Author Archives: support

How local realities reshape global IT strategies, and what leaders should do next

A recent academic study suggests that global IT strategies are frequently reshaped at the local level, and that understanding this process requires close attention to culture rather than a narrow focus on systems and organisational structures. The research challenges the assumption that digital strategies travel intact from headquarters to subsidiaries, showing instead that they are interpreted and adapted as they encounter local norms, behaviours and expectations.

Published in the Qualitative Research Journal, the study by Dr Godfried B Adaba of the Royal Docks School of Business and Law at the University of East London introduces a more structured way of studying complex digital change. The paper sets out a framework designed to capture how technology, organisational arrangements, and culture interact in practice, rather than treating strategy implementation as a simple, linear process.

To demonstrate the approach, the research applies the framework to a study of multinational telecommunications subsidiaries operating in Ghana. Using interviews, document analysis and direct observation, the study examines how business strategy and IT strategy are aligned across borders, offering a detailed view of how global intentions are translated into everyday organisational activity.

One of the most significant findings is the influence of routine cultural habits on strategic alignment. Attitudes to hierarchy, preferred communication styles and levels of comfort with challenging authority all played a role in shaping how global IT directives were enacted. In several cases, instructions from headquarters were modified at the subsidiary level to make them workable locally. The study describes this outcome as “hybrid alignment”, a negotiated blend of global direction and local practice rather than straightforward implementation.

According to Dr Adaba, the primary aim of the research is to strengthen how complex digital change is studied and understood. By applying a structured grounded theory approach, the paper shows that strategic alignment is not simply imposed or accepted, but interpreted and negotiated within specific cultural contexts. This helps explain why identical strategies can produce very different results across locations.

While methodologically in emphasis, the study also highlights practical lessons for leaders managing digital transformation across borders. It suggests that strategies designed at corporate headquarters will almost always be adjusted on the ground, and that rigid, one-size-fits-all approaches are unlikely to succeed everywhere. Allowing room for local adaptation, while keeping the overall direction clear, can lead to more effective outcomes. The research also underlines the importance of decision-making and feedback structures that reflect cultural realities, particularly in hierarchical settings where problems may remain unspoken unless leaders actively create space for dialogue.

More information: Godfried B Adaba, Theorising sociotechnical complexity: a grounded theory framework for qualitative information systems research, Qualitative Research Journal. DOI: 10.1108/QRJ-06-2025-0209

Journal information: Qualitative Research Journal Provided by University of East London

Research unveils a survival guide for brands caught in social media storms

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A 30-second Peloton holiday advert released in 2019 quickly became a cautionary tale for businesses. In the advert, a man gives a woman an exercise bike as a gift. Almost immediately, critics on social media labelled it “sexist” and “dystopian”, arguing that it reinforced outdated ideas about gender roles and body image. The backlash spread rapidly, dominating online conversation and news coverage. Within days, Peloton’s share price fell by around 9 per cent, showing how strongly social media reactions can affect a company’s reputation and finances.

Researchers now describe situations like this as online social disapproval, or OSD. This term refers to public criticism of companies that takes place on digital platforms such as X, Instagram, or TikTok. What makes OSD particularly powerful is its speed and scale. Negative reactions can quickly snowball as posts are shared, commented on, and amplified by algorithms. Another well-known example occurred in 2023, when Bud Light faced boycotts and falling sales after criticism of its partnership with a transgender influencer. In both cases, online outrage moved far beyond a few unhappy customers and turned into a widespread public response.

To help organisations deal with this growing challenge, new research co-authored by Associate Professor Jinglu Jiang introduces a practical digital toolkit for managing social media backlash. The study argues that online criticism behaves very differently from traditional corporate crises, such as product recalls or legal disputes. Instead of unfolding in a straight line, OSD tends to move in waves, driven by how social media platforms promote content and encourage engagement. Understanding these patterns is key to responding effectively.

The toolkit breaks OSD into four main phases. The first is the preburst phase, when early warning signs begin to appear. This might include small clusters of critical comments or emerging negative trends. The second phase is the initial burst, when attention suddenly spikes and criticism becomes highly visible. The third phase, spreading and contagion, is often the most intense. At this stage, opposing opinions clash online, posts go viral, and one dominant narrative may take hold. The final phase is recalibration, when public attention fades, and the situation begins to stabilise.

