Management Decision最新文献

{"title":"Network centrality, learning capacity and firm performance in equity alliance portfolios","authors":"Herman Belgraver, Ernst Verwaal, Antonio J. Verdú‐Jover","doi":"10.1108/md-06-2023-0957","DOIUrl":"https://doi.org/10.1108/md-06-2023-0957","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Prior research from transaction costs economics argued that central firms perform better because they have superior access to information to discipline their alliance partners. Central firms may also, however, face higher costs and risks of unintentional learning and weaken their competence through structural inertia. We propose that these costs and risks are influenced by the learning capacities of the firms in the network and can explain different outcomes for focal firm performance.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>To test our predictions, we use instrumental variable–generalized method of moments estimation techniques on 15,517 firm-year observations from equity alliance portfolios in the global food industry across a 21-year window.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>We find support for our predictions and show that the relationship between network degree centrality and firm performance is negatively influenced by partners’ learning capacity and positively influenced by focal firms’ learning capacity, while firms with low network degree centrality benefit less from their learning capacity.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>Future developments in transaction cost economics may consider partner and focal firms’ learning capacity as moderators of the network degree centrality – firm performance relationship.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>In alliance decisions, managers must consider that the combination of high network degree centrality and partners’ learning capacity can lead to high costs, risks of unintentional learning, and structural inertia, all of which have negative consequences for performance. In concentrated industries where network positions are controlled by a few large firms, policymakers must acknowledge that firms may face substantial barriers to collaboration with learning-intensive firms.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study is the first to develop and test a comprehensive transaction cost analysis of the central firm’s unintended knowledge flows and structural inertia in alliance networks. It is also the first to incorporate theoretically and empirically the hazards of complex and unintended information flows on the relationship of network degree centrality to performance in equity alliance portfolios.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":null,"pages":null},"PeriodicalIF":4.6,"publicationDate":"2024-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142199266","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring the mutual relationships of brand equity in the tourism and hospitality sector","authors":"Yung-Chuan Huang","doi":"10.1108/md-04-2023-0540","DOIUrl":"https://doi.org/10.1108/md-04-2023-0540","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The purpose of current study aims to provide a different perspective on customer-based brand equity (CBBE) and integrate this with previous brand equity theory to contribute to the brand equity literature.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Proposed hypotheses were verified using structural equation modelling (SEM) with multiple datasets. Study 1 collected data from 574 foreign tourists and 624 domestic tourists of culinary tourism. Study 2 used 1,020 customers from anti-epidemic restaurants, and Study 3 investigated 464 hotel customers’ perceptions of customer-based brand equity.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Building on the mediation-moderation model, the present study posits that perceived quality relates to brand loyalty through brand image and brand awareness of using 2,682 participants. Specifically, we argue that this indirect relationship exhibits a difference moderated pattern in which motivation and hedonic function are most likely to benefit from revisit destinations for tourists when they are moderate. We further explored the new anti-epidemic concepts of COVID-19 and identified restaurant operation as an important moderator that influences customer image of restaurant revisit.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>Until now, no tourism and hospitality studies have addressed these unsolved problems in an integrated manner. This study was to investigate the brand equity development process.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":null,"pages":null},"PeriodicalIF":4.6,"publicationDate":"2024-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142199267","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"CEOs’ political orientation and corporate political activities as enablers of ESG performance","authors":"Everton Coelho, Mário Augusto, Pedro Torres","doi":"10.1108/md-07-2023-1309","DOIUrl":"https://doi.org/10.1108/md-07-2023-1309","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This study aims to clarify the influence of different CEO’s political orientation (liberal/conservative) and corporate political activity on ESG performance, considering contingencies related to CEO attributes and corporate governance mechanisms.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Using a sample of 131 companies from the Standard and Poor’s 500 index, this study employs fuzzy-set Qualitative Comparative Analysis (fs/QCA) to analyze combinations of conditions (i.e. configurations) that lead to greater ESG (i.e. environmental, social, and governance) performance.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Drawing on the upper echelon theory and the theory of social exchange, the findings show that different CEO’s political orientation (liberal/conservative) can contribute to ESG performance, depending on the combination of conditions. Furthermore, the results emphasize the importance of corporate political activity as a core condition to enhance ESG performance.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>Taking a configurational approach, this study explores combinations of conditions that explain ESG performance, including CEO’s political orientation and corporate political activities as antecedent conditions. Unlike past research, this study examines possible complementarities between these two conditions and assumes that different CEO’s political orientation can have a positive influence on ESG performance, depending on the combination of conditions.