Author Archives: support

Research sheds light on the workplace consequences of tinnitus

A new study has highlighted the significant impact tinnitus can have on people’s working lives, with nearly one in five adults reporting that the condition has forced them to reduce their working hours or leave employment altogether. The findings underline how tinnitus, often dismissed as a minor or manageable issue, can become a serious barrier to sustaining long-term participation in the workforce. For many affected individuals, the condition does not simply exist in the background but actively interferes with their ability to meet the demands of modern working environments.

Published in the journal Brain Sciences, the research was led by academics from Anglia Ruskin University in collaboration with partners from the University of Colorado and Linköping University. The study set out to examine how tinnitus influences job performance, productivity and work-related wellbeing, an area that has received relatively little attention despite the prevalence of the condition. By focusing specifically on employment outcomes, the researchers aimed to understand better the real-world consequences of tinnitus beyond clinical symptoms alone.

Tinnitus is commonly described as the perception of ringing, buzzing or hissing sounds in the absence of any external noise and is estimated to affect around 15% of the population. Its severity varies widely, with some people experiencing only mild distraction while others suffer persistent fatigue, stress and difficulty concentrating. Although many individuals find ways to cope, more severe symptoms can significantly disrupt day-to-day functioning and reduce effectiveness in the workplace, particularly in roles requiring sustained attention or communication.

The study surveyed 449 adults living with tinnitus and revealed that 7% had been forced to leave employment entirely as a result of their symptoms. A further 11% reported having to cut their working hours. Participants described a range of workplace challenges, including problems concentrating, reduced productivity and difficulties communicating during meetings. Many also reported increased fatigue, slower completion of tasks and a higher likelihood of making mistakes, all of which contributed to declining confidence and performance at work.

Beyond these direct challenges, respondents also described indirect effects that compounded their difficulties. Anxiety, sleep problems, frustration and withdrawal from group interactions were commonly reported, often leading to reduced job satisfaction and strained workplace relationships. While some individuals managed to adapt by modifying their roles or developing personal coping strategies, 72% of participants said tinnitus had made their working lives more difficult overall, illustrating the scale of the issue.

Importantly, the study also pointed to potential solutions. Participants who completed an internet-based cognitive behavioural therapy programme reported meaningful improvements in work productivity and wellbeing. After the intervention, fewer people said they needed to work reduced hours, and many experienced reductions in tinnitus distress, anxiety, depression and insomnia. Although further research is needed to confirm these findings, the results suggest that timely, targeted support could help people with tinnitus remain effective, engaged and economically active, while also reducing the wider personal and societal costs associated with reduced work capacity.

More information: Eldre Beukes et al, Exploring the Impact of Tinnitus on Work Productivity, Brain Sciences. DOI: 10.3390/brainsci16020150

Journal information: Brain Sciences Provided by Anglia Ruskin University

A Growing Banking Sector Means Higher Borrower Costs

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When banks become crowded within a lending market, the familiar logic of supply and demand begins to unravel. In most markets, an increase in suppliers would normally drive prices down, benefiting consumers through greater competition. Lending, however, appears to follow a different set of rules. New research shows that as the number of banks operating in a local market rises, borrowers may actually face higher costs rather than lower ones, challenging long-held assumptions about competition in financial services.

The research finds that a greater density of banks leads to higher loan prices, measured through interest rates. Specifically, for every six additional banks operating within a county, average interest rates increase by around seven basis points. While that figure may appear modest at first glance, it can translate into meaningful additional costs for large loans and long repayment periods. The finding runs directly against the intuitive idea that more choice among lenders should naturally result in cheaper credit.

This counterintuitive outcome emerges from how banks assess and manage risk. Lending decisions are shaped not only by observable financial data but also by how much private information a bank has about a borrower. Some banks are better than others at screening applicants, either because of superior analytical tools or because they have deeper relationships with local firms. When one bank approves a borrower that others have rejected, it can trigger concerns that negative information has been missed.