For each phase, the research offers questions and indicators that managers can use to guide their decisions. Before a crisis erupts, companies should be monitoring online conversations to spot potential issues early. During the initial burst, they need ways to judge how popular and fast-moving the criticism is. When backlash is spreading widely, firms should track how quickly it is growing and whether it has crossed a level that demands a stronger response. In the final phase, the focus shifts to understanding impact, not just whether people have stopped posting.

Crucially, the researchers stress that recovery is about more than waiting for noise to die down. In the short term, businesses can look at sales figures, share prices, or customer traffic to see immediate effects. Over the longer term, they need to assess whether trust has truly returned. Trends in customer satisfaction, online reviews, surveys, and social media engagement can reveal whether damage to reputation still lingers. Every organisation, the study concludes, must define what “normal” online attention looks like for them, stay alert to old controversies resurfacing, and respond early and carefully before criticism turns into a full-scale social media storm.

More information: Jinglu Jiang et al, Bursts of online social disapproval: leveraging analytics for comprehension and detection, Journal of Business Strategy. DOI: 10.1108/JBS-12-2023-0258

Journal information: Journal of Business Strategy Provided by Binghamton University

Research finds navigation apps narrow gaps among ride-hail drivers

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Technology is reshaping the ride-hail sector in ways that extend far beyond convenience, according to new research published in the Strategic Management Journal. The study suggests that navigation apps have played a decisive role in making ride-hail work more accessible, particularly for drivers with limited experience or confidence navigating complex urban road networks. By lowering skill barriers and reducing stress, these tools are helping to open up opportunities that might otherwise remain out of reach.

The research was carried out by academics from the National University of Singapore, who examined how drivers respond to the presence or absence of navigation technology in their work. Through a series of carefully designed laboratory and field experiments conducted in Singapore between July and August 2024, the researchers explored how drivers make decisions about accepting jobs, how they value technological support, and how that support affects their wellbeing while on the road. Their findings indicate that navigation apps are not merely helpful aids, but a fundamental factor shaping participation in the ride-hail labour market.

A central insight from the study is that navigation technology can be the deciding factor in whether some drivers choose to accept ride requests at all. When drivers were asked to imagine working without access to a navigation app, many reported feeling ill-equipped to manage unfamiliar routes or heavy traffic conditions. With the app available, however, they felt able to take on work they might otherwise have declined. This sense of empowerment was not only subjective; physiological measures showed that drivers using navigation apps experienced lower stress levels, including reduced heart rates during their shifts.

The researchers describe this effect as a form of ‘deskilling’, where technology simplifies complex tasks and reduces the level of expertise required to perform them effectively. While public debate often frames technology as a threat to jobs, the study offers a contrasting perspective. By deskilling certain aspects of ride-hail work, navigation apps make the role accessible to a broader pool of workers. In doing so, they can create employment opportunities rather than eliminate them, particularly for individuals who lack extensive driving experience or detailed local knowledge.

To better understand how drivers value this technology, the experiments varied both the availability of navigation apps and the commission rates charged by ride-hail platforms. Drivers were asked how much of their potential earnings they would be willing to give up in exchange for guaranteed access to navigation support. The results showed clear differences based on experience: less experienced drivers were prepared to sacrifice a larger share of their earnings to use the app, reflecting how crucial it was to their ability to work confidently and comfortably. More experienced drivers, by contrast, were generally less dependent on the technology and more willing to operate without it.

The study also explored how drivers balance productivity against amenity when making decisions. Some prioritised earning more quickly, while others placed greater value on reduced stress and a smoother working experience. Navigation apps emerged as a key amenity, particularly for those who rated themselves as less skilled. These drivers were significantly less likely to accept jobs without technological support, whereas more confident drivers showed greater flexibility. As one interviewee put it, without a map app, doing the job would not be possible.

Overall, the findings underline the potential for technology to make work both more inclusive and less taxing. By lowering barriers to entry and easing the cognitive and emotional demands of driving, navigation apps help narrow gaps between workers with different skill levels. From a business standpoint, the researchers argue that such deskilling technologies can also help address labour shortages by expanding the available workforce. Rather than viewing technology solely as a substitute for human labour, firms may see it as a strategic tool for broadening participation and supporting workers more effectively.

More information: Pinchuan Ong et al, Deskilling technology affords work amenity, increases labor supply, Strategic Management Journal. DOI: 10.1002/smj.70017

Journal information: Strategic Management Journal Provided by Strategic Management Society

The Potential of Augmented Reality Menus to Engage Customers and Strengthen Branding

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Restaurants seeking innovative approaches to engage better and inform diners may find value in integrating augmented reality (AR) into their menus, according to recent research conducted by Washington State University. The study suggests that AR technology offers restaurants a new way to communicate information more effectively while capturing customer interest in an increasingly competitive dining landscape. As consumers become more curious about what they eat and where it comes from, digital tools such as AR are emerging as a promising bridge between transparency and engagement.

