Volume 11, Issue 1, January-December 2024
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Service failure recovery on customer recovery satisfaction and attitude loyalty for airline industry: the moderating effect of brand authenticity
Constructing a robust data envelopment analysis model to evaluate the profitability efficiency of banks with financial loss
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Cross‐Sector Partnership Research at Theoretical Interstices: Integrating and Advancing Theory across Phases
Abstract
Cross-sector partnerships (XSPs) are embraced by policymakers and practitioners to address complex social and environmental challenges that no single sector can tackle alone. However, extant research on XSPs has primarily focused on isolated phases and singular theoretical perspectives. In our paper, we synthesize XSP research in the public policy and management fields to deliver a comprehensive and coherent understanding of XSPs’ different phases and theoretical perspectives – the XSP ‘theoretical topology’. We introduce two approaches for theoretical enrichment: informing and interacting. We emphasize the significance of ‘theoretical interstices’ as undominated spaces for new knowledge exploration. Through our integrative cross-phase, cross-theoretical approach, we address fundamental yet open questions on XSP effectiveness, value, and impact. Our work challenges existing understandings and opens new research possibilities; offers implications for practitioners; and informs current policy debates on mandating XSPs and on the role of ‘big data’ – powered algorithms in the XSP landscape.
Living the Janus Face: The Promise and Perils of Role‐Distancing for Middle Managers
Abstract
Middle managers often find themselves in a challenging position: They have to impress different audiences in somewhat incompatible ways and represent and enact managerial ideals and expectations that may be detrimental to their work identities. This study explores role distancing as an alluring coping strategy. Role distancing – acts that express separateness between the individual and the enacted role – may enable the professional to do management and give an impressive managerial performance, without becoming a manager. This may seem like the perfect strategy to impress others while escaping identity struggles. Or maybe not. In this study we take a closer look at role distancing among a group of middle managers in higher education and focus on one manager, Manny, in particular over a period of time. We find that what first seemed to be a promising strategy applauded by a backstage audience, turns into a problem in need of its own solution, as backstage also becomes a frontstage. The paper contributes to theory about middle managers, role distancing in professional work and front−/backstage acting.
Brand expertise, impulsiveness and materialism aggravate unhealthy food products buying among young adults despite pricing and sin tax interventions
Are input-output coefficients really fixed?
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On the propagation mechanism of international real interest rate spillovers: evidence from more than 200 years of data
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