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":null,"pages":null},"PeriodicalIF":4.6,"publicationDate":"2024-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142199268","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Decision-making under crisis: insights from the health service sector","authors":"Desmond Doran, Thuy Chung Phan","doi":"10.1108/md-11-2023-2177","DOIUrl":"https://doi.org/10.1108/md-11-2023-2177","url":null,"abstract":"PurposeThis study aims to assess National Health Service (NHS) decision-making protocols during the pandemic, with two primary objectives: (1) to establish whether decision-making protocols changed during the pandemic and (2) to evaluate if these changes could inform future decision-making strategies beyond the pandemic. By focusing on the shift from traditional to emergency decision-making processes, this research seeks to derive actionable insights for enhancing policy and practice in crisis conditions.Design/methodology/approachWe employ a mixed-methods approach, gathering data through an online survey targeted at senior NHS decision-makers involved in the pandemic response. Our survey collected quantitative and qualitative data to assess changes in decision-making protocols. The analysis included statistical techniques to quantify changes and thematic analysis to explore their implications, providing a detailed understanding of decision-making adaptations during the crisis and their potential future impact.FindingsOur findings clarify the role of the NHS values and constitution, which prioritize patient welfare, dignity and equitable access to healthcare, guiding all decision-making. During the pandemic, the urgency to respond swiftly necessitated modifications to these guiding principles. Traditional processes were adapted, allowing for more rapid decision-making while still aligning with the core values, effectively balancing immediate response needs with long-term healthcare commitments.Research limitations/implicationsOur research contributes to decision-making under crisis conditions within a healthcare context and brings together a theoretical background which has accommodated the development of models and approaches that can be utilized by both service and manufacturing organizations. In addition, we have sought to bring together the importance of decision-making protocols under crisis conditions using observations from respondents who experienced decision-making at a senior level prior, during and beyond the period of the COVID-19 pandemic, which has assisted in the models developed in this paper. In addition, our empirical research demonstrates the importance that the values of the organization have upon decision-making and how such values need to be adjusted in the light of crisis operations.Practical implicationsOur research provides insightful observations relating to the pressures upon decision-making protocols under crisis conditions and provides senior decision-makers with an approach to realigning values to cope with unusual and highly pressurized operating environments. Notably, there is a clear requirement for decision-makers to communicate clearly to staff the need to temporarily alter the modus operandi to reflect crisis operations.Originality/valueTo the best of the authors’ knowledge, this is the first study to explore decision-making in the NHS during a pandemic and to clearly demonstrate how such decision-making needs ","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2024-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141919192","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Decision-making under crisis: insights from the health service sector","authors":"Desmond Doran, Thuy Chung Phan","doi":"10.1108/md-11-2023-2177","DOIUrl":"https://doi.org/10.1108/md-11-2023-2177","url":null,"abstract":"PurposeThis study aims to assess National Health Service (NHS) decision-making protocols during the pandemic, with two primary objectives: (1) to establish whether decision-making protocols changed during the pandemic and (2) to evaluate if these changes could inform future decision-making strategies beyond the pandemic. By focusing on the shift from traditional to emergency decision-making processes, this research seeks to derive actionable insights for enhancing policy and practice in crisis conditions.Design/methodology/approachWe employ a mixed-methods approach, gathering data through an online survey targeted at senior NHS decision-makers involved in the pandemic response. Our survey collected quantitative and qualitative data to assess changes in decision-making protocols. The analysis included statistical techniques to quantify changes and thematic analysis to explore their implications, providing a detailed understanding of decision-making adaptations during the crisis and their potential future impact.FindingsOur findings clarify the role of the NHS values and constitution, which prioritize patient welfare, dignity and equitable access to healthcare, guiding all decision-making. During the pandemic, the urgency to respond swiftly necessitated modifications to these guiding principles. Traditional processes were adapted, allowing for more rapid decision-making while still aligning with the core values, effectively balancing immediate response needs with long-term healthcare commitments.Research limitations/implicationsOur research contributes to decision-making under crisis conditions within a healthcare context and brings together a theoretical background which has accommodated the development of models and approaches that can be utilized by both service and manufacturing organizations. In addition, we have sought to bring together the importance of decision-making protocols under crisis conditions using observations from respondents who experienced decision-making at a senior level prior, during and beyond the period of the COVID-19 pandemic, which has assisted in the models developed in this paper. In addition, our empirical research demonstrates the importance that the values of the organization have upon decision-making and how such values need to be adjusted in the light of crisis operations.Practical implicationsOur research provides insightful observations relating to the pressures upon decision-making protocols under crisis conditions and provides senior decision-makers