Published in the International Journal of Hospitality Management, the research indicates that AR menus can substantially increase customers’ interest in visiting a restaurant and encourage more favourable word-of-mouth compared with traditional printed menus or QR-code alternatives. The findings point to AR’s ability to create richer, more memorable experiences, which in turn influence how customers perceive a restaurant and whether they are likely to recommend it to others. This effect highlights the growing role of experiential technology in shaping modern dining decisions.

Led by Soobin Seo, a professor of hospitality business management at the Carson College of Business, the study explored whether AR could improve the presentation of farm-to-table information. This includes details about ingredient origins, production methods, and sourcing practices. Seo noted that while many consumers want greater transparency about their food, the format in which that information is delivered plays a crucial role. AR, she explained, enables restaurants to present such details in a more vivid, interactive, and engaging manner than static text alone.

To examine how diners respond to different menu formats, the researchers conducted two experimental studies designed to resemble real restaurant environments. In the first study, participants were shown one of three menu types at a simulated local restaurant: a traditional printed menu, a QR-code menu, or an AR menu. The AR version allowed users to view three-dimensional representations of food items on their smartphones and interact with individual ingredients to learn about their origins.

Results from this experiment showed that participants who used AR menus reported a higher intention to visit the restaurant and a greater likelihood of sharing what they learned with others. They also felt more immersed in the experience and believed they gained a better understanding of the food and its sourcing. According to Seo, this sense of immersion encourages closer attention and reinforces the feeling that diners are learning something meaningful, which helps strengthen interest in the restaurant itself.

A second study investigated how AR menus might influence perceptions in chain restaurant settings by comparing consumer responses to brands with differing health reputations, such as Panera Bread and McDonald’s. While AR menus improved perceptions for both brands, the impact was more pronounced for McDonald’s. The technology led to a larger increase in perceived healthiness and intention to visit, suggesting that transparent and interactive information can be particularly powerful when initial expectations are low.

The research also found that the success of AR menus depends partly on how well the technology aligns with a restaurant’s overall brand identity. Strategic fit, Seo emphasised, is important when adopting innovations. Although AR menus are not yet widespread, the technology is becoming more accessible and affordable, even for independent restaurants. Beyond marketing advantages, the study suggests AR could encourage sustainability by motivating transparency in sourcing and strengthening ties with local producers, offering benefits for restaurants, consumers, and communities alike.

More information: Soobin Seo et al, Can Augmented Reality (AR) enhance how restaurants present Farm-to-Table information? The role of cognitive absorption, learning gains, and brand image congruence, International Journal of Hospitality Management. DOI: 10.1016/j.ijhm.2025.104340

Journal information: International Journal of Hospitality Management Provided by Washington State University

Ambition ignites when entrepreneurs are told success isn’t guaranteed

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A recent study suggests that entrepreneurs often become more committed to their ventures when they are told they are likely to fail. Rather than discouraging them, such messages can intensify motivation and lead founders to invest greater effort in making their businesses work. The findings challenge the assumption that confidence-building and positive reinforcement alone are the most effective ways to support entrepreneurial success.

The research was led by psychologist Tim Michaelis, who notes that entrepreneurs typically identify very strongly with their ventures. For many founders, a business is not just a job or a commercial project, but a reflection of their values, ideas and personal identity. As a result, being told that a business will fail can feel deeply personal, almost like a judgment on the individual rather than the idea. This observation prompted the researchers to explore whether such experiences might actually deepen commitment instead of undermining it.

The researchers were especially interested in what they call the “underdog effect”. While this idea has been studied extensively in developmental psychology, it has rarely been applied to entrepreneurship. The core question was whether being positioned as an underdog, or recalling moments when others expressed doubt, could motivate entrepreneurs to persist and work harder. In essence, the study asked whether resistance and scepticism might sometimes be more motivating than encouragement.

To examine this, the team conducted three studies involving more than 1,400 entrepreneurs. In the first study, participants were grouped according to whether they could recall a time when someone told them their business would fail. Those who remembered such an experience showed a noticeably stronger commitment to continuing their ventures. Simply recalling past doubt was associated with a greater willingness to persist, even when facing uncertainty and obstacles.

