Although there are different theories about the adoption and implementation of technological innovation by companies, they have an organization/individual-centered approach. The aim of this study is to propose the Technology–Organization–External–Sustainability (TOES) framework, a technology adoption theory, an extension of the Technology-Organization-(business) Environment (TOE) framework, to assist companies in adopting and implementing technology through a holistic approach. Design Science Research was used to structure the TOES framework and the Delphi method for its evaluation and improvement. To examine the potential of the TOES framework, 40 maturity and readiness models found in the literature were examined, which were created to assist in Industry 4.0 implementation projects, according to their common element of analysis—their dimensions. An important finding was that the TOES framework allowed us to identify that most of these models focused predominantly on technology; therefore, they do not always allow for a general analysis of the company, nor do they consider the external competitive scenario or sustainability as relevant contexts for analysis. The theoretical and practical contribution lies in the presentation of the TOES framework that incorporates sustainability as a relevant context for analysis, expanding the theory of the adoption of technological innovation. Another theoretical contribution is to alert researchers that maturity and readiness models for Industry 4.0 implementation projects should take a more holistic approach. It is suggested to use the TOES framework in other areas of knowledge, such as medicine, engineering, technology, and science, among others, to test its potential.

Purpose: The purpose of this study is to determine the influence of project critical success factors (CSFs) on change management in the context of business process management (BPM). Despite widespread interest in BPM, the existing literature is insufficient in addressing the antecedents that contribute to change management in business process projects.Design/methodology/approach: Key factors of change management success in BPM projects were initially identified in a systematic literature review (SLR) and were used as antecedents of change management through a structural equation modeling (SEM) with 464 business project stakeholders. Next, a neural network analysis allowed the key factors to be ranked non-linearly. Finally, a latent class analysis (LCA) was performed to determine the sample's heterogeneous groups based on their project management characteristics.Findings: Project management, top management support and technological competencies were the main CSFs identified as having positive effects on change management. The most important factor is project management, followed by top management support, which plays a crucial mediating role in enabling change management. Although relevant, technological competencies were secondary in the study. Regarding project management CSF, four heterogeneous classes of individuals were determined.Research limitations/implications: Although this study provides an opportunity to observe CSFs, it does not address the need to analyze the phenomenon in different classifications of projects, regarding maturity, complexity, project management approach and other aspects that differentiate projects in a meaningful way.Practical implications: The study allows practitioners to understand the critical factors underlying change management and take necessary actions to manage it, recognizing that individuals have heterogeneous profiles regarding project management.Originality/value: This study pioneeringly discusses the CSFs of change management BPM projects to enable successful change management, ranking the main factors and mapping heterogeneous profiles.

The perception of crowding, understood as an individual's response to crowds, can be observed in retail environments and influences positive and negative emotions. In this research we test the mediating effect of coping – rational strategies adopted to deal with negative emotions – in the relationship between negative emotions (resulting from crowding perception) and consumer behavior (measured by impulse purchase and satisfaction). The findings related to coping explain to what extent there is a positive response to human density in the retail environment. For this, a theoretical model was developed which includes the relationships among perception of crowding, positive and negative emotions, and consumer behavior. The model enhances the understanding of the crowding phenomenon by including relationships mediated by an oppositional strategy (coping dimension) between negative emotions and consumer behaviors. To test the theoretical model, a survey was conducted with 456 respondents and hypothesis tests using structural equation modeling. It was evidenced that crowding perception has more robust effects on negative emotions than positive emotions. It is emphasized that with the inclusion of opposition mediation, the weak direct relationship between negative emotions and behaviors, becomes a positive relationship between negative emotion and impulse purchase, and negative emotion and satisfaction. In addition to the theoretical contributions of the tested model, future research and managerial implications are proposed at the end of the article

This study examines the effect of ethnocentrism and xenocentric consumer dispositions, and global culture on the purchase intention of national and global brands, in a developing country, conditioned on the individual’s social capital and identity. Through structural equation modeling, and a field experiment, we provide evidence that global preference bias, the cognitive duality of consumers in developing countries in choosing local or global brands, may be due to xenocentrism and global culture, and its interaction with consumer’s network and self-extension. It advances the understanding of global preference bias by bringing the perspective of micro and macro levels of group influence.

In recent decades, project management has become more permeable to influences from other areas of knowledge, such as marketing. This influence led to project-based companies becoming market-oriented in their projects to achieve more success. However, the convergence of project management and marketing is still controversial. In this context, this study aims to assess the relationship between the vision of marketing, through conscious and unconscious processes, and its influence on the success of projects. Conscious processes deal with controlled and deliberate cognitive evaluations of anything, while unconscious processes are those that occur without one’s control and awareness. These mechanisms occur in parallel and influence our beliefs and behavior. Forty-five professionals working on projects participated in the survey. We collected the data through a structured questionnaire, to the conscious process, and a computerized task for the unconscious data using an instrument called Project Marketing Implicit Association Test. Thus, the study presented analyzes on how project managers conceive their conscious and unconscious perception of how marketing and project management can reconcile into a theoretical and practical convergent concept. The results provide evidence of a positive and significant influence of conscious and unconscious processes on project success. It was also revealed that these processes act independently, enhancing the project’s success.