Purpose The purpose of this paper is to develop a conceptual model to determine whether organizational climate (OC) mediates the effect of managerial skills (MSs) on business performance in small businesses, such as pharmacies. Design/methodology/approach The model proposed in this research was tested using separate questionnaires specifically designed for managers, employees and clients. The data set consists of responses from 301 managers, 470 clients and 328 employees from community pharmacies in Tehran, capital of Iran, which were analyzed using structural equation modeling. Findings Although the results indicated no significant direct relationship between MSs and pharmacy performance (PP), they also confirmed that having a context-appropriate set of MSs can positively affect PP via the mediating effect of OC. Originality/value This is the first study investigating how MSs improve performance in retail pharmacies. Although this research focuses specifically on small businesses in the pharmaceutical industry, it nevertheless contributes to the literature by showing the importance of OC.

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Across three experiments, we show that a change in the levels of physical activity increases creative thinking, whereas inactivity or repetitive activity lowers it. Participants walking forward were more creative the first few minutes of initiating physical activity than those sitting, or those merely watching changing scenery, and these effects dissipated when they continued the forward movement over time (within 8 minutes). Furthermore, merely anticipating a change in physical activity, for example, when participants were aware a task is coming to its conclusion, also increased creative thinking. We hypothesize that a change in physical activity cues the need to navigate new situations, and thus, can increase mental flexibility and creative thinking to deal with new circumstances. But once people habituate to their physical state, either of being at rest or being in motion, their level of creative thinking also returns to baseline levels. We confirm that mood, feelings of achievement, and energy are not responsible for the observed effects.

The present research demonstrates how the ownership and authenticity of the money can affect people's behavior to accept or provide help. Through three experiments ( N = 260), this research illustrates novel explanations of some inconsistencies in the literature on money and helping behavior. In particular, this research shows that ownership increases (decreases) one's willingness to accept help with a problem-solving task when participants are primed with fake (real) money (Studies 1 and 2). However, the willingness to help others decreases (increases) when participants are primed with fake (real) money of their own (Studies 2 and 3). Further, this research shows that money's authenticity has an impact on purchase intentions as well as a desire to donate money to a not-for-profit organization (Study 3). Finally, results demonstrate that the pain of payment mediates this effect. Our findings suggest some (but not all) types of money reminders improve prosocial behavior.