The second study focused more directly on motivation, particularly the desire to prove others wrong. Entrepreneurs who could recall being told they would fail reported a stronger drive to demonstrate that the sceptics were mistaken. This pattern reinforced the first study’s findings, showing that negative expectations can activate an underdog mentality that pushes entrepreneurs to invest more energy and focus in their work. The third study extended this insight over time, tracking entrepreneurs across several months while accounting for factors such as confidence, experience, financial incentives and passion. Once again, the underdog effect emerged as a consistent driver of motivation and persistence.

One unexpected finding across the studies was the number of entrepreneurs who reported never being told their business would fail. These individuals had received only positive feedback, or none at all, and they tended to show lower levels of commitment and persistence. Overall, the research suggests that while support and encouragement matter, some degree of doubt or resistance may help entrepreneurs develop the drive needed to succeed. It also raises important questions about how to balance constructive criticism with motivational challenge, and how entrepreneurs can learn to use scepticism as fuel rather than as a signal to give up.

More information: Tim Michaelis et al, I’ll prove you wrong! The underdog effect as an antecedent to entrepreneurial action and venture persistence, Journal of Business Venturing. DOI: 10.1016/j.jbusvent.2026.106581

Journal information: Journal of Business Venturing Provided by North Carolina State University

Europe and the race to climate neutrality by 2050: A new monitor charts progress

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Researchers at the Complexity Science Hub (CSH) have developed a new monitoring tool designed to measure how quickly companies are moving towards climate-neutral energy use. Applied so far in a single country, the monitor reveals a mixed picture: while many firms are beginning to change their energy consumption patterns, an equally large number are lagging. Companies deeply embedded in fossil fuel-based systems face particularly significant obstacles when attempting to alter their trajectory, highlighting how uneven and fragile the energy transition currently is at the firm level.

Europe has set the ambitious goal of becoming climate-neutral by 2050, yet concrete progress within the real economy remains difficult to quantify. While there is substantial data on the expansion of renewable energy supply, such as wind power, grid infrastructure, and storage capacity, there has been little clarity on how rapidly companies themselves are adapting their operations. According to CSH President Stefan Thurner, no official figures are capturing how quickly firms are retrofitting facilities, replacing machinery, or electrifying industrial processes. This lack of insight has left policymakers effectively navigating without a reliable compass.

To address this gap, the CSH team developed an objective, data-driven method that draws on detailed energy consumption records for nearly all relevant companies within a country. In the pilot case of Hungary, the researchers reconstructed the energy use of more than 25,000 firms between 2020 and 2024, covering the majority of national gas and electricity consumption and roughly half of oil use. This comprehensive approach made it possible, for the first time, to directly observe how the energy transition is unfolding across the business sector rather than inferring progress from aggregate statistics.

The results suggest that the transition is barely taking hold. Around half of the companies increased their share of low-carbon electricity during the study period, but the other half either stagnated or increased their reliance on fossil fuels. In some cases, firms doubled down on gas and oil rather than moving away from them. As a result, the overall pace of change remains slow. If current trends were to continue unchanged, the share of low-carbon energy in company consumption would reach only about 20 per cent by 2050, far short of what is required to meet climate targets.

The study also sheds light on why some companies switch while others do not. Within almost every subsector, some firms rely heavily on low-carbon electricity and others that use almost none, suggesting that technical feasibility is rarely the main barrier. Instead, economic factors appear decisive. Companies that spend a large proportion of their revenue on fossil fuels are significantly less likely to invest in electrification. In contrast, those with higher electricity costs relative to revenue are more inclined to continue electrifying. This points to a lock-in effect, where existing investments and perceived risks make change difficult without targeted support and clear policy signals.

Company size matters as well. Smaller firms, measured by total energy consumption, are less likely to shift away from fossil fuels, whereas larger, more energy-intensive companies tend to increase their electricity share more readily. Looking ahead, the researchers modelled alternative futures. If companies currently falling behind were to adopt the strategies already used by frontrunners in their sector, low-carbon energy could account for up to 70 per cent of consumption by 2050. Without such a shift, fossil fuels would still dominate. The findings underline the need for similar monitoring systems across Europe, enabling early, targeted intervention so that the 2050 climate-neutrality goal remains within reach.

More information: Johannes Stangl et al, Using firm-level supply chain networks to measure the speed of the energy transition, Nature Communications. DOI: 10.1038/s41467-026-69358-4

Journal information: Nature Communications Provided by Complexity Science Hub

Strong leadership is the cornerstone of genuine environmental culture, research reveals

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Sustainability efforts ultimately succeed or fail not because of strategy documents, net-zero pledges or carbon targets, but because of how leaders behave day to day. While formal plans and metrics remain important, new research underscores that leadership conduct — visible, consistent and credible — is what determines whether environmental ambitions take root inside organisations or remain largely symbolic. Employees are acutely sensitive to signals from those at the top, and they quickly distinguish between sustainability treated as a core value and sustainability presented as a communications exercise.

The research shows that employees are far more likely to act in environmentally responsible ways when leaders actively demonstrate green values through their everyday decisions, priorities and behaviours, rather than relying on speeches, policies or internal messaging alone. When sustainability is embodied in how leaders allocate resources, resolve trade-offs and set expectations, it becomes part of the organisation’s lived reality. In contrast, when leaders speak about environmental responsibility without visibly practising it, employee engagement rapidly weakens.

At the centre of the findings is a clear conclusion: leadership forms the critical foundation of an authentic green workplace culture. Where leaders consistently prioritise environmental responsibility, employees respond with higher levels of voluntary green behaviour. This includes everyday actions such as reducing waste and conserving resources, as well as more proactive engagement, like supporting sustainability initiatives and encouraging colleagues to adopt greener practices. These behaviours arise not because they are mandated, but because employees perceive sustainability as genuinely valued.

Crucially, the peer-reviewed research identifies trust as the mechanism that turns leadership intent into action. Employees who trust their leaders are significantly more willing to go beyond formal requirements and act in ways that support environmental goals. Drawing on survey data from hotel employees across the United States, the study demonstrates that environmentally focused leadership builds trust and that trust directly translates into stronger environmental performance by staff. In organisations where sustainability is clearly supported and rewarded as part of everyday working life, this effect becomes even stronger.

The study also highlights that employees’ own environmental values matter. Leadership does not manufacture commitment from nothing, but it plays a decisive role in activating, legitimising and sustaining it. When leaders clearly signal that sustainability is important, employees who already care about environmental issues feel empowered to express those values at work rather than sidelining them. “What this research makes clear is that sustainability lives or dies at the leadership level,” said Kirk Chang, Professor at the University of East London and one of the study’s authors. “If leaders do not visibly live the sustainability story, that story will not survive contact with reality.”

Taken together, the findings carry clear implications for organisations grappling with climate commitments, sustainability performance and accusations of greenwashing. They suggest that environmental performance is not primarily a technical or compliance challenge, but a cultural one rooted in leadership credibility. Where leaders send mixed signals or treat sustainability as a bolt-on, employees disengage. Authentic sustainability, the research reinforces, is cultural before it is technical, and leadership behaviour is the point at which strategy becomes reality.

More information: Mohammad Nisar Khattak et al, Leadership and green performance: from the perspective of environmentally-specific servant leadership, Journal of Organizational Effectiveness People and Performance. DOI: 10.1108/JOEPP-11-2024-0568

Journal information: Journal of Organizational Effectiveness People and Performance Provided by University of East London

New Mizzou study associates ‘dark pool’ activity with heightened crash risk and financial misreporting

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More share trading is increasingly shifting away from traditional public stock exchanges into venues known as dark pools. These are private, electronic markets where investors can buy and sell shares without displaying their orders publicly. While this anonymity can reduce trading costs, it also removes information from the wider market, limiting what other investors can see about supply, demand, and price formation.

As dark pools have grown in use, a recent study from the University of Missouri suggests they may be weakening transparency in public equity markets. The research indicates that higher levels of dark pool trading are associated with a greater risk of sudden stock price crashes. By diverting trading activity away from visible exchanges, dark pools may reduce the flow of information that normally helps prices adjust gradually rather than abruptly.

Dark pools operate by matching buy and sell orders electronically without public disclosure and typically offer narrower bid–ask spreads. These lower transaction costs tend to attract less-informed investors, who trade mainly for liquidity reasons rather than to exploit new information. According to Ken Shaw, a professor of accounting and one of the study’s authors, this small but consistent price advantage provides a strong incentive for such traders to use dark pools, particularly when they are not focused on discovering new information or ensuring immediate execution.

