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Omnichannel retailing and sustainability are two important challenges for the fast fashion industry. However, the sustainable behavior of fast fashion consumers in an omnichannel environment has not received much attention from researchers. This paper aims to examine the factors that determine consumers’ willingness to participate in fast fashion brands’ used clothes recycling plans in an omnichannel retail environment. In particular, we examine the impact of individual consumer characteristics (environmental attitudes, consumer satisfaction), organizational arrangements constitutive for omnichannel retailing (channel integration), and their interplay (brand identification, impulsive consumption). A conceptual model was developed based on findings from previous research and tested on data that were collected online from Chinese fast fashion consumers. Findings suggest that consumers’ intentions for clothes recycling are mainly determined by individual factors, such as environmental attitudes and consumer satisfaction. Organizational arrangements (perceived channel integration) showed smaller effects. This study contributes to the literature on omnichannel (clothing) retail, as well as on sustainability in the clothing industry, by elucidating individual and organizational determinants of consumers’ recycling intentions for used clothes in an omnichannel environment. It helps retailers to organize used clothes recycling plans in an omnichannel environment and to motivate consumers to participate in them.
Purpose
This field study aims to investigate the interactive relationships of millennial employee’s gender, supervisor’s gender and country culture on the conflict-management strategies (CMS) in ten countries (USA, China, Turkey, Germany, Bangladesh, Portugal, Pakistan, Italy, Thailand and Hong Kong).
Design/methodology/approach
This exploratory study extends past research by examining the interactive effects of gender × supervisor’s gender × country on the CMS within a single generation of workers, millennials. The Rahim Organizational Conflict Inventory–II, Form A was used to assess the use of the five CMS (integrating, obliging, dominating, avoiding and compromising). Data analysis found CMS used in the workplace are associated with the interaction of worker and supervisor genders and the national context of their work.
Findings
Data analysis (N = 2,801) was performed using the multivariate analysis of covariance with work experience as a covariate. The analysis provided support for the three-way interaction. This interaction suggests how one uses the CMS depends on self-gender, supervisor’s gender and the country where the parties live. Also, the covariate – work experience – was significantly associated with CMS.
Research limitations/implications
One of the limitations of this study is that the authors collected data from a collegiate sample of employed management students in ten countries. There are significant implications for leading global teams and training programs for mid-level millennials.
Practical implications
There are various conflict situations where one conflict strategy may be more appropriate than others. Organizations may have to change their policies for recruiting employees who are more effective in conflict management.
Social implications
Conflict management is not only important for managers but it is also important for all human beings. Individuals handle conflict every day and it would be really good if they could handle it effectively and improve their gains.
Originality/value
To the best of the authors’ knowledge, no study has tested a three-way interaction of variables on CMS. This study has a wealth of information on CMS for global managers.
Purpose – This paper explores, which employer attractiveness attributes Generation Z (Gen Z) talents prioritize. Comparing the findings for female and male participants, this study examines whether gender-specific work value orientations prevail among Gen Z talents and impact their expectations toward employers.
Design/methodology/approach – A survey was conducted among 308 students of business, economics and management in Germany. Data were collected using the employer attractiveness scale of Berthon and colleagues (2005) complemented by an additional dimension focusing on work–life balance.
Findings – Findings indicate that Gen Z talents primarily expect a fun work environment, a positive team atmosphere and supportive relations with colleagues and superiors. Application aspects and work–life balance enabling services are expected the least. Expectations of four of the six attributes measured differ significantly among women and men, indicating that traditional gender assumptions continue to be reflected in the work value orientations of Gen Z talents.
Research limitations/implications – The sample was limited to business, economics and management students in Germany. Additional research should include a wider variety of respondents of different disciplines and countries.
Practical implications – Practical implications refer to emphasizing the social value of employment in the employee value proposition and customizing employer branding activities by gender.
Originality/value – This study contributes to the literature by empirically determining which employer attractiveness attributes Gen Z talents expect and whether and how these expectations vary by gender.
The fierce market competition environment makes employees feel insecure at work. While it is difficult for enterprises to provide employees with a sense of security, they have to rely on employees’ innovative behavior to seek competitive advantage. Therefore, this study focuses on how employees engage in innovative behavior when they face job insecurity.MethodsUsing a variable-centered approach, this study aims to examine the mediating effects of intrinsic and impression management motivation in the relationship between quantitative and qualitative job insecurity and innovative behavior, including proactive and reactive innovative behavior. In addition, a person-centered approach is used to investigate whether it is possible to distinguish different combinations of quantitative and qualitative job insecurity, and examine the effect of these job insecurity profiles on motivation and innovative behavior. We used 503 data sets collected via the Credamo platform in China into the data analysis.ResultsThe study found that quantitative job insecurity affects proactive and reactive innovative behavior through impression management motivation and that qualitative job insecurity affects proactive and reactive innovative behavior through intrinsic and impression management motivation. In addition, three job insecurity profiles were identified: balanced high job insecurity, balanced low job insecurity, and a profile dominated by high quantitative job insecurity, all of which have significantly different effects on motivation and innovative behavior.DiscussionThis study contributes to provide new insights into the relationship between job insecurity and innovative behavior and compensate for the limitation of the traditional variable-centered approach that cannot capture heterogeneity within the workforce.