These concerns intensify as the number of banks in a market increases. In a crowded environment, winning a borrower may feel less like a success and more like a warning sign. Banks may worry that competitors uncovered unfavourable information that they themselves failed to detect. To compensate for that uncertainty, lenders raise interest rates as a form of protection against potential default. Rather than pricing loans aggressively, they adopt a more cautious stance.

This dynamic closely resembles what economists describe as the “winner’s curse”. In highly competitive auctions, the winning bidder often pays more than the asset is truly worth because they were the most optimistic participant. In lending markets, securing a borrower in a sea of competitors can similarly suggest that the lender has underestimated the borrower’s risk. The higher interest rate becomes a buffer against the possibility that the loan turns out to be a bad bet.

Competition also affects the volume and quality of lending. As the number of banks grows, total lending increases significantly, but so does risk. Higher lending volumes are accompanied by a greater probability of default, indicating that banks are extending credit more broadly and to riskier borrowers. In addition, repeated borrowing from the same bank can result in higher interest charges, as the lender gains deeper insight into the borrower’s true risk profile and adjusts pricing accordingly.

Taken together, these findings point to a surprising conclusion: more competition is not always better for borrowers. In more concentrated banking markets, lenders may feel less exposed to hidden information and therefore offer more favourable rates. This has important implications for regulators, who often promote competition by discouraging mergers or forcing banks to divest branches. It also offers practical insight for small businesses, which may benefit from considering bank concentration when deciding where to operate or seek financing.

More information: Cesare Fracassi et al, Adverse Selection in Corporate Loan Markets, Journal of Finance. DOI: 10.1111/jofi.70011

Journal information: Journal of Finance Provided by University of Texas at Austin

Strengthening Consumer Autonomy in Immersive Environments

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Immersive services such as healthcare, eldercare, education, and travel place consumers inside tightly organised environments that shape how they live, think, and act. Unlike short or transactional services, these settings often become part of everyday life. A new study published in the Journal of Marketing, produced by the American Marketing Association, explores how such services can both restrict and support consumer autonomy, understood as the ability to make independent and meaningful choices.

The study is authored by Laurel Anderson, Catharina Von Koshull, Martin Mende, and Johanna Gummerus. Their research examines how the structure of immersive services influences consumer wellbeing over time. While these services are often designed to provide care, safety, or guidance, they can also reduce personal freedom in subtle but important ways.

The authors identify four features of immersive services that may limit autonomy. Encapsulation occurs when consumers become deeply absorbed in the service and disconnected from other parts of their lives. Positionality refers to power differences, where professionals or organisations have authority over consumers. Protocolisation describes the impact of strict rules and routines that guide behaviour. Multivocality captures the confusion that can arise when consumers receive mixed messages from different actors within the service. Together, these features can make it harder for individuals to act freely or feel in control.

However, the study emphasises that consumers are not simply passive recipients of services. Many actively find ways to protect or rebuild their autonomy. The researchers identify five common strategies. Consumers may regain control over their time or personal space, speak up to question rules, or take on tasks that give them a sense of purpose. Others push back against rigid procedures to improve their experience, or use humour, play, and imagination to make situations feel more meaningful and human.

These everyday actions may seem small, but they play an important role in supporting wellbeing. By adjusting how they engage with immersive services, consumers can preserve a sense of dignity, identity, and independence. The study shows that autonomy does not disappear in highly structured settings; instead, it often takes new and creative forms shaped by context and personal effort.

For managers and service providers, the findings offer clear lessons. Technology can be used to give consumers more choice and flexibility, rather than simply enforcing rules. Equally important is building empathetic relationships that recognise consumers as individuals, not just service users. When immersive services are designed to support autonomy as well as structure, they can improve wellbeing and strengthen trust. In this way, supporting consumer autonomy benefits not only consumers themselves but also the long-term success of service organisations.

