Purpose: This research has three main objectives. First, it examines influence of gamification on the behavioral intention to use an e-commerce platform. Second, it analyzes the role of the flow state given its importance in terms of behavior in online environments. Finally, the study aims to detect and analyze differences between Millennials and Generation X. Design/methodology/approach: The theoretical basis for this study stems from technology acceptance model. The extended model incorporates gamification and the optimal state of intrinsic motivation, flow state, as additional constructs. An online consumer panel was used to collect data from 253 Spanish Amazon users. A structural equation modeling, partial least squares, is proposed and multi-group moderation was studied. Findings: Gamification in Millennials has positive and significant indirect effects on behavioral intention through the flow state. In the case of the Generation X, it has been detected that flow interferes in its perception of ease of use. The behavioral intention of using the Web page is directly correlated with the purchase intention. Companies should offer a fun interface to Millennials and an environment easier to use to the Generation X, for gamification to be successful. Originality/value: This study expands the research scope in gamification by focusing on e-commerce sector, a field where scientific research is still scarcely developed. It emphasizes the importance of flow as mediator. Age differences confirm the need for segmentation when applying gamification and marketing strategies in e-commerce.

The dynamic development of the global economy has led to the creation of agile and innovative organizations that need to adapt rapidly to new challenges. For that reason, organizations need to make decisions that help them face uncertain situations and be successful. Research has demonstrated that employee participative decision making (PDM) promotes more innovative, flexible, and sustainable organizations. The present paper examines organizational, cultural, and sustainable factors to discover how these variables affect PDM in the European context. For this purpose, this study focuses on two main objectives: (1) analyzing the impact of a country’s cultural and institutional values (macro level), beyond individual and organizational characteristics (micro and meso levels), on the adoption of PDM in the European context and (2) differentiating among the types of decisions for which employee participation is considered (operational or organizational). To attain these goals, three hierarchical fitted regression models were fitted using data based on the Sixth European Working Conditions Survey (EWCS) and complemented with information from Hofstede’s dimensions, whose scores are obtained from 2010 Hofstede database, and institutional values from the 2015 World Competitive Yearbook (WCY). Results demonstrate that some cultural values are significant for PDM and that sustainability is related to employee participation at the general and operational levels. This allows the conclusion that organizations located in countries with greater sustainability awareness are also those that promote employee participation the most.

The goal of this study is analyze the influence of perceived supervisor support (PSS) by employees at a micro level and the role of the cultural values of “power distance” and “masculinity” at a macro level on direct employee participation in decision-making (PDM). Furthermore, the influence of the gender of managers and employees is taken into account. The analysis is based upon the Sixth European Working Conditions Survey carried out by Eurofound in 2016. The results of a Hierarchical linear model indicate that all predictors significantly influenced PDM; PSS positively and cultural values negatively. When the gender of managers and employees is considered, the findings suggest that PSS has a larger impact on PDM when male managers address female employees. Regarding the moderating effect of PSS on cultural values, it is shown that masculinity and power distance lose importance when employees have the support of their supervisors.