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PurposeIn the post-COVID-19 era, the hospitality industry is rapidly moving towards digitalization, which requires employees to upgrade their knowledge and skills. Some employees resist those changes and refuse to upgrade their knowledge, skills and ways of doing things. Therefore, there is a need to understand this unexplored area and so this study examines employee intentions to embrace digital technology from the perspective of upgrading their skills and knowledge. The study investigates the moderating role of the employees' resistance to change motive (RCM) on their intention to embrace digital technology, especially in the post-COVID-19 pandemic scenario.Design/methodology/approachThe research is conducted using dynamic capability view (DCV) theory and status quo bias (SQB) theory. Drawing on the existing literature in this area, a theoretical model is developed, which is validated using the structural equation modelling technique to analyse data from hospitality industry employees.FindingsThe results indicate that employees' dynamic capability plays a significant role in employees' upgrading their skill and knowledge capabilities, and this significantly improves employee intention to embrace digital technology. It also finds that the employee RCM plays a significant role in the relationship between upgrading skill capability and their knowledge capability to relation to embracing digital technology.Originality/valueThe findings could be used by hospitality managers to better understand employee intentions with regard to adopting digital technology, challenges faced and the way forward.

Partner relationship management (PRM) is a set of methods, tools, strategies, and web-based capabilities that a business-to-business (B2B) firm uses to manage its relationships with partners, resellers, and other third parties. Integrating artificial intelligence (AI) into PRM helps automate processes and procedures by eliminating human error and processing data faster and more accurately. Following growing attention from scholars and practitioners to AI-PRM, this study builds on the dynamic capability view (DCV) and absorptive capacity theory to develop a conceptual model to understand the requirements for a B2B firm's adoption of AI-PRM and its impact on business value. Since AI-PRM is still relatively new in scholarly research, there are no specific scales in the existing literature that could be used to capture specific factors and preconditions for its adoption, thus we explore a set of new metrics. We test the conceptual model using structural equation modeling with data from 427 B2B firms. Our results show that firms improve operational performance when an AI-PRM system is reflected in customized partner services and partner engagement, which in turn yields business value.

The importance of store atmospherics on consumers’ shopping behavior has been widely studied since the 1970s. Over the years, and with the development of technology, store atmosphere has changed form and shape in alternative retail commerce channels, such as brick-and-mortar, 2D and 3D online, mobile, and virtual and augmented reality. However, despite its importance, there is not a holistic analysis of the components and dimensions of store atmosphere in retailing. This research fills this gap by denoting integrated knowledge and outcomes in alternative commerce channels and developing a unifying integrative framework that includes the components, the antecedents, and the consequences of store atmosphere. We follow a systematic literature review approach to (1) review past research and directions, (2) develop a map of the components of store atmosphere in the last 45 years, (3) explicate 208 variables that are directly linked with store atmosphere, and (4) draw an integrative framework and present future research directions and managerial implications.

PurposeThis study examines the relationship between the flexibility of working from anywhere and employees' psychological well-being (PWB) and safety. This study also investigates the moderating role of human resource (HR) leadership teams on HR policy (HRP), firm infrastructure (FRI) and remote work flexibility.Design/methodology/approachWith the help of the literature review and flexible firm theory (FFT) and dynamic capability view (DCV) theory, a model has been developed conceptually. Later, the conceptual model is validated using partial least squares – structural equation modelling technique considering 471 useable respondents from different Asian and European firms to understand cross-country implications. This research study uses convenience and purposeful sampling techniques.FindingsThis study shows that there is a significant and positive moderating role of HR leadership support (HLS) towards developing flexible HRP and appropriate FRI to enable employees to work from anywhere. The results also indicate that there is a significant and positive impact of work from anywhere flexibility (WAF) and employee PWB and psychological safety (PSS), which in turn positively and significantly impact employee satisfaction (EMS) resulting in better firm performance (FP).Research limitations/implicationsThis study provides valuable input to HR management teams for developing effective HR policies to enable a work from anywhere option. The study also provides food for thought to practitioners, researchers and academicians regarding the need for more research on the relationship between work flexibility, PWB and FP. Finally, this study develops a unique model which could be used by any firm towards framing an effective HRP enabling WAF.Originality/valueThis research adds value to the overall body of knowledge of HR management. There is no study which investigated the impact of WAF on employee PWB and PSS. Thus, this study is considered a unique study. Moreover, the proposed model in this research study is also a unique model with explanative power of 71%.

A firm’s dynamic capability is its ability to sense, seize and reconfigure its internal competencies to address any external changes to the business environment. Social customer relationship management (SCRM) is an organization’s marketing capability to use social media services and technologies to connect more closely with their customers and meet customers’ needs. Few studies have examined the influence of organization’s dynamic capability on its business sustainability. There is also no study which investigated the moderating role of SCRM on the relationship between an organization’s dynamic capability and its business sustainability, although there is a growing interest among researchers, academicians and practitioners to understand this relationship. Therefore, the aim of this study is to examine the impact of dynamic capability on an organization’s business sustainability, with SCRM as the moderator. With the help of dynamic capability view theory and the literature, a model has been developed conceptually. Later, the model is validated with the structural equation modelling technique by considering 302 respondents from different types of Indian organizations. The study finds that an organization’s dynamic capability has considerable impact on business sustainability. Also, the study confirms that SCRM has a significant moderating role in the relationship between organizations’ dynamic capability and business sustainability.