More information: Laurel Anderson et al, Immersive Service: Characteristics, Challenges, and Pathways to Consumer Agency, Journal of Marketing. DOI: 10.1177/00222429251319312

Journal information: Journal of Marketing Provided by American Marketing Association

What are the financial and behavioural effects of universal, free prescription drug programmes on older adults?

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In 2016, Poland introduced a nationwide programme that eliminated all out-of-pocket payments for prescription medicines prescribed by healthcare professionals to individuals aged 75 and older. This reform represented a major expansion of public pharmaceutical coverage. It was intended to improve both access to essential medicines and financial security among older adults, a group that typically faces high healthcare needs and limited income growth. A new study published in Health Economics finds that the policy led to a 23% reduction in average out-of-pocket spending on medications and a 62% decline in catastrophic drug expenses, demonstrating that the programme offered substantial protection against large and unexpected health-related financial shocks.

Despite these overall gains, the financial benefits were unevenly distributed across the older population. The evidence suggests that higher-income households and those living in urban areas experienced larger reductions in medication costs. This pattern raises concerns that the policy may have unintentionally widened existing financial disparities among older adults. Structural factors such as better access to healthcare providers, greater awareness of eligibility, and fewer logistical barriers in urban settings have allowed certain groups to benefit more fully from the reform. At the same time, more disadvantaged individuals captured fewer of its advantages.

Beyond financial outcomes, the study also documents notable behavioural responses to the reduction in prescription drug costs. With lower immediate expenses and greater insurance against future health shocks, some older adults adjusted their spending behaviour in other areas of consumption. In particular, the researchers observed increased expenditure on goods such as unhealthy food, alcohol, and cigarettes. These changes suggest that improved financial security in one domain can spill over into lifestyle choices that may not necessarily support better long-term health outcomes.

Such behavioural shifts highlight the complexity of public health and social insurance policies. While reducing financial stress and improving access to medicines are important achievements, changes in perceived risk and security can alter decision-making in ways that policymakers may not anticipate. Increased spending on unhealthy goods could partially offset the health benefits expected from improved medication adherence, especially if these behaviours contribute to the development or worsening of chronic conditions.

“The programme clearly eased financial pressure for many older adults, which is encouraging,” said the study’s corresponding author. “However, when people feel more protected from health-related costs, they may adjust other aspects of their consumption in ways that can partially dilute the overall benefits of the policy.” Taken together, the findings suggest that while universal, free prescription drug programmes can deliver meaningful financial protection, their broader distributional and behavioural effects deserve careful consideration when designing policies aimed at improving both economic wellbeing and population health among older adults.

More information: Gosia Majewska et al, The Financial and Behavioral Effects of Free Prescription Drugs: Evidence From a Policy Discontinuity in Poland, Health Economics. DOI: 10.1002/hec.70083

Journal information: Health Economics Provided by Wiley

Why shared purpose outperforms specialisation, according to new research

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A recent study in the Strategic Management Journal questions entrenched ideas about managerial specialisation by exploring circumstances in which organisations perform better when leaders jointly pursue multiple goals rather than splitting responsibilities between them. Responding to the rising complexity of contemporary organisations—where financial, social, environmental, and technological priorities increasingly intersect—the authors propose what they describe as a “common purpose advantage”.

Using a computational model of firms with multiple managers, the research contrasts two organisational logics. The first, termed “objective myopia”, assigns each manager responsibility for a single objective. The second, labelled “common purpose”, holds all managers jointly responsible for the full portfolio of organisational goals. Although traditional thinking tends to favour specialisation, the analysis shows that a shared-purpose model can deliver superior performance, but only under particular conditions.

The findings indicate that a common purpose advantage arises when managers actively exchange practices, start from sufficiently diverse strategic positions, and operate in environments that are stable or only moderately turbulent. The benefit fades, however, when strategic diversity is limited, when environmental volatility is high, or when organisations attempt to pursue too many objectives at once. Notably, the model suggests that performance gains collapse once firms try to manage more than five objectives, as cognitive overload and coordination costs begin to outweigh any advantages.

