The technological developments in the banking sector have significant implications for banks and are dramatically changing the way retail banks conduct their business. Banks can invest in digital banking (DB) services either to acquire a strategic advantage or because doing so has become a strategic necessity. This study is organized to examine if DB service channels have any positive or negative impact on Turkish deposit banks’ performance. With this aim in mind, in the first stage of the proposed DEA model, physical assets are used. Then, in the second stage, DB service channels are added to see if they have any impact on banks’ performance. The results show that the banks are investing in DB services just to keep the competition as it is. In other words, they invest in DB services as a strategic necessity. DB services do not provide any strategic advantage to any banks in terms of financial performance or efficiency since the banks are already efficient. Investing in DB only helped to preserve their strategic positions. The Turkish deposit banking industry is very competitive and very profitable, and it is necessary to invest in DB services just to keep the competition as it is.

This article explores the influence of top management team (TMT) characteristics on the performance of banks in Russia. Empirical research is based on both primary and secondary data of 178 banks. The study contributes to advancing research on upper echelon theory. The study’s results suggest that some top management characteristics have positive influence on the performance of banks, while others either negative or neutral. It was proven that percentage of Ph.D. holders in TMT and heterogeneity of functional expertise positively influence financial results of banks. In addition, CEO duality and gender heterogeneity have a negative effect on financial results of banks in Russia. Other TMT characteristics have no influence on banks performance (ROA, ROE and ROI).

The utilisation of theory, the conceptual framework, the theoretical framework, and the research framework is frequently required to be clearly articulated in academic studies. However, these terms are often used interchangeably without a clear understanding of their distinctions. This scenario is complicated because the terms theoretical, conceptual, and research frameworks are employed differently in different research approaches. This article aims to define these concepts and explain their usage with two research approaches: the objectivist deductive approach, which goes from theory to data, and the subjectivist inductive approach, which goes from data to theory, together with a research framework. The theoretical framework provides the foundation of established theories and principles underpinning the study, offering a broad lens through which the research phenomenon is understood. The conceptual framework, derived from the theoretical framework, refines the understanding by delineating specific constructs and their interrelationships, serving as a guide to address the research objectives. Meanwhile, the research framework translates these constructs into operationalised variables and methodologies, facilitating the systematic collection and analysis of data. Together, these frameworks ensure the study's alignment with established knowledge while enabling methodological rigour and clarity in addressing the research problem. Furthermore, the integration of research, conceptual, and theoretical frameworks not only guides the logical flow of a study and strengthens its academic foundation but also enhances its potential to generate meaningful insights across diverse domains, including business innovation and strategy, international business and marketing, technology and operations management, corporate governance and ethics, human resource and project management, and entrepreneurship.

Background: This article presents findings from research conducted before the coronavirus disease 2019 (COVID-19) pandemic on companies located in the Zurich airport region of Switzerland, regarding the needs for global business travel and its impacts. Methods: The study involved a mixed methods approach. Five hypotheses were tested using inferential statistics on data obtained from pre-tested closed questions in a web-based survey. Deeper context was explored through an interview-based case-study conducted at a Swiss pharma company. Results: Supporting alternative hypothesis 3 (Ha(3)), a significant positive relationship was found between travel frequency and business growth, F(1, 100) = 11.31, p = 0.0011. Supporting Ha(4), corporate culture had a significant positive relationship with business travel frequency (F(1, 100) = 15.50, p = 0.0002) and average trip length (F(1, 100) = 6.39, p = 0.01). And thirdly supporting Ha(5), corporate social responsibility had a significant relationship with global business travel (91%). Ho(2) and Ho(3) were accepted. The case study found that smart corporate travel policies and regulations should be instantiated to enhance our environment, which would also benefit employee wellbeing. Travel can be reduced significantly despite being demonstrated that physical co-presence is important for building trust. The case study suggests tools to support the monitoring and management of global business travel by organizations. Conclusions: COVID-19 has impacted travel for business significantly, and future research will be necessary to assess its impact. The article explores the ongoing research in this area, and several relevant implications are proposed for future leaders. The case study found willingness to pay both corporate and individual green taxes, and a deficiency in corporate communication around the environment. Business travel is needed to build trust; however, it can be reduced.

Background: This article presents findings from research conducted before the coronavirus disease 2019 (COVID-19) pandemic on companies located in the Zurich airport region of Switzerland, regarding the needs for global business travel and its impacts. Methods: The study involved a mixed methods approach. Five hypotheses were tested using inferential statistics on data obtained from pre-tested closed questions in a web-based survey. Deeper context was explored through an interview-based case-study conducted at a Swiss pharma company. Results: Supporting alternative hypothesis 3 (Ha(3)), a significant positive relationship was found between travel frequency and business growth, F(1, 100) = 11.31, p = 0.0011. Supporting Ha(4), corporate culture had a significant positive relationship with business travel frequency (F(1, 100) = 15.50, p = 0.0002) and average trip length (F(1, 100) = 6.39, p = 0.01). And thirdly supporting Ha(5), corporate social responsibility had a significant relationship with global business travel (91%). Ho(2) and Ho(3) were accepted. The case study found that smart corporate travel policies and regulations should be instantiated to enhance our environment, which would also benefit employee wellbeing. Travel can be reduced significantly despite being demonstrated that physical co-presence is important for building trust. The case study suggests tools to support the monitoring and management of global business travel by organizations. Conclusions: COVID-19 has impacted travel for business significantly, and future research will be necessary to assess its impact. The article explores the ongoing research in this area, and several relevant implications are proposed for future leaders. The case study found willingness to pay both corporate and individual green taxes, and a deficiency in corporate communication around the environment. Business travel is needed to build trust; however, it can be reduced.