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The purpose of this paper is to examine the effect of expectancy disconfirmation on passengers’ reactions to airline delays.

The study uses a between-subject factorial design with 9 treatments involving 161 subjects to collect data to test the hypotheses.

The study showed that, when given a positive disconfirmation, subjects feel better and are more satisfied, but when given a negative disconfirmation, they feel more negative and dissatisfied. Also, the effect size of positive disconfirmation on satisfaction and feelings about the service provider were significantly less than that of negative disconfirmation of the same size. Hence, in the event of a delay, managers may have to announce the upper bound of the delay duration so that passengers might feel better and become more satisfied when the actual delay duration is shorter than what was initially expected. In addition, they must try their best not to create situations of negative disconfirmation in light of their disproportional impact on satisfaction.

According to the results, airline managers should estimate as accurately as possible the duration of a delay when there is one.

A major contribution of this study is that manipulating the way delay duration information is given to passengers can affect feelings about the delay and the level of satisfaction with the airline.

This study seeks to explore the intricate relationship among supply chain transparency, digitalization and idiosyncratic risk, with a specific focus on newly public firms. The objective is to determine whether supply chain transparency effectively mitigates idiosyncratic risk within this context and to understand the potential impact of digitalization on this dynamic interplay.

The study utilizes data from Initial Public Offerings (IPOs) on China’s Growth Enterprise Board (ChiNext) over the last five years, sourced from the CSMAR database and firms’ annual reports. The research covers the period from 2009 to 2021, observing each firm for five years post-IPO. The final sample comprises 2,645 observations from 529 firms. The analysis employs the Hausman test, considering the panel-data structure of the sample and favoring fixed effects over random effects. Additionally, it applies the high-dimensional fixed effects (HDFE) estimator to address unobserved heterogeneity.

The analysis initially uncovered an inverted U-shaped relationship between supply chain transparency and idiosyncratic risk, indicating a delicate equilibrium where detrimental effects diminish and beneficial effects accelerate with increased transparency. Moreover, this inverted U-shaped relationship was notably more pronounced in newly public firms with a heightened level of firm digitalization. This observation implies that firm digitalization amplifies the impact of transparency on a firm’s idiosyncratic risk.

This study distinguishes itself by providing distinctive insights into supply chain transparency and idiosyncratic risk. Initially, we introduce and substantiate an inverted U-shaped correlation between supply chain transparency and idiosyncratic risk, challenging the conventional linear perspective. Secondly, we pioneer the connection between supply chain transparency and idiosyncratic risk, especially for newly public firms, thereby enhancing comprehension of financial implications. Lastly, we pinpoint crucial digital conditions that influence the relationship between supply chain transparency and idiosyncratic risk management, offering a nuanced perspective on the role of technology in risk management.

Drawing on organizational learning and dynamic capabilities literature, this study aims to explore how suppliers from traditional emerging economies (STEE) can acquire, assimilate and use new knowledge essential for the development of production and marketing capabilities. These capabilities then facilitate suppliers in climbing the value chain from B-to-B to B-to-C.

The study adopted a longitudinal and multiple case study design to examine the practices of suppliers operating in a traditional emerging economy setting. This study selected Pakistan textile industry as an empirical setting, which is a predominantly supplier market for global buyers. Data sources entail semi-structured interviews with top executives and senior-level managers in four case firms and secondary data obtained from diverse sources.

The study identified transitionary phases of capabilities development that are facilitated by boundary-spanning knowledge acquisition and transformation in a dynamic manner. These capabilities are essential for a supplier’s entry into downstream international markets (i.e. launching its own products/brands in the end consumers’ market).

The findings could help managers in STEEs to understand the strategic importance of supply chain ties in their learning and capabilities development. It also provides strategic insights on what, how and why involved parties do engage over an extended period of time. Moreover, the findings of this study could help other firms to know and adopt the right type of technology(s) and systems that can help them reduce the technological gap in producing and marketing market-winning products.

This study advances the recent academic discussion that focusses on learning by supplying and the value-chain movement of suppliers (i.e. B-to-C) from their B-to-B engagements. The findings identified the vital and beneficial role of long-term relationships with global value chain partners in learning and capabilities development that led to value creation in the traditional emerging economy.

This paper aims to demonstrate the degree of dissimilarities among Chinese individuals' value profiles by using data collected from Shanghai and Hong Kong.

The shortened version of the Rokeach Value Survey for consumer research by Munson and McQuarrie was used. The data collection was done by distributing copies of questionnaires to researchers' contacts who worked at financial intuitions, e.g. banks, brokers and insurance agencies in Shanghai and Hong Kong.

The current study demonstrates the degree of dissimilarities among Chinese individuals' value profiles by using data collected from Shanghai and Hong Kong.

The study selects two developed cities of China only and the samples from the two cities are relatively small.

The results imply that value‐based information should be used together with demographic information for segmenting the market. The study suggests the number of segments for Shanghai and Hong Kong.

This study explains the significance of studying values in the context of market segmentation, particularly among Chinese populations.

