“Take it or leave it?”: Evidence on cultural differences affecting return behaviour for Gen Z

Both culture and age have a direct impact on consumers' shopping behaviour. Similarly, this paper explores consumers’ return behaviour in two different cultural contexts, China and Italy, characterized by low/high individualism vs. high/low collectivism. To this end, the research employs a qualitative approach based on semi-structured interviews collected in May and June 2020 for a sample of Generation Z consumers in China and Italy. Results show differences and similarities affecting consumers' willingness to return in the different stages of effective purchase behaviour. For instance, in the pre-purchase stage, Chinese consumers often show a limited interest in return policies since they usually prefer not to return and repurchase otherwhere the product to maximize their cost-benefit trade-off. In contrast, when retailers adopt return policies, Italian consumers are more interested in feeling protected against the risk of wrong purchases. Instead, both samples are very attentive in return and refund efficiency in the post-purchase stage, which are perceived as two discriminating factors in terms of repurchase from the same retailers.This study offers theoretical and managerial insights towards consumers' return behaviour, offering new directions for future studies.     

Decision augmentation and automation with artificial intelligence: Threat or opportunity for managers?

Artificial intelligence (AI) has emerged as a promising and increasingly available technology for managerial decision-making. With the adoption of AI-enabled software, organizations can leverage various benefits of the technology, but they also have to consider the intended and unintended consequences of using the technology for managerial roles. It is still unclear whether managers will benefit from enhancing their abilities with AI-enabled software or become powerless puppets that do more than announce AI-enabled software results. Our research has revealed distinct ways in which organizations can use AI-enabled decision-making solutions: as tools or novelties, for decision augmentation or automation, and as either a voluntary or a mandatory option. In this article, we discuss the implications of each of these combinations on the relevant managers. We consider outcomes related to managerial job design and derive practical advice for organizational designers and managers who work with AI. Our outcomes provide guidance on how to deal with the conflict-riddled relationship between managers and technology with regard to capabilities, responsibilities, and acceptance of AI-enabled software.     

食品添加剂:“天使”or“魔鬼”?

<正>近期媒体报道的多起食品安全事件,引发了很多人对于食品添加剂的争议。食品添加剂是用来干什么的?它到底有没有错?它是食品工业的天使,还是传说中的魔鬼?我们来听听专家是怎么说的。