By specifying when collective leadership around multiple objectives improves outcomes—and when it does not—the study provides timely guidance for executives and boards navigating organisational design amid intensifying stakeholder demands. The results emphasise that purpose-led leadership is not a universal solution, but one whose effectiveness depends on strategic diversity, environmental conditions, and the overall breadth of organisational ambitions.

More information: Rodolphe Durand et al, Common purpose advantage: Reviving a managerial theory of the firm?, Strategic Management Journal. DOI: 10.1002/smj.70008

Journal information: Strategic Management Journal Provided by Strategic Management Society

Hidden in Plain Sight: How ‘Cheap Stock’ Masks IPO Pay Inequality, Study Finds

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Even before the opening bell rings on a company’s initial public offering, some senior executives may already be sitting on a substantial and largely invisible financial gain. Long before public investors have the chance to buy a single share, value can be quietly transferred to insiders through the way equity compensation is structured in the run-up to an IPO. This hidden windfall rarely attracts attention outside regulatory filings, yet it can materially shape incentives and outcomes once a company enters the public market.

An IPO can function as a source of “cheap money” because of how stock options are valued while a firm is still private. In principle, private companies are expected to grant options “at the money”, with exercise prices that reflect the fair value of the underlying shares at the time of the grant. In practice, the absence of a public market price means valuations rely on financial models and managerial judgement. That discretion gives firms considerable room to set option prices that later look extremely conservative.

When a company eventually goes public, the IPO establishes a market price that is often dramatically higher than earlier private valuations. Options that once appeared reasonably priced can instantly become deeply “in the money”, allowing executives and employees to buy shares at prices far below what new investors are paying. The resulting gap acts as a form of cheap money: a financial windfall created not by improved performance or innovation, but by the shift from opaque private valuation to transparent public markets.

This dynamic has long been a concern for regulators. The US Securities and Exchange Commission frequently highlights cheap stock grants when reviewing registration statements filed by companies seeking to list. The worry is not merely about fairness, but about whether compensation costs are being understated in financial disclosures, giving investors an incomplete or misleading picture of a firm’s true economics.

New research from the University of Notre Dame provides one of the most comprehensive examinations to date of how prevalent cheap stock is, what drives it and what it signals. The study finds that, on average, IPO prices are more than five times higher than the exercise prices of options granted in the fiscal year before listing. The authors show that cheap stock is not simply a by-product of growth, illiquidity or IPO uncertainty. Instead, it is strongly linked to specific incentives, including venture capital involvement and the design of executive pay.

Analysing prospectuses from 963 US firms that went public between 2007 and 2022, the researchers find that firms granting more options, conducting larger offerings and backed by venture capital tend to exhibit larger gaps between IPO prices and recent exercise prices. Crucially, cheap stock is also associated with weaker outcomes after listing. Companies that hand out heavily discounted options are more likely to overpay their chief executives, deliver disappointing IPO performance and spend less on growth, contributing to poor long-term share returns. The evidence suggests that executives who receive a sizeable IPO windfall may become less willing to take risks that serve shareholders’ interests.

Somewhat counter-intuitively, firms subject to greater monitoring by top-tier venture capitalists and prestigious underwriters often display more cheap stock just before going public. This points to a strategic motive: ensuring a smooth and successful IPO, even if it embeds distortions that linger afterwards. For regulators, investors and boards, the message is clear. Cheap stock can quietly reshape incentives, obscure actual compensation costs and offer an early warning signal about how a newly public company is likely to behave once the spotlight turns on.