Using a sample of 103 first year business students at the Waikato Polytechnic in New Zealand, examines hypotheses that students’ performance is related to personality style; and that scores achieved in multiple choice assessments are a useful predictor of the likely outcomes for other types of assessments. Cognitive style of students in this research was assessed according to their field dependence‐independence personality construct. Shows how two psychological tests, namely, ambiguity tolerance test, and group embedded figures test, were used to determine the personality construct of students. Regression analyses revealed that both psychological tests appeared to be good indicators of students across various assessment techniques. States that, in addition, there was a high correlation between the performance of students among various assessment techniques. These results raise several important questions to business educators, including the fairness of traditional assessment methods, when students with a particular psychological predisposition tend to outperform their peers.

In this research, the cognitive process, which determined an attitude towards technology adoption, was found to be affected by six beliefs: compatibility; enhanced value; perceived benefits; adaptive experiences; perceived difficulty; and suppliers’ commitment. The study also found that the individual external environmental forces did not significantly influence the formation of a behavioural intention to adopt. Future research to investigate whether and how these external factors influence the subsequent diffusion process may be useful in order to develop a better understanding of the impact of the external environments on innovation diffusion in the industrial market.

The purpose of the study is to investigate what values are now important to young American and Chinese managers, since they profile the direction in which their country is headed. It aims to explore if the ethical values of young executives in different countries are converging to a common global business culture. It also aims to argue that the individualism‐collectivism value dimension by itself does not capture the differences between the Chinese and American sample members. The vertical‐horizontal dimension, in contrast, seems to better delineate the value orientations among young executives in the two countries.

In this two‐phase study, both attitudinal and scenario‐based measurements are applied to assess the strength of work value orientations among similar subjects in China and the USA.

In study 1, Chinese respondents score significantly higher on a hierarchical‐vertical dimension than do the Americans, although the two groups do not differ significantly on the collectivism‐individualism dimension. In study 2, which entails resolving an ethical dilemma, the American subjects apply Egalitarianism as their most frequent expressed value, reflecting their horizontal perspective. The Chinese subjects, in contrast, rely strongly on a traditional vertical value system to resolve the ethical dilemma. Although both American and Chinese negotiators show a collectivist as well as an individualist orientation, their focuses are fundamentally different.

The well‐established collectivism/individualism cultural dimension has been heavily used in cross‐cultural studies, sometimes without much discretion. This study was undertaken as a preliminary attempt to outline the cultural patterns observed among young managers in America and China. The paper argues that cross‐cultural differences underlying ethical conflicts should not be reduced to the single value dimension of individualism/collectivism.

This study aims to examine how American and Chinese employees of multinational organizations deal with conflict between them.

In‐depth interviews were conducted with 42 employees from 28 multinational organizations operating in China. A constant comparative method was used to analyze the data.

The paper finds that both American and Chinese employees used various strategies to deal with conflict, such as integrating, insisting on one's own solution, compromising, yielding to authority, avoiding, passive resistance, dissolving the relationship, and a third‐party approach. In general, American participants were more likely to confront a conflict than Chinese participants. Findings of this study also indicate that differing motivations lead to the utilization of a common conflict management strategy.

The validity of this study might be compromised due to self‐reported responses. Future researchers need to further clarify definitions of conflict management styles and pay more attention to adaptation during the process of intercultural conflict resolution.

The findings of this study will help practitioners become more cognizant of conflict behaviors in multinational organizations, and thus be able to prepare more effective strategies to manage conflict. Originality/value –This is one of few studies that examine conflict in multinational organizations from an intercultural perspective. This study is also one of few that utilize a qualitative approach to examine intercultural conflict management in a workplace.

This paper aims to discuss inconsistent and often contradictory consumer values and consumption behaviours in contemporary China. The seemingly paradox is explained by the dual structure theory of consumer value system.

This study provides a comprehensive overview and an in‐depth analysis of Chinese cultural values from a theoretical perspective.

Although the Chinese value system may appear coherent relative to those of other societies, it contains inconsistent elements that are the seeds of conflict, confusion, and change. Those contradictory values have coexisted and interacted with each other from a historical perspective.

Although the argument raised in this paper has support from prior literature and anecdotal observations, it should undergo further empirical validation.

Given that consumption values vary across different consumer segments, different strategies should be developed for each segment. Those Western businesses who capitalize on these inherent contradictory, heterogeneous value elements will have the advantage over those who do not.

This work challenges the conventional view that the Chinese have preserved homogeneous values, and provides a case in which there is a danger in using the nation‐state as a surrogate for culture and as a unit of analysis.

The purpose of this paper is to analyze Thai and Chinese national characteristics based on Hofstede' s cultural dimensions, Chinese human resource management approaches, and Thai and Chinese social concepts.

The data for the analysis were obtained by surveying MBA students currently working in Chinese multinational companies and studying in public and private universities in Bangkok, using purposive sampling along with snowball sampling method. The design of the questionnaire was based on specific questions modified from Hofstede's cultural dimensions including power distance, socialism, uncertainty avoidance, masculinity, and time horizon.

There were differences in cultural values between Thai employees and Chinese managers. Moreover, Chinese managers are not adapting themselves to the Thai culture. However, the Thai employees were satisfied working with the Chinese managers.

The study is a descriptive study and does not provide a reason for explaining the good working relationships between Chinese employers and Thai employees.

The study reveals the working relationship between Chinese and Thais and suggests that cultural differences exist but good working relationships can still be maintained.

Instead of regarding cultural diversity as an evil, this paper shows that some racially and culturally mixed groups can work comfortably together.