In contrast, informed traders—those who invest time and resources in uncovering firm-specific information—are more likely to trade on public exchanges. Because execution in dark pools is uncertain and depends on matching orders, informed traders face higher risks there. They therefore favour exchanges such as the New York Stock Exchange and NASDAQ, where execution is more reliable and information advantages can be monetised quickly. However, as uninformed traders migrate away, trading on public exchanges becomes more expensive overall.

This separation of traders has important consequences for corporate disclosure. In public markets, informed traders play a disciplining role by scrutinising firms and pressuring managers to release both positive and negative information. Shaw explains that when informed trading becomes costlier, this pressure weakens. Managers then face fewer incentives to disclose bad news promptly, allowing negative information to be withheld or accumulated over longer periods.

The study also finds a link between dark pool activity and accounting behaviour. Firms with substantial dark pool trading were more likely to make unusual accounting adjustments before experiencing a stock price crash. These practices can temporarily mask poor performance and delay the release of bad news, increasing the likelihood of a sharp correction when the truth eventually emerges. Using data from FINRA between 2014 and 2023, the researchers highlight growing concerns—also raised by the Securities and Exchange Commission—that anonymous trading venues may be reshaping incentives in ways that heighten market instability rather than reduce it.

More information: Bidisha Chakrabarty et al, Crashing in the Dark? Dark Trading and Stock Price Crashes, Journal of Business Finance & Accounting. DOI: 10.1111/jbfa.70016

Journal information: Journal of Business Finance & Accounting Provided by University of Missouri-Columbia

Accounting initiative promotes workplace pay equity

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During the six decades since pay discrimination was made illegal in the United States, genuine gender pay equity has remained frustratingly out of reach. Legal safeguards and heightened public scrutiny have not been enough to eliminate disparities in earnings between women and men who perform the same work. Instead, progress has been uneven, and in some periods the gap has widened rather than narrowed, underscoring how deeply rooted and resilient pay inequality can be.

In 2024, the situation worsened. Women earned 80.9 cents for every dollar earned by men doing equivalent work, according to figures from the Institute for Women’s Policy Research. This marked a decline of 1.8 cents compared with the previous year, representing the largest single-year increase in the gender pay gap since 1966. The data highlighted how vulnerable gains in pay equity remain, even after decades of advocacy, policy reform, and organisational efforts aimed at fairness.

This troubling context raises an important question: could a simple change in accounting practice help reduce the gap? That is the idea explored by Hayden Gunnell, an assistant professor of accounting at Texas McCombs. In recent research, Gunnell suggests that the way organisations structure pay rises can meaningfully influence pay equity outcomes. He finds that calculating raises as fixed dollar amounts, rather than as percentages of existing salaries, can help prevent the reinforcement of historical pay inequalities.

In many organisations, budgets for pay increases are expressed as a percentage of current salaries. On the surface, this appears neutral and objective. However, when existing salaries already reflect inequality, percentage-based increases tend to magnify those differences. Higher-paid employees receive larger absolute increases, even when performance and responsibilities are identical. As Gunnell points out, percentage raises implicitly assume that current salaries are an appropriate baseline, an assumption that fails when those salaries are shaped by past discrimination.

To test this effect, Gunnell worked with colleagues Karl Schuhmacher and Kristy Towry on two experiments. In the first, 47 MBA students acted as managers at a fictional bank and allocated raises to four employees—two women and two men—who held the same role and delivered equal performance. Male employees began with higher salaries, without explanation. Participants received identical raise budgets framed either as a five per cent increase or as a fixed dollar amount. Dollar-based raises reduced the average gender pay gap by $91, while percentage-based raises increased it by an average of $1,636.

A second experiment introduced job-level differences, with senior and junior loan officers, again split evenly by gender. The results were consistent: percentage increases more strongly perpetuated existing gender pay gaps than dollar-based increases. Gunnell argues that such accounting techniques offer a subtle yet effective way to promote fairness. By changing default systems rather than individual attitudes, organisations can reduce bias without provoking legal or political resistance. As he notes, it is often easier to redesign decision-making structures than to change deeply ingrained, subconscious biases—and those structural changes can make workplaces meaningfully more equitable.

More information: Hayden Gunnell et al, Un-Nudging Pay Gaps: The Role of Pay Raise Budget Framing, The Accounting Review. DOI: 10.2308/TAR-2024-0105

Journal information: The Accounting Review Provided by University of Texas at Austin

AI Enhances the Hotel Experience, but Human Touch Still Matters to Guests

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Smart, voice-enabled AI concierges are becoming a familiar feature in hotels, steadily taking over everyday requests that were once the sole domain of front desk staff. Simple needs such as asking for fresh towels, checking out later, or seeking basic information about hotel amenities are now often handled through in-room voice assistants, digital kiosks, or a hotel’s mobile app and website. These tools promise speed, consistency, and round-the-clock availability, reshaping how guests interact with hospitality services from the moment they arrive.