More information: Brad Badertscher et al, Cheap Stock Options: Antecedents and Outcomes, Management Science. DOI: 10.2139/ssrn.4064057

Journal information: Management Science Provided by University of Notre Dame

How Mindfulness Enhances the Use of GenAI in Project Management Transformation

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New research surveying more than 440 project managers across the globe has drawn attention to a crucial link between mindfulness and the successful adoption of generative artificial intelligence in the workplace. The study suggests that as GenAI becomes increasingly embedded in professional environments, particularly within project-based work, technical capability alone is no longer sufficient. Instead, the mindset with which individuals approach these tools plays a decisive role in determining whether GenAI delivers genuine value or adds noise to already complex workflows.

According to the lead author, Dr Eden Li from the School of Business and Law at Edith Cowan University, effective use of GenAI demands a combination of technological understanding and mindful awareness. While many organisations focus heavily on training employees to use new systems and platforms, the research argues that this emphasis overlooks an equally important factor: the ability of project managers to remain attentive, reflective, and adaptive when engaging with rapidly evolving technologies. Mindfulness, in this context, enables professionals to recognise better opportunities, limitations, and ethical considerations associated with GenAI use.

Generative artificial intelligence relies on sophisticated algorithms capable of producing original content, and it is already reshaping how information is gathered, knowledge is created, and businesses operate. Global investment in GenAI is projected to reach $151.1 billion by 2027, reflecting its growing strategic importance. At the same time, annual global investment in projects is estimated at around $48 trillion, with predictions indicating that by 2030, as much as 80 per cent of project management tasks could be supported or handled by AI-driven technologies. These figures highlight both the scale of change underway and the urgency of understanding how people interact with these tools in practice.

Dr Li notes that while GenAI offers enormous potential to reshape the project management profession, it also carries the risk of disruption if adopted uncritically. The research, which used a two-wave, time-lagged survey design, demonstrates that mindfulness plays a key role in helping project managers navigate this balance. Rather than passively accepting technology-driven change, mindful project managers are better equipped to engage with GenAI in ways that support innovation, experimentation, and thoughtful adaptation of work practices.

The study was conducted through a collaboration between the School of Business and Law at Edith Cowan University and Curtin University, bringing together expertise in project management, organisational behaviour, and emerging technologies. Findings show that project managers with higher levels of mindfulness tend to be more open and attentive in shaping their immediate work environments. This openness encourages them to explore how GenAI can streamline workflows, support decision-making, and enhance productivity. As a result, both the frequency and effectiveness of GenAI use improve, not because the technology is more advanced, but because it is applied more deliberately.

The researchers emphasise that the real driver of impact lies not in the technology itself, but in how people think, adapt, and redesign their work around it. Mindfulness emerges as a subtle yet powerful performance advantage in the GenAI era, particularly when paired with job crafting — the proactive reshaping of tasks, roles, and workflows. This combination helps translate abstract technological potential into practical, day-to-day benefits. The effect is especially pronounced in complex projects, where uncertainty and interdependence are high, and where a curious, flexible mindset enables project managers to experiment with and integrate GenAI more effectively.

More information: Keyao Li et al, Leveraging generative AI for project management: The role of mindfulness and job crafting, International Journal of Project Management. DOI: 10.1016/j.ijproman.2026.102816

Journal information: International Journal of Project Management Provided by Edith Cowan University

How Influencers Can Shift Public Habits Towards Tap Water

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Against the backdrop of climate change and mounting pressure on global water resources, supplying safe water to large metropolitan areas is becoming an ever more complex challenge for public authorities. As droughts intensify and demand rises, governments are being forced to seek urgent, sustainable solutions. One of the most practical and viable options is the integration of recycled tap water into urban supply systems. Despite being safe and environmentally responsible, however, this approach faces a significant barrier: deep-rooted psychological resistance among consumers.

An international study led by the Universitat Oberta de Catalunya (UOC) suggests that influencer marketing could play a crucial role in overcoming this resistance. The research, headed by Professor Inma Rodríguez-Ardura of the UOC’s Digital Business Research Group, found that influencers on platforms such as Instagram are particularly effective at reshaping perceptions of recycled tap water. Rather than relying on technical explanations or rational arguments, influencers tend to use sensory and emotional content that helps audiences form positive mental images, making sustainable consumption more appealing and less abstract.

