(3 papers in press)

Regular Issues

• Open Access

  The COVID-19 pandemic effects on FDI in select emerging economies ( Free Full-text Access )

  by Rama K. Malladi, Burhan F. Yavas 
  Abstract: This paper explores the relationship between stock markets and foreign direct investment (FDI) inflows in four major emerging markets: Brazil, Russia, India, and South Africa. Using quarterly data from 1997Q1 to 2020Q3, including the COVID-19 period, we analyse the influence of stock market levels and returns on FDI using various statistical models. Our findings show that stock market performance is a key determinant of FDI decisions, with changes in FDI inflows occurring gradually in response to stock market shifts. The first quarter of 2020, marked by COVID-19 and a sharp market decline, significantly disrupted FDI patterns. Additionally, macroeconomic factors such as GDP growth, exchange rates, and interest rates also impact FDI. By incorporating financial variables often omitted in existing research, this study adds to the ongoing debate on FDI determinants, particularly under global uncertainty. This is the first panel data study focusing on the stock market-FDI nexus in these four emerging economies.
  Keywords: stock returns; foreign direct investment; FDI decisions; supply chains; M&A; emerging markets; BRICS.
  DOI: 10.1504/JBM.2025.10072076
   
  

• Open Access

  The effect of in-store employee retail technology on employee well-being: based on the job demands-resources model ( Free Full-text Access )

  by Claire Whang, Chitra Dabas, Lizhu Davis 
  Abstract: This study investigated the effect of in-store employee retail technology on retail store employees well-being, using the job demands-resources model. The relationships were tested through structural equation modelling using 456 responses recruited from Amazon MTurk. Findings revealed that technology-specific job demands (cognitive load, information distrust, and public fear) were positively associated with increased burnout, while the job resources (employee training) were positively related to work engagement. In addition, job resources moderated the relationship between job demands (cognitive load) and burnout. Unlike predicted, job demands did not lead to weaker work engagement. Instead, the cognitive load led to increased work engagement, which may be due to the inherently complex nature of stressors that can be both positively challenging and hindering. The study contributes to the job demands-resources model literature by adopting technology-specific job demands. The findings suggest the importance of recognising retail store employees well-being, which can be supported by appropriate employee training.
  Keywords: job demands-resources model; JD-R model; employee-facing technology; in-store technology; retailing.
  
  

• Open Access

  To hold the reins or to join forces? The effects of distinct board governance approaches on acquisition intensity and performance ( Free Full-text Access )

  by Ying Schwarte, Michelle L. Zorn 
  Abstract: Researchers have paid little attention to examining how non-Chief Executive Officer (CEO) board chairs corporate governance approaches impact firms acquisition outcomes. Non-CEO board chairs use distinct approaches to manage their working relationships with the CEO, characterised as control and/or collaborative approaches. Drawing on cognitive learning theory, we posit that these approaches may have unique effects on firms acquisition intensity and post-acquisition performance. Using a sample of 163 distinct Standard & Poors (S&P) 500 companies that completed 759 acquisitions, we found that both control and collaboration approaches lead to increases in acquisition intensity. However, the control approach negatively influenced performance, whereas collaboration had little impact on performance. This study provides further evidence that how board chairs approach corporate governance and their working relationship with the CEO have implications for firms strategic actions and performance.
  Keywords: board chair; control; collaboration; acquisition intensity; post-acquisition performance.
  DOI: 10.1504/JBM.2025.10072788