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The contemporary post-COVID-19 corporate environment of instant response and hybrid work settings motivates employees to learn to adjust their expectations. This new corporate working model incorporates flex locations and flex schedules by working at home 1–2 days per week and staying connected for non-urgent requests, even outside business hours. This work setting empowers employees to prioritize work accordingly and to accommodate the fluid schedules of their coworkers. As a result, this new hybrid workplace requires leaders and their teams to face new challenges in terms of communication, coordination, and team connection to remain effective. This research examines the experiences of employees in an SME that applied a hybrid work policy following the post-pandemic crisis, bringing additional complexity to their modern work system. This study investigates employees' views on the changing work environment as important evidence for HR management to incorporate into future organizational practices. To understand the various principles at play and provide more granular results, this paper includes a business case study (N = 25) where semi-structured interviews were used to identify the views and concerns of employees regarding hybrid work settings. The scope of this case study was to collect empirical data regarding this new agile way of working while understanding participant thinking. The findings suggest that while there are clear benefits in terms of efficiency and flexibility in hybrid work settings, there are also challenges related to social interactions and non-verbal clues. This study enhances conceptual and empirical understanding and supports contemporary research on the future of work. [ABSTRACT FROM AUTHOR]

Systems are now extremely complex with the continuous involvement of multiple stakeholders and rapidly advancing technology, and a new way of viewing high‐performance system management and decision‐making is needed. This paper considers the use of practical wisdom as a promising way of revitalising system management to improve the success rate in making critical decisions. Practical wisdom has been investigated as a useful approach in many fields, including philosophy, psychology, health, education and organisation studies: however, its application to system management is sparse. Questionnaires were sent to 124 manager participants to assess their view of the importance of various practical wisdom attributes as these relate to system management success. Applying the exploratory factor analysis technique emerged the following factors: (1) practical mindset; (2) stakeholder mindset; (3) moral mindset; (4) win‐win mindset; and (5) holistic thinking mindset. Two of these factors, stakeholder mindset and win‐win mindset, have not previously emerged in practical wisdom research. The factors extracted were validated via both technical techniques and considered commentary by senior leadership practitioners. The results of this study can assist managers to develop greater insight into optimal management of increasingly complex systems via consideration of these practical wisdom factors and the interplay between them. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to analyze to what extent and in what ways signaling theory has been explored within the field of international marketing. This paper systematically reviews the use of signaling theory in the field of international marketing. Communication is a core aspect of the international marketing process. Research in this field has explored effective and unique ways of improving the communication flow to reduce the asymmetry of information between international consumers and the firm. This notion is adopted, enhanced and strengthened by signaling theory. Signaling theory has recently received the attention of international marketing scholars. Design/methodology/approach: The systematic review methodology was applied for the purpose of identifying the relevant studies. We extracted academic articles over the last 23 years from the domain of international marketing that directly contribute to signaling theory based on 57 journal articles extracted through the systematic review process. Findings: Based on systematic research the results reveal that the topic has grown and continues to expand within the broader international marketing field. We offer a theoretical conceptual framework to better understand signaling theory in the context of international marketing. Originality/value: The authors map and critically evaluate the use of signaling theory in international marketing. Relevance of signaling theory in international marketing is growing and authors present an integrative framework that organizes the existing literature, and provides scholars to further expand on emerging themes of the domain. The paper offers some useful future research directions. [ABSTRACT FROM AUTHOR]

Traditional approaches to system management are not suited to highly uncertain conditions. Hard system approaches with a top‐down management approach are often used to manage well‐defined systems that are not easily able to cope with uncertainty. Soft system approaches of the with bottom‐up or participative style may cause a lack of conformance to industry standards. Few studies have investigated these approaches within the context of COVID‐19 pandemic. Therefore, this paper aims to use the philosophy of Total Systems Intervention to investigate the applicability of an integrated management approach to cope with the uncertainty of COVID‐19. Three different countries from Europe, Oceania and Asia are selected as typical case studies to clarify the strengths and weaknesses of differing management approaches. The case studies demonstrate that using an integrated management approach can potentially assist decision‐makers to deal with crises and conclusively reveal the superiority of the integrated approach, independent of cultural milieu. [ABSTRACT FROM AUTHOR]

Currently, policymaking in cancer treatment is based on a reductionist approach and does not consider the differing views of multiple stakeholders in a systemic fashion. Non‐integrated views are not representative of the totality of the real‐life treatment context, and policymakers need to capture that holistic representation in their decision making. This paper uses a 'systems thinking' approach to propose a holistic way of capturing different stakeholders' views and integrating these into optimal treatment. Key stakeholders operate within their own system, as well as within the overarching complex system of cancer treatment care. An integrated view will enable policymakers to better understand the various issues involved and invoke a more holistic governance approach that encourages greater integration and emergence. Subject matter experts in Australia were consulted to provide narratives that were used to construct individual systemic views (systemigrams) to represent the constructivist perspectives of two key stakeholder groups: patients and oncology nurses. Semi‐structured interviews were conducted to validate the representativeness of the systemigrams created. The systemigrams that captured the perceptions and objectives of patients and nurses were found to be significantly different from each other. Understanding that individual views are only a part of the complex system can lead to a better appreciation of failures within cancer treatment and how to address these through optimal governance. Dynamic integration of differing perspectives in the cancer treatment journey is important. Recognizing and encouraging emergent behaviour among key stakeholders will enable effective governance. Management in cancer care is currently largely undertaken through individual silos with little interaction between those silos. This paper presents a new way of visualizing and conceptualizing governance of cancer treatment that will make governance more holistic and will improve patient‐centred care. [ABSTRACT FROM AUTHOR]

Making decisions is a key task for leaders and managers. Senior leaders are currently exposed to increasing amounts of data which they must process quickly in our current dynamic world. Complex factors in the business world are not always best approached through an analytical framework. Using tacit knowledge gained through intuition can enable a more holistic understanding of the deep nature of today's problems. This paper takes an expansive view of decision-making with intuition right at the centre and canvasses understandings of intuition arising from philosophy, psychology, Western and Eastern beliefs; and proposes a model that relates intuition to other problem-solving approaches. The paper presents the results of interviews with senior leaders who must make difficult decisions in complex turbulent environments. The interview schedule is based on questions raised in a prior literature search concerning the relationship between intuition and analysis in complexity decision-making and problem-solving, the usefulness to this group of respondents, the possibilities of combining both approaches and any conflict arising from that combination, and understandings of the concept of intuition by these respondents. The resultant model presents a visual description of a process that moves from exterior assessment achieved via sensing and analysis, through to deeper understandings and a more holistic discernment gained through intuition. The model has the potential to assist leaders faced with difficult-to-solve problems in providing a better understanding of the steps involved in tackling problems of increasing levels of complexity. [ABSTRACT FROM AUTHOR]

The present study aims to explore how tour guides' interpretations influence tourists' experience and their interest in heritage tourism. To examine tour guides' interpretation quality, style, and their impact on the tourist experience, a comparative study of sightseeing and on-site guides was conducted. The results suggest that tour guides should provide tourists with an insightful interpretation and provoke tourists' emotional thoughts in order to help them to achieve a high level of tourist experience with the visited heritage site and arouse their interest in visiting other relevant heritage sites. In addition to communication competence and knowledge, tour guides' motivation for interpretation is also an important factor influencing the quality and style of their interpretation. [ABSTRACT FROM AUTHOR]