Recycled tap water is not consumed directly from treatment plants but is reintroduced into supply systems, where it is blended with water from other sources and treated to meet strict safety standards for human consumption. Although this process ensures safety, many people react instinctively to the idea of drinking treated wastewater with feelings of discomfort, fear or even revulsion. These visceral reactions are often reinforced by a broader tendency to undervalue tap water, which is frequently taken for granted until shortages or crises occur.

The researchers argue that conventional communication strategies are poorly suited to addressing such emotional barriers. Campaigns based on scientific data, efficiency metrics, or long-term collective benefits rarely succeed in shifting entrenched habits. While sustainable water use clearly benefits society, simply presenting this fact does not generate sufficient engagement. Influencer marketing, by contrast, can translate abstract ideas like sustainability into concrete, emotionally resonant experiences that feel personal and relatable.

Central to the study is the concept of mental imagery. Social media content can prompt people to imagine sensations, experiences, or emotions associated with a product, even if they have not experienced it directly. The research distinguishes between elaborated imagery, which requires conscious cognitive effort, and spontaneous imagery, which arises automatically in response to visual or emotional cues. A simple image or video of an influencer drinking water in a sunny, active setting can effortlessly evoke impressions of freshness, health and enjoyment, without the viewer consciously analysing the message.

The findings show that while informative content contributes to shaping perceptions, hedonic and sensory elements are far more influential in reducing resistance. Mental imagery also encourages a state known as “transportation”, where viewers become immersed in the influencer’s narrative and momentarily suspend critical judgment. This emotional immersion fosters stronger connections and makes audiences more open to re-evaluating their attitudes towards recycled tap water.

The study offers clear guidance for future public campaigns. Rather than focusing solely on information, institutions should prioritise sensory appeal and emotional storytelling. By helping people visualise and feel the benefits of recycled tap water, authorities can make sustainable choices seem desirable, familiar and reassuring. The researchers note that this approach may also apply to other public challenges, such as recycling, vaccination campaigns, or climate action, where resistance is rooted not in facts, but in feelings.

More information: Inma Rodríguez-Ardura et al, How influencer marketing campaigns use mental imagery to engage consumers: an Instagram study of recycled tap water journeys in Phoenix and Barcelona, British Food Journal. DOI: 10.1108/BFJ-07-2025-0882

Journal information: British Food Journal Provided by Universitat Oberta de Catalunya (UOC)

Star gossip creates a sense of social connection

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Long ago, when communities were centred around small villages, a person’s safety and sense of belonging were closely linked to their relationships with local leaders and elders. Those who were nearer to figures of authority were more likely to receive protection if conflict arose, making social closeness not only emotionally important but essential for survival.

In today’s society, celebrity magazines such as People and Us Weekly appear to meet a similar emotional need, according to research by Rajagopal Raghunathan, a marketing professor at Texas McCombs. By following the private lives of famous individuals, readers develop a feeling of familiarity and connection that can help ease loneliness and feelings of social exclusion.

Raghunathan says the idea emerged while travelling, when he noticed many people deeply engaged with gossip magazines and began questioning what motivated their interest. The enormous reach of publications like People, which attracts tens of millions of readers each month, suggests that this habit fulfilled more than simple curiosity or entertainment.

To explore this, Raghunathan worked with Jayant Nasa of the Indian Institute of Management Udaipur and Tanuka Ghoshal of Baruch College to conduct four experiments involving about 1,600 participants in the United States and India. The studies examined how experiences of social exclusion influenced people’s attraction to celebrity gossip compared with non-gossip content.

In one experiment, some participants were asked to recall a time when they felt rejected or left out, while others were not. Afterwards, everyone rated their interest in reading different types of articles. Those reminded of exclusion showed significantly greater interest in gossip stories, while interest in non-gossip material remained roughly the same across both groups.