with an approach to realigning values to cope with unusual and highly pressurized operating environments. Notably, there is a clear requirement for decision-makers to communicate clearly to staff the need to temporarily alter the modus operandi to reflect crisis operations.Originality/valueTo the best of the authors’ knowledge, this is the first study to explore decision-making in the NHS during a pandemic and to clearly demonstrate how such decision-making needs ","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2024-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141919641","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How does CEO background affect stock market returns around product recall announcements? Evidence from the US automobile industry","authors":"António Miguel Martins, Cesaltina Pires","doi":"10.1108/md-07-2023-1285","DOIUrl":"https://doi.org/10.1108/md-07-2023-1285","url":null,"abstract":"PurposeThis paper aims to highlight the role of the CEO’s background in the stock market reaction to a product recall. Based on the upper echelons theory and the crisis management literature, we argue that the CEO’s background influences the expected response in a product harm crisis and the updating of investors’ expectations following a product recall announcement. We test if the CEO’s background influences the abnormal stock market returns around product recalls and how it affects the way investors interpret the recall strategy and severity.Design/methodology/approachWe use an event study, for a sample of 2,576 product recalls in the US automobile industry, between January 2010 and June 2021.FindingsWe observe that the stock market’s reaction is less negative if the firm’s CEO presents a core specialist background and for firms led by insider CEOs. This result is in line with our argument that in the presence of a crisis that requires operational and firm-specific knowledge, such as product recalls, the best alignment in terms of the CEO’s background occurs when the CEO was recruited inside and is a core specialist. Finally, we also find that the CEO’s background has a moderating effect on the impact of the recall strategy and severity on the stock market reaction to a recall announcement. In particular, a recall with high severity has a more negative stock market reaction when the CEO is a core specialist as such an event is not expected by the market.Practical implicationsThese results have important implications for practitioners and scholars working in the areas of product quality and corporate governance. Given the high frequency and high costs for firms to carry out these operations in the automobile industry, we recommend a careful analysis of the CEO’s background before their appointment as well as careful planning to prevent and to adequately react appropriately to product quality problems. While there is a common tendency among executives to cut discretionary expenditures such as spending on product safety, our results regarding the stock market reaction to product recall announcements suggest that investors expect firms led by insider and core specialist CEOs to be more likely to ensure product quality and to respond to product quality crisis.Originality/valueWe extend knowledge of product recalls by studying the role of the CEO’s background on the stock market reaction to product recall announcements.","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2024-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141919140","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How does CEO background affect stock market returns around product recall announcements? Evidence from the US automobile industry","authors":"António Miguel Martins, Cesaltina Pires","doi":"10.1108/md-07-2023-1285","DOIUrl":"https://doi.org/10.1108/md-07-2023-1285","url":null,"abstract":"PurposeThis paper aims to highlight the role of the CEO’s background in the stock market reaction to a product recall. Based on the upper echelons theory and the crisis management literature, we argue that the CEO’s background influences the expected response in a product harm crisis and the updating of investors’ expectations following a product recall announcement. We test if the CEO’s background influences the abnormal stock market returns around product recalls and how it affects the way investors interpret the recall strategy and severity.Design/methodology/approachWe use an event study, for a sample of 2,576 product recalls in the US automobile industry, between January 2010 and June 2021.FindingsWe observe that the stock market’s reaction is less negative if the firm’s CEO presents a core specialist background and for firms led by insider CEOs. This result is in line with our argument that in the presence of a crisis that requires operational and firm-specific knowledge, such as product recalls, the best alignment in terms of the CEO’s background occurs when the CEO was recruited inside and is a core specialist. Finally, we also find that the CEO’s background has a moderating effect on the impact of the recall strategy and severity on the stock market reaction to a recall announcement. In particular, a recall with high severity has a more negative stock market reaction when the CEO is a core specialist as such an event is not expected by the market.Practical implicationsThese results have important implications for practitioners and scholars working in the areas of product quality and corporate governance. Given the high frequency and high costs for firms to carry out these operations in the automobile industry, we recommend a careful analysis of the CEO’s background before their appointment as well as careful planning to prevent and to adequately react appropriately to product quality problems. While there is a common tendency among executives to cut discretionary expenditures such as spending on product safety, our results regarding the stock market reaction to product recall announcements suggest that investors expect firms led by insider and core specialist CEOs to be more likely to ensure product quality and to respond to product quality crisis.Originality/valueWe extend knowledge of product recalls by studying the role of the CEO’s background on the stock market reaction to product recall announcements.","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2024-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141919887","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring sustainable value drivers of the