Int. Journal of Business Science and Applied Management, Volume 21, Issue 1, 2026

Twenty Years of Scholarship in the International Journal of

Business Science and Applied Management: Reflections on

and Pathways for Future Inquiries

Dinara Davlembayeva

Newcastle University Business School, Newcastle University

5, Barrack Road, Newcastle Upon Tyne, NE14SE, United Kingdom

Email: dinara.davlembayeva@newcastle.ac.uk

Davit Marikyan

Newcastle University Business School, Newcastle University

5, Barrack Road, Newcastle Upon Tyne, NE14SE, United Kingdom

Email: davit.marikyan@newcastle.ac.uk

Savvas Papagiannidis

Newcastle University Business School, Newcastle University

5, Barrack Road, Newcastle Upon Tyne, NE14SE, United Kingdom

Email: savvas.papagiannidis@ncl.ac.uk

Abstract

This editorial paper reflects on the research published in the International Journal of Business Science

and Applied Management to celebrate its 20th anniversary and a new phase for the journal. We discuss

the theoretical, methodological, and thematic approaches that depict the journal’s contributions. Through

this analysis, we identify six key research streams that have been most prominent in the journal’s

discourse: organisational behaviour and leadership, information systems management and adoption,

customer service satisfaction, consumer behaviour, strategy, and supply chain and operations. As we

reflect on these research themes, we emphasise how they will need to evolve in order to strengthen the

impact of future research. In addition, we highlight the importance of ongoing transformations in the

broader business environment, technological, economic, socio-cultural, and ecological shifts, and their

relevance for setting the agenda for future submissions.

Keywords: editorial paper, review, future research directions

Applied Management under a Creative Commons Attribution 4.0 International Licence. Our journal is

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more information about this paper and our journal, please visit our website.

Submitted: 2026-01-19 / Accepted: 2026-01-20 / Published: 2026-01-23

Int. Journal of Business Science and Applied Management / Business-and-Management.org

1. INTRODUCTION

The International Journal of Business Science and Applied Management (IJBSAM) was established

in 2005, with its first publications appearing in the journal in 2006. The mission of the journal is to

provide emerging and established scholars with an accessible platform for disseminating knowledge that

has a strong focus on theory and practice in various business and management areas. Since then, the

journal has been true to its goal as it has housed research from scholars across the world, embracing a

multidisciplinary and interdisciplinary focus, utilising various methodologies to explore an inclusive

range of topics. Apart from inclusivity, a defining feature of the journal has been its emphasis on

scholarship that has strong applications and implications for practitioners and policymakers, to support

and guide operations in increasingly complex and dynamic business environments.

As the journal marks its 20-year anniversary, in this editorial paper, we reflect on the scholarship

generated by the journal contributors and analyse the key themes, methodologies, and theories that have

characterised research for the past two decades. By doing so, we provide a snapshot of how we have been

advancing and bridging the gap between theory and practice across diverse, organisational, geographical

and practice contexts. We discuss research inquiries across the six key business and management domains,

covering organisational behaviour and leadership, consumer behaviour and service satisfaction,

information systems management and adoption, strategic change and supply chain management. Through

this brief overview of past contributions, we are able to understand how the journal's intellectual work

challenges and addresses the forces shaping the business world.

As organisations navigate rapid technological change, socio-economic uncertainty, and cultural

shifts, this editorial also considers how IJBSAM can continue to serve as a forum for disseminating

impactful business and management research. We conclude by charting future directions and outlining

research questions that scholars can pursue to better address emerging environmental, societal,

technological, and economic challenges. Accordingly, this editorial not only reflects on what has been

published to date, but also looks forward by providing a useful point of reference for future scholars and

setting an agenda for submissions that will shape the next phase of the journal’s development.

2. OVERVIEW OF PUBLICATIONS IN IJBSAM

In this section, we provide an overview of the contributions to IJBSAM in terms of their

underpinning theories, geographical context and methodological approaches. The published authors tend

to rely on theories that transfer across contexts, with the most frequent ones describing and explaining

individuals’ behaviours and dynamics within organisations (e.g. Social Exchange Theory, Agency Theory,

Job Demand – Resource Theory, Justice theories, Conservation of Resources Theory, Self-Determination

Theory, and Learning theories). The decision-making styles and heuristics of organisational decision

makers are an area of particular interest, explored through Leadership theories and theories of decision

making. Contributions also take a wider meso-level perspective through adoption theories that focus on

organisations as a unit of analysis, and by exploring resources, capabilities, strategic management, and

institutional forces through the lenses of the Resource-Based View, Institutional Theory, Stakeholder

Theory, and Social Network Theory, among others.

Given the generalist nature of the journal, the research has transcended the organisational and

management domain and gone into marketing by using frameworks and theories related to service

marketing and customer motivations. With the increasing role of digital technology, we have also been

increasingly open to research on the application of enterprise systems and customer-facing technologies,

drawing on innovation diffusion, technology acceptance, and adoption theoretical stances.

The geographical setting of the research demonstrates international reach, with a stronger regional

concentration in European countries, as well as a balance between location-specific applications and

cross-cultural research. The location-specific studies tend to apply and extend existing theoretical

assumptions in new contexts, offering meaningful explanations of business and management practices in

settings where evidence is still limited. So far, regional evidence comes primarily from European

countries (e.g. Greece, Germany, Portugal, Norway, Sweden) and East and South Asia (e.g. Malaysia,

India).