Yet the growing presence of conversational AI raises an important question: at what point does convenience give way to a desire for human connection? While many travellers appreciate the efficiency of automated assistance, there remains uncertainty about how far guests are willing to rely on AI before preferring a more personal, one-to-one exchange with a human concierge. This tension between technological ease and emotional engagement sits at the heart of new academic research into the evolving hotel experience.

A recent study conducted by researchers at the University of South Florida and published in the Journal of Hospitality and Tourism Technology sheds light on this balance. The findings suggest that although smart AI concierges excel at delivering fast, always-available support and reducing pressure on hotel staff, most guests still favour face-to-face service when requests carry emotional weight. Situations that involve personal significance, sensitivity, or nuanced judgment prompt a clear preference for human interaction rather than automated responses.

The research examined attitudes towards advanced conversational AI throughout the entire hotel journey, from pre-booking enquiries to post-stay follow-ups. Importantly, it compared perspectives from two key groups: hotel guests and hotel managers. The study focused on intelligent virtual assistants, such as voice-based systems comparable to Amazon Alexa or Apple Siri, which go well beyond basic text chatbots in their ability to interpret and respond to natural language.

One of the most striking conclusions was the clear divide between industry professionals and consumers. Hotel managers and staff expressed significantly greater enthusiasm for adopting smart AI technologies, largely because of their potential to alleviate staffing shortages and reduce repetitive workloads. Guests, however, were more cautious. While they welcomed AI for straightforward tasks, they consistently preferred human concierges for emotionally charged requests, such as planning a special anniversary dinner or arranging meaningful local experiences. Concerns about emotional authenticity also featured prominently, with many respondents doubting an AI’s ability to show empathy or understand personal feelings.

Privacy and trust emerged as additional barriers to widespread adoption. A large majority of participants highlighted worries about how voice data might be collected, stored, or misused, particularly in public or semi-public hotel settings. These anxieties reinforce the need for careful implementation and transparent data policies. Ultimately, the study points towards a hybrid service model as the most effective path forward. In this approach, AI handles routine interactions and initiates conversations, while human staff step in when complexity, emotion, or personal judgment is required. Such a balance, the researchers argue, reflects a broader shift in hospitality, where conversational AI is becoming a strategic necessity, but the human touch remains central to a truly satisfying guest experience.

More information: Ajay Aluri et al, Investigating customer service and engagement levels in the lodging industry: high-touch to high-tech conversational AI, Journal of Hospitality and Tourism Technology. DOI: 10.1108/JHTT-08-2025-0669

Journal information: Journal of Hospitality and Tourism Technology Provided by University of South Florida

Entrepreneurs are rethinking strategy and adaptation in the age of AI, research shows

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Artificial intelligence is increasingly shaping not only how entrepreneurs operate their businesses, but how they think about uncertainty, opportunity, and change. New research suggests that engagement with AI is influencing the cognitive side of entrepreneurship, affecting how individuals assess risk, interpret information, and respond to fast-moving environments. Rather than remaining a purely technical aid, AI is altering the mental frameworks entrepreneurs use when making decisions.

The study found a clear association between exposure to digital tools, including AI systems, and sharper strategic thinking. Entrepreneurs who actively understand and use these technologies demonstrated greater mental flexibility, particularly when confronted with disruption. Instead of clinging to fixed plans, they were more willing to reassess priorities, revise assumptions, and adapt their strategies. This suggests that familiarity with AI supports a mindset that is better suited to volatile and uncertain conditions.

Importantly, the research challenges the common framing of AI as simply a tool for automation or efficiency. While productivity gains are real, the findings indicate that AI is also reshaping the entrepreneurial mindset itself. When used thoughtfully, AI encourages broader problem framing and more deliberate planning, helping entrepreneurs move away from reactive decision-making and towards more forward-looking approaches. In this sense, AI functions as a cognitive support, expanding how problems are understood rather than dictating solutions.

“What we are seeing is not AI replacing human thinking, but influencing how people think,” said the study’s lead author, Dr Jamiu Odugbesan. According to the research, entrepreneurs who work closely with AI begin to plan differently over time. They become more comfortable revisiting earlier decisions, weighing a wider range of options, and adapting when circumstances shift unexpectedly. This process appears to widen the scope of entrepreneurial decision-making, rather than narrowing it.