Additional experiments revealed that this preference was driven by a sense of emotional closeness to celebrities. When researchers compared social exclusion with other negative feelings, such as feeling unintelligent or lacking control, they found that loneliness had the most substantial effect in pushing people towards gossip content.

Raghunathan explains that this reaction reflects deeply rooted human instincts, where closeness to high-status individuals once increased chances of survival. Even today, learning personal details about influential or famous figures can create a subconscious feeling of connection and security, showing that celebrity gossip serves as a modern tool for fulfilling the timeless human need for belonging.

More information: Jayant Nasa et al, A comforting cup of celeb tea: Understanding how social exclusion influences the appeal of celebrity gossip, European Journal of Marketing. DOI: 10.1108/EJM-02-2024-0146

Journal information: European Journal of Marketing Provided by University of Texas at Austin

Major study reveals startup growth may widen gender disparities

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When startups expand at speed, founders often make rushed recruitment decisions that can unintentionally disadvantage women, according to new research from a leading Swedish business school. The study shows that the intense pressure created by rapid growth increases the likelihood that leaders rely on instinct rather than structured evaluation, opening the door to biased choices even when there is no conscious intent to discriminate.

Drawing on large-scale national data from Sweden, the researchers define scaling as periods when firms hire far more employees than their usual growth pattern would predict. These moments of accelerated expansion force founders to decide quickly, encouraging the use of mental shortcuts. In such conditions, gender stereotypes can become activated, shaping who is hired and who is viewed as suitable for leadership roles.

“During periods of rapid expansion, even well-intentioned leaders may fall back on familiar assumptions about who they believe fits a role,” says Mohamed Genedy, a co-author of the study and Postdoctoral Fellow at the House of Innovation. His comments underline how bias often emerges not from hostility, but from cognitive strain and time pressure.

The research analysed more than 31,000 new ventures founded in Sweden between 2004 and 2018. In male-led startups, rapid scaling reduced the likelihood of hiring a woman by around 18 per cent. In comparison, the chance of appointing a woman to a managerial position fell by roughly 22 per cent. These effects appeared despite Sweden’s strong reputation for gender equality, making the findings particularly striking.

Crucially, the study also highlights ways to counteract these gaps. Founders with education in human resources were significantly less likely to show biased outcomes during growth phases. In ventures led by founders with HR training, the odds of hiring women increased by more than 30 per cent, and the likelihood of promoting women into management rose by 14 per cent. Prior experience in companies with established HR systems helped with hiring, too, though it had little effect on leadership appointments.

The patterns were not limited to male founders or male-dominated sectors. Female-led startups displayed similar tendencies when scaling, though to a slightly lesser degree, and even in industries where women made up most employees, rapid growth still reduced the chances of women moving into managerial roles. Together, the findings suggest that cognitive bias under pressure affects everyone, reinforcing the importance of structured hiring practices as startups grow.

More information: Mohamed Genedy et al, Scaling With Bias? The Role of Founders’ HR Knowledge and Experience in Hiring and Managerial Appointments, Human Resource Management. DOI: 10.1002/hrm.70056

Journal information: Human Resource Management Provided by Stockholm School of Economics

USF study reveals how businesses ‘build’ skills or ‘buy’ expertise depending on capacity

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Companies with a firm financial footing are more likely to grow their own workforce by developing employees internally. At the same time, younger organisations dealing with fluctuating workloads often turn to external hiring to bridge skills gaps, according to a new study from USF.

This “build or buy” approach to talent management forms the core of recently published research in Human Resource Development International, co-authored by Amit Chauradia, an assistant professor of instruction in the School of Management at the University of South Florida’s Muma College of Business.

Working alongside scholars from the University of Cincinnati and the Institute of Management Technology Hyderabad, the research team examined the conditions under which organisations invest in training and mentoring their own employees versus recruiting experienced professionals from the labour market. The former approach is described as a “build” strategy, while the latter involves “buying” talent to meet immediate organisational needs.

Chauradia explained that the findings challenge common assumptions about workforce development. Rather than being driven primarily by company culture or managerial preference, talent decisions are shaped by an organisation’s internal resources and the degree of uncertainty it faces. Firms with greater capacity are better positioned to invest in long-term development, while those operating in volatile environments tend to prioritise quick access to expertise.

The researchers analysed data from 174 large US law firms collected over eight years. Their results showed that organisations with higher revenues and a deeper pool of senior professionals were more inclined to nurture junior staff through structured training and mentorship. In contrast, firms experiencing sudden surges in demand or unpredictable workloads frequently opted to recruit seasoned employees from outside in order to respond swiftly to client needs.

Beyond explaining why companies choose different talent strategies, the study offers practical guidance for human resources leaders. It suggests that workforce planning should balance long-term growth objectives with short-term operational realities, recognising that hiring and development choices have lasting effects on organisational performance.

Chauradia noted that these decisions function as strategic tools rather than routine administrative actions. How a company chooses to source and develop talent influences not only its present capabilities but also its future competitiveness in the marketplace. The research further highlights the importance of mentoring capacity, showing that organisations with sufficient senior leadership available to coach younger employees are far better equipped to sustain an internal development model over time.

More information: Amit Chauradia et al, Talent hiring strategies: when do firms build versus buy their human capital, Human Resource Development International. DOI: 10.1080/13678868.2026.2622070

Journal information: Human Resource Development International Provided by University of South Florida

Owning Your Review Page Might Reshape Customer Feedback More Than Expected, According to Researchers

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Claiming a business profile on an online review platform such as Yelp may trigger an unexpected drop in customer ratings alongside a surge in detailed negative feedback, according to new research from Florida International University. The study suggests that while many owners assume taking control of their page will enhance reputation and engagement, the reality can be far more complicated, particularly in the months following the claim.

Led by Jong Youl Lee, the research found that once businesses officially claimed their pages, average ratings fell by more than ten per cent. This decline was primarily driven by a noticeable increase in one-star reviews combined with a reduction in five-star ratings. Even more striking was the durability of the effect, with lower ratings persisting for over a year after the page was claimed.

The researchers also observed that negative reviews became significantly longer and more direct. Customers were more likely to address owners or managers personally, often describing service failures in detail and using stronger critical language. At the same time, expressions of positive sentiment declined, suggesting that dissatisfied customers were becoming more vocal while happier ones were not increasing their praise at the same rate.

According to the study, the underlying mechanism is rooted in how consumers interpret the “claimed” status. When a business visibly controls its page, customers perceive that the owner is paying attention and may be open to responding. This perception appears to motivate unhappy customers who might otherwise remain silent to speak up, demand accountability, or seek some form of remedy through public feedback.

Many popular platforms beyond Yelp — including TripAdvisor and Yellow Pages — encourage owners to claim their listings by offering features such as photo management, analytics, and the ability to reply to reviews. While these tools can be valuable, the research suggests they also change customer behaviour in ways that may amplify criticism, especially for small businesses without the time or staff to manage online interactions actively.

Drawing on a large dataset of newly opened restaurants across major metropolitan areas, the team compared ratings before and after pages were claimed, while also analysing the language used in reviews and testing how consumers interpret claimed badges. The broader lesson, the researchers argue, is that claiming a page should be treated as a strategic decision rather than a harmless formality. For business owners, the key is readiness: taking control can unlock powerful customer engagement tools, but only for those prepared to monitor feedback closely and respond thoughtfully once the spotlight becomes brighter.

More information: Jong Youl Lee et al, To Claim or Not To Claim? Hidden Costs of Business Page Claiming, Information Systems Research. DOI: 10.1287/isre.2024.1305

Journal information: Information Systems Research Provided by Florida International University