Methodologically, the portfolio shows a strong presence of survey-based empirical work, with

substantial use of techniques that test multivariate path relationships and focus on theory testing. The

papers primarily adopt a single-study approach, either testing theories and relationships or, less often,

generating new assumptions and theories through qualitative techniques such as case studies and

interviews. Review-based scholarship appears in both general literature reviews and more formal

systematic literature reviews, with a fraction of papers developing new conceptual models. These

observations show a tilt towards quantitative research, with fewer papers offering deeper contextual

explanation.

Dinara Davlembayeva, Davit Marikyan, Savvas Papagiannidis

3. REFLECTING ON THE KEY RESEARCH THEMES

Based on the frequency of the keywords and their relationships, we identify the six key themes

characterising the scholarly work published in IJBSAM, while niche topics are excluded from the

analysis. Table 1 details the keywords describing each theme and the percentage of publications in which

these keywords appear. That said, these percentages do not indicate papers with an exclusive focus on a

single theme; a theme may also be tangential and studied alongside other topics. For example, one paper

may focus on the adoption of enterprise technology and its impact on supply chain performance, which

would make that paper relevant to two themes. The analysis of each theme and its keywords is discussed

further in this section.

Table 1: Most frequent research themes

TOPIC KEYWORDS % EST. CASES

ORGANISATIONAL

BEHAVIOUR &

LEADERSHIP

transformational leadership; emotional

intelligence; job performance; social

exchange; employee engagement; employee

job performance; human capital; job

satisfaction; altruistic organizational

citizenship behaviour

37.36%

INFORMATION

SYSTEMS MANAGEMENT

& ADOPTION

technology adoption; time pressure;

information systems; symbolic adoption;

technology acceptance

24.71%

CUSTOMER SERVICE

SATISFACTION

customer satisfaction; word of mouth;

customer service

19.54%

CONSUMER BEHAVIOUR

virtual goods; viral marketing; consumer

behaviour; consumer inertia; social media

18.97%

STRATEGY

strategic change; public relations; recall

strategy; capability

18.97%

SUPPLY CHAIN &

OPERATIONS

supply chain; distribution centre; supply

chain risk; conceptual framework; supply

chain integration; information sharing

11.49%

The behaviour of employees and leadership in organisational performance is a dominant research

theme. The central question in this body of knowledge is dedicated to understanding various leadership

styles as antecedents of employee productivity, the broader work environment, and firm performance. It

is leaders’ ambidexterity – the capability to explore and exploit new resources – as well as their ability

to inspire, transform, and demonstrate empathy, that shape the human workforce and its behaviour.

Through numerous empirical inquiries, we have collected evidence of diverse psychological and

relational mechanisms mediating the positive implications of leadership styles and the work environment

for employees, such as psychological distance, personality traits, self-efficacy, perceived support, and

trust, among other conditions. Another theme in this body of research revolves around understanding the

drivers of organisational citizenship behaviour, innovation, engagement, wellbeing, and retention –

outcomes that extend beyond job performance. While the drivers of organisational outcomes are, by and

large, universal, there has been a particular attention to contextual boundary conditions – be they cultural,

sectoral, or demographic – that introduce greater explanatory nuance into well-established theoretical

relationships. As digital transformation has continued to accelerate, research has increasingly focused on

organisational practices and mechanisms such as team formation and collaboration, highlighting the

growing attention to technologies that support the workforce and enable digital workspaces. Yet, we

acknowledge the need for stronger theoretical integration across research on leadership, employee

motivation, behaviour, experiences, and performance, particularly as emerging technologies are

Int. Journal of Business Science and Applied Management / Business-and-Management.org

transforming workplaces and, in doing so, reshaping work practices, inter- and intra-organisational

collaboration, relationships, and employee engagement.

As technologies have become increasingly intertwined with the business environment, research on

the adoption and use of technology in organisational contexts has been pushed to the forefront. The

papers in this domain focus on three interconnected themes. First, they examine how digital technologies

enable value creation at the organisational and ecosystem levels, where information systems are treated

as part of strategic infrastructure, a source of competitive advantage, and a driver of business model

innovation. Through a primarily conceptual perspective, these studies explore open innovation

ecosystems supporting born-global firms’ internationalisation, data-driven business model taxonomies

grounded in value networks and ecosystem roles, and digital platforms mediating international operations.

The second theme focuses on the evaluation and adoption of specific technologies, including, but not

limited to, mobile banking, QR payment systems, human resource information systems, and the Internet

of Things. Drawing on technology adoption and acceptance theories, these studies explore application-

specific drivers of adoption, thereby informing practice on how best to implement technologies to drive

value creation, business model innovation, and improved performance. The third stream of research

draws attention to the environmental conditions shaping managerial choices around technology use and

their multi-stakeholder implications. Given the growing awareness of the broader market implications of

digital transformation and digital business models, this body of research emphasises the importance of

regulatory and institutional mechanisms, as well as wider environmental forces beyond individual-level

adoption factors. This perspective demonstrates that human-centric and societal views of technology

adoption align with a value-driven approach to technology use. However, while acknowledging the

meso- and macro-level implications of technology management, we encourage further development of

this research stream to move beyond adoption intentions. In particular, we expect a shift of the focus

towards the actual long-term outcomes of technology use, alongside deeper integration of governance,

privacy, and sustainability considerations into mainstream information systems management models.

Moving on to the marketing domain, we have had two interconnected bodies of research on

consumer behaviour and service satisfaction. Across the published papers, consumer behaviour is viewed

as a set of psychologically mediated processes that are increasