With the increasing relevance of smartphones, more and more companies are trying to use mobile apps for their business purposes. At the same time, the digital transformation and online trade are putting increasing pressure on the stationary retail trade. Many retailers are therefore looking for ways to use mobile apps to attract new customers or retain existing ones. With the growing number of mobile apps in the app marketplaces, the sustainable loyalty of app users is becoming an increasing challenge. For retailers, the question arises as to which determinants influence consumer acceptance of mobile apps in retail. From an initial 44,800 search results at Google Scholar, 18 scientific papers are analyzed in a qualitative synthesis by means of a systematic review based on the PRISMA schema. In general, perceived value, practical benefits and user-friendliness are identified as determinants. In addition, the importance of linking the mobile app to the stationary POS and the function of mobile apps in retail more as digital shopping assistants and less as online stores is highlighted. The retailer who publishes the app itself also plays an important role in the consumer acceptance of the app.
Consequences of conflict are widely researched qualitatively, but quantitative data on the costs of conflict are lacking. This study aims to explore conflict costs by categorizing and testing them and providing preliminary quantitative data. The focus lies on internal indirect conflict costs, which are measured in terms of lost time. This research is based on self-reports of 675 survey participants, who evaluated the amount of time they spent on internal indirect conflict costs of a personal conflict. The costs are analysed in form of their explanatory power, as well as the extent to which they are affected by conflict duration and strength. All identified internal indirect conflict costs were positively correlated. The duration and intensity of the conflict affect the amount of time wasted, meaning that groups with shorter duration or weaker intensity differ from higher groups. The results indicate that conflict costs lead to remarkable costs for organizations. To remain competitive, managers need to balance the opportunities and difficulties of conflicts and carefully manage their costs. This study contributes to the unexplored research area of conflict costs and is one of the first research findings to scientifically analyse the topic.
There are various ways to measure conflict costs, however no study has considered the distinction of conflict types in the approaches yet. The purpose of this study is to measure internal indirect conflict costs in terms of lost time and to evaluate the association to task-, relationship-, and process conflict. An online survey with 507 respondents was conducted to gather data on individual conflict situations. The measurement of internal indirect conflict costs and different conflict types was based on former research. Multiple Regression and Kruskal-Wallis testing was used to test our hypotheses. We found support that relationship conflict influences the amount of lost time on internal indirect conflict costs. Task conflict did not indicate any significant association. Process conflict demonstrated mixed results. The overall variable did not have a significant effect, however in case of international conflict set-ups process conflict was significantly linked to conflict costs. The multiple regression has an explanatory power of approximately 25%. Future research should consider other variables to be included affecting internal indirect conflict costs. Process conflict should also be researched thoroughly again. The distinction of logistical and contribution conflict was not possible.
The Sustainable Development Goals (SDG) were introduced in 2015 by the United Nations and include 17 goals and 169 actions on how to achieve a more sustainable future. This research addresses the SDG 10, which focuses on the reduction of inequalities. By 2030 the goal is to achieve reduced income inequalities, opportunity inequalities and all other forms which might hinder equal chances. The United Nations has already introduced financial and economic measures on how to achieve equality. The aim of this review paper is to challenge the current approaches by emphasizing that too little attention is paid on the people themselves. The goal achievement will require working groups of diverse nationalities, backgrounds, tenures and values. This research presents why it is essential to include diversity research in the work and how this can influence group processes and outcomes, such as conflict, performance or group commitment.
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