sharing economy: a sector analysis","authors":"A. Bastone, Daniele Leone, M. Ciasullo, Raj Matho","doi":"10.1108/md-02-2024-0354","DOIUrl":"https://doi.org/10.1108/md-02-2024-0354","url":null,"abstract":"PurposeToday, collaborative consumption platforms support business activities. In particular, the sharing economy (SE) increases social and economic dynamism and reduces environmental impact by conserving resources. Therefore, this paper investigates the sustainable value drivers of sharing economy practices.Design/methodology/approachWe explore multiple case studies as a research approach to answer the research question. Multiple sources of evidence were used to triangulate the data. The SE practices influence several sectors; thus, we conducted a sector analysis investigating the healthcare, food and fashion industries. Analysing different sectors provides valuable theoretical and practical insights, facilitating decision-making and fostering innovation. Sectoral differences emphasize how different sustainable SE models are configured.FindingsThe findings highlight that SE allows for the development of sustainable business models attesting to: (1) value capture in the food industry, (2) value delivery in the healthcare industry and (3) value creation in the fashion industry. The study opens avenues for future research.Originality/valueThe originality of this study is in the new lens from which the phenomenon is observed.","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2024-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141924634","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Ownership, freedom, belonging and God: Kibbutzim’s strategies to extend their “sharing” model","authors":"Moshe Banai, John Nirenberg","doi":"10.1108/md-10-2023-1887","DOIUrl":"https://doi.org/10.1108/md-10-2023-1887","url":null,"abstract":"Purpose This study proposes a mix of historical, organizational and generational life cycles as explanatory variables for the “sharing style” of intentional communities such as kibbutzim in Israel. It evaluates the effectiveness of four strategies, namely, economic ownership, ultimate personal freedom, sense of belonging and religious belief employed by kibbutzim to sustain their lifestyles as sharing communities.Design/methodology/approach The study’s data collection methods include a mix of literature review and content analysis of interviews and observations conducted by the study’s researchers over a period of twenty years.Findings Environmental uncertainty, which served as one of the main motivators for the establishment of kibbutzim, has been diminished over their life cycle, forcing them to change their socioeconomic model of sharing. Most kibbutzim elected to employ the household’s economic private ownership strategy to move from the “maturity” to the “renewal” lifecycle stage, thereby avoiding “decline.” Three representative kibbutzim chose to deploy ultimate personal freedom, enhanced sense of belonging and shared religious practice strategies to reach the renewal stage.Practical implications Current crises, such as weather disasters, pandemics and wars, have demonstrated the justification for the existence of shared leadership communities. This study considers the advantages and pitfalls of economic and psychological conditions necessary for sustaining such communities over the period of their life cycles. We propose that out of the four strategies analyzed, only the strategy of economic private ownership can be sustained under conditions of global, national and commune’s increasing levels of individualism.Originality/value This study introduces historical, organizational and generational elements into the commonly described construct of organizational and product life cycles. It describes four variations of the communal sharing socioeconomic model that have been adopted to combat the degradation of the communes into the decline stage and evaluate their viability. The study therefore generalizes life cycle theory to non-for-profit organizations, making life cycle theory more specific.","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2024-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141925965","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How do stakeholders co-create value in a service ecosystem? Insight from mega-events","authors":"Michela Cesarina Mason, Silvia Iacuzzi, Gioele Zamparo, A. Garlatti","doi":"10.1108/md-02-2023-0215","DOIUrl":"https://doi.org/10.1108/md-02-2023-0215","url":null,"abstract":"PurposeThis paper looks at how stakeholders co-create value at mega-events from a service ecosystem perspective. Despite the growing interest, little is known about how value is co-created through such initiatives for individual stakeholders and the community.Design/methodology/approachDrawing on institutional and stakeholder theory, the study focuses on Cortina 2021, the World Ski Championships held in Italy in February 2021. It investigates how multiple actors co-create value within a service ecosystem through qualitative interviews with key stakeholders combined with the analysis of official documents and reports.FindingsThe research established that key stakeholders were willing to get involved with Cortina 2021 if they recognised the value which could be co-created. Such an ecosystem requires a focal organisation with a clear regulative and normative framework and a common cultural basis. The latter helped resilience in the extraordinary circumstances of Cortina 2021 and safeguarded long-term impacts, even though the expected short-term ones were compromised.Practical implicationsFrom a managerial point of view, the evidence from Cortina 2021 shows how a clear strategy with well-defined stakeholder engagement mechanisms can facilitate value co-creation in service ecosystems. Moreover, when regulative and normative elements are blurred because of an extraordinary circumstance, resource integration and value creation processes need to be entrusted to those cultural elements that characterise an ecosystem.Originality/valueThe study takes an ecosystemic approach to mega-events to explore value creation for the whole community at the macro level, not only at the individual or organisational level, even during a crisis, which greatly impaired the preparation and running of the event.","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2024-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141928871","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}