The purpose of this paper is to explore whether job rotation strategies and joint reward systems are equally effective in encouraging cross-functional collaboration (CFC) under all organizational contexts, ranging from young and small firms to mature and large ones.

To ensure a wide applicability of findings in this study, the research model and hypotheses were tested with a sample of 232 Canadian firms active in a variety of industrial sectors. A survey instrument that comprised all the questionnaire items corresponding to the examined constructs is the foundation of the data used in this contribution.

This study shows that job rotation and joint rewards are strong and positive drivers of interdepartmental collaboration, which subsequently enhance firm performance. However, this illustration must be considered in the context of the firm shaped by its size and age because these two variables strongly and negatively moderate the relationships between CFC and its two antecedents.

The study was limited to Canadian firms only. The manufacturing sector was not differentiated into subsectors, such as technology. Future studies could compare subsectors of manufacturing to see if there is any correlation between types of industries, age, and size.

Not all firms will be able to take advantage of the widely accepted values of job rotation and joint reward systems in generating CFC. Firms, to an extent, appear to be confronted with the liability of aging but not with the liability of smallness.

The role of public health organizations during the COVID-19 pandemic was crucial. These groups acted to slow the spread of infection through the implementation of initiatives, policies, research and more. However, the rapidly changing and uncertain climate of the pandemic resulted in suboptimal processes and decision-making within these organizations. These already complex organizations and networks of people became even more nuanced. Thus, organizational decision-making processes must be improved upon based on previous experiences and lessons learnt. With minimal peer-reviewed literature available, resources for effective organizational decision-making in these organizations are scarce. This served as the impetus for this review.

To conduct this literature review, both peer-reviewed and grey literature were incorporated to better understand effective organizational decision-making practices for public health organizations. Recommendations found in the literature review were identified, coded and themed to provide a novel decision-making framework to be used by public health executives.

Nine key themes of effective organizational decision-making were identified, including utilize decision-making tools, define the problem and acknowledge an imminent decision, establish decision rights, outline a clear escalation path, create a supportive organizational culture, set decision objectives and goals, and evaluate decision alternatives. These findings in conjunction with existing decision-making models were used to create a seven-step effective decision-making framework for public health organizations.

The review and analysis of effective organizational decision-making practices is instructive. Public health executives and decision-makers should incorporate the themes identified and employ the proposed decision-making framework to encourage improved decision-making practices.

This study aims to investigate the mediating effect of entrepreneurial orientation on the relationship between women entrepreneurs' experience of family-induced work happiness and the competitive performance of their companies, as well as the invigorating role of their perceptions of environmental hostility in this process.

Survey data were collected among a nationwide sample of women entrepreneurs in Denmark.

The spillover of positive emotions from family to work can spur competitive performance if women entrepreneurs adopt an entrepreneurial strategic posture. This intermediate role of entrepreneurial orientation is particularly prominent among women entrepreneurs who experience their market environments as highly threatening to their success.

For practitioners, this study identifies a key mechanism, an entrepreneurial strategic direction, by which positive work energy stemming from family involvement can enhance women entrepreneurs' business success. The study also shows how this mechanism is triggered by resource-draining competitive markets that appear hostile instead of benign.

The adoption of an entrepreneurial posture is an unexplored but critical factor through which women entrepreneurs' sense of happiness at work, caused by their family involvement, can be leveraged into enhanced success at the organizational level. This study also explicates how this beneficial role is invigorated by beliefs about environmental hostility, as a critical external source of resource depletion.