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The purpose of this paper is to explore the domain of metaverse commerce and conduct a thorough examination of the complex dynamics that contribute to impulsive purchasing behavior. This study aims to examine the impact of vividness, interactivity and effectiveness on social presence and telepresence within the metaverse, a digital landscape. Specifically, it seeks to understand how these factors influence consumers' impulsive buying behavior.

The methodology used in this study consisted of distributing self-administered questionnaires via a survey. Data collection was conducted among a targeted sample of 348 participants in Vietnam who had direct experience with metaverse commerce services. Then, the collected data was subjected to analysis using two distinct methodologies: partial least squares structural equation modeling and artificial neural networks.

The findings of this study provide significant insights into the correlation between social presence, telepresence and impulsive buying behavior within the field of metaverse commerce. The research findings also indicate that the impact of social presence and telepresence on impulsive purchasing behavior is contingent upon the enhanced vividness, effectiveness and interactivity of the virtual environment.

The present investigation unveiled a range of linear and non-linear mechanisms that elucidate the functions of effectiveness, vividness and interactivity in facilitating the complex interplay between social presence, telepresence and impulsive buying behavior in the context of metaverse commerce. The study provides both theoretical and practical contributions to the existing body of literature on Metaverse commerce.

This paper aims to synthesize existing knowledge on high performance organization (HPO) in terms of definitions, contemporary trends and findings from empirical studies; from which areas for future research can be proposed.

This systematic literature review applies the matrix method to analyze major HPO literature in peer-reviewed English articles. A total of 73 articles have been found in 59 journals.

There are three key findings that emerged from this study. First, the research on HPO has been burgeoned in the past decades, generating several compelling studies in different contexts. The trend of HPO research is now shifting from theory development to theory validation. Second, HPO has been defined in various ways in the extant literature. However, they all address the importance of aligning the firms’ resources with the market demand and integrating various types of performance to measure HPO relative to competitors for a prolonged period. Third, an assessment of empirical HPO studies revealed gaps in terms of the research context, research design and the HPO’s nomological network.

The literature search in this review targeted at only articles published in the English language; therefore, publications in other languages were not included.

The strength of this study is that it provided an updated systematic review of HPO literature, is therefore, valuable in providing an overall picture of the current state of HPO research and providing potential directions for future studies.

This paper aims to investigate how the relationships between different leadership approaches and organizational learning have been examined in the literature, from which future research areas can be recommended.

This systematic literature review applies matrix method to examine major literature in leadership and organizational learning. A total of 57 peer-reviewed English publications from 45 journals were selected and analyzed.

The synthesis of these empirical studies revealed as follows: the relationship between leadership and organizational learning has been mostly quantitatively investigated in many countries and sectors; multiple leadership styles have been identified to ameliorate processes, levels and capabilities of organizational learning and transformational leadership still remains the most commonly used style; there are mediating mechanism and boundary conditions in the relationship between leadership and organizational learning.

The literature search in this study was mainly focused on English articles only; therefore, some papers in other languages may have not been included.

This review offers an overall picture of the existing knowledge of organizational learning and leadership that will be fruitful for practitioners to understand and replicate these concepts.

There are little systematic literature reviews on the relationship between leadership and organizational learning. This paper is among the first systematic reviews to analyze how leadership has been associated with organizational learning and provide potential research directions.