The research team, which included collaborators based in Nigeria, emphasised that technology alone does not produce these benefits. The strongest effects were observed when AI was actively integrated into strategic reasoning, rather than used passively in the background. The study examined 376 entrepreneurs working in Lagos’ Computer Village, one of West Africa’s largest technology marketplaces. This environment, characterised by intense competition and constant change, provided a rich real-world context for observing how digital exposure influences behaviour.

Entrepreneurs operating in such settings face significant pressure and limited protection against shocks, yet those with higher levels of AI knowledge consistently showed greater adaptability. The authors argue that these findings have broader implications for governments, investors, and educators. Training that focuses only on technical skills or efficiency gains may miss a deeper benefit: stronger judgment, faster adjustment to disruption, and more confident strategic thinking. Taken together, the results add to growing evidence that AI’s impact on work is not only economic, but cognitive, shaping how people reason, plan, and respond in uncertain environments.

More information: Jamiu Odugbesan et al, AI and the entrepreneurial mindset: mapping cognitive adaptability in the age of technological disruption, Journal of Entrepreneurship in Emerging Technologies. DOI: 10.1108/JEEE-07-2025-0369

Journal information: Journal of Entrepreneurship in Emerging Technologies Provided by University of East London

Experiencing natural disasters influences CEOs to prioritise workplace safety, new study finds

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Experiencing a natural disaster during childhood can have a lasting influence on how business leaders think about employee wellbeing decades later, according to a new Concordia-led study. The research suggests that early exposure to extreme events such as earthquakes, floods or hurricanes can shape executives’ attitudes towards risk, responsibility and long-term decision-making, with measurable consequences inside the firms they go on to lead.

The study shows that companies run by chief executives who lived through major natural disasters early in life tend to place greater emphasis on workplace safety. Using mandatory disclosure data submitted to the U.S. Occupational Safety and Health Administration, the researchers found that these firms report significantly fewer work-related injuries and illnesses than comparable companies led by CEOs without such experiences. The pattern holds across a range of sectors and firm sizes, indicating that the effect is not confined to a particular industry or corporate context.

Notably, the differences become even more pronounced in organisations where chief executives wield greater authority, as well as in industries characterised by weaker union presence and stronger pressure to deliver high earnings. In these environments, CEOs typically face fewer internal constraints and more intense financial expectations, making their personal values and priorities especially influential in shaping company policies, including those related to employee safety.

“We often hear in media coverage and public commentary that CEOs are highly self-centred and indifferent to the welfare of their employees,” says the study’s co-author Michel Magnan, Distinguished University Research Professor in the Department of Accountancy at the John Molson School of Business. While he acknowledges that this characterisation may apply in some cases, he notes that the findings tell a more nuanced story. The research suggests that many senior executives view labour safety as a serious and strategic concern, particularly when shaped by formative personal experiences.

Workplace safety remains a critical issue with far-reaching social and economic consequences. According to figures from OSHA and the U.S. National Safety Council, more than 2.6 million workplace injuries were reported in 2023 alone, resulting in an estimated cost of $176 billion and the loss of 103 million workdays. These numbers highlight the scale of the problem and underscore why understanding the drivers of safer corporate practices is of interest not only to employers and workers, but also to regulators and policymakers.

To reach their conclusions, the researchers assembled and analysed an extensive dataset covering more than 500 CEOs. They began by identifying large U.S. firms listed on the S&P 1500 between 2002 and 2011, then gathered detailed biographical information on each chief executive, including birthplace and locations lived in during their formative years. This information was matched with county-level records of natural disasters to determine which CEOs had been exposed to such events in childhood. When combined with OSHA injury data, the analysis revealed that firms led by these executives recorded nearly 24 per cent fewer work-related injuries, even after accounting for factors such as firm size, industry, union strength, financial pressure and CEO demographics. While Magnan cautions that early disaster exposure does not automatically make someone a better leader, the findings shed light on how past experiences can influence executive behaviour — insights that may prove valuable for boards, investors and policymakers seeking to improve worker safety, particularly in high-risk sectors.

More information: Michel Magnan et al, Shaped by the Storm: How Do CEOs’ Early-Life Natural Disaster Experiences Influence Workplace Safety? European Financial Management. DOI: 10.1111/eufm.70036

Journal information: European Financial Management Provided by Concordia University