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Archaeological predictive maps can be valuable tools for planning officers, spatial developers and archaeologists. In 2012, the Dutch Ministry of Education, Culture and Science asked the St Eustatius Center for Archaeological Research (SECAR) to create archaeological predictive maps for St Eustatius and Saba. The maps were supposed to contribute to more effective management and protection of archaeological sites. The maps were published in 2013 and 2015. The purpose of this paper is to address the question whether the subsequent use of these maps has indeed improved site management and protection.

The evaluation proceeded by identifying the users and applications of the maps through questionnaires and an internet search engine, along with follow-up interviews with heritage professionals on both islands.

The use of the predictive maps has not yet contributed to improved management and protection of archaeological sites on St Eustatius and Saba. Suggestions have been made to ameliorate this situation and to ensure the preservation of archaeological heritage for future generations.

The creation of archaeological predictive maps can be an important step towards improving management and protection of archaeological heritage, education and heritage awareness. This is important for St Eustatius and Saba, islands that are characterised by vulnerable archaeological heritage, rapid spatial development and a lack of efficient protection measures. This paper points to the importance of follow-up efforts to ensure effective site management and protection.

The present paper describes the interplay between the “why” and “how” in co-production based on a case study of community-based healthcare in Denmark involving municipalities and voluntary sports clubs. So far, policy practice and research have focussed on the “why” – the rationales and pre-requisites – of co-production. However, there seems to be a lack of knowledge about the “how” of co-production in the interplay between professionals and volunteers. The paper asks how co-production is being perceived and practised according to existing norms and objectives of public healthcare and civil society, drawing on the theory of institutional logics.

The paper uses a critical case study approach to examine the practice of co-production. The analysis builds on qualitative data from nine semi-structured interviews, two information interviews and project documents. Interviews were recorded, transcribed verbatim and coded.

This paper demonstrates that compatibility of institutional logics was not given, nor did the co-existence of potentially competing logics necessarily result in conflict in co-production. Instead, in this case study co-production emerged as highly contingent, reflecting the dynamic interaction between logics and context-specific management.

This paper makes an original contribution to the conceptual understanding of co-production in emphasising the benefit of paying attention to the network logic when building bridges between public healthcare and civil society – and to unite the seemingly contradictory “why” and “how” of co-production in practice.

This paper aims to examine the impact that brand transgressions, and the effect of an apology or lack thereof, have on consumers’ intentions to co-create with a brand, perceived brand equity and brand love, and compares these effects on brands that are viewed positively versus brands that are viewed negatively.

Two studies were deployed. In the first study, a 2 × 2 between subjects factorial design using fictitious brands is used to test the hypotheses. The second study seeks to replicate the findings of the first study by using a brand connected to a real retailer.

Regardless of a brand issuing an apology or not, co-creation, higher perceived brand equity and increased levels of brand love, are more likely to occur when a consumer views a brand as being positive versus negative. However, the results vary when the consumer has a prior level of knowledge and a stronger relationship with a brand.

This paper focuses on consumers between the ages of 18 and 29 years. While the findings of Study 1 are mostly replicated in Study 2, a more generalizable sample could create additional insights into the impact of brand transgressions and issuing or not an apology.

The findings of this paper add to the current literature on co-creation, brand equity, brand love and theory of reasoned action, in terms of the impact of an apology, or lack thereof, on brand transgressions and consequent consumer responses.

Drawing on the co-creation literature and self-determination theory, this study takes a broader organisational perspective linking employees’ motivational antecedents (corporate brand socialization, employee brand identification and impression management) and employee-based brand co-creation (EBBC), with three employee-level outcomes: sales performance, employee resilience and adaptive selling. We therefore bridge the complex nexus between employees and organisational performance.

Survey data of 313 employees across industries and different-sized business-to-business (B2B) companies in China were collected. We used AMOS 21 to carry out structural equation modelling (SEM) for testing the main hypotheses.

The results reveal that EBBC is driven by external, internal and self-related motivations and leads to an increase in the three employee performance-related outcomes. The results further indicate that employees’ social media usage exerts contrasting moderating effects for each of the three motivational antecedents: While it strengthens the effect of employee identification on EBBC, it weakens the effect of corporate brand socialization on EBBC and exerts no effect on the relationship between impression management and EBBC.

This study confirms the effectiveness of EBBC in improving performance outcomes for B2B employees, particularly sales performance, resilience and job satisfaction, all of which are crucial for employee success. On the basis of our findings, in terms of employee satisfaction and performance, and in addition to conventional strategies and incentives, B2B organisations should encourage employee co-creation activities as outlined above, since such activities tend to impact these outcomes positively.

This study features and substantiates the self-related goal initiatives in EBBC, such as developing a sense of self-promotion desires and uncovers a moderator of the relationships between motivational antecedents and EBBC. These findings highlight the managerial relevance of specific motivational and psychological pathways in building employee brand co-creation behaviours, employee outcomes and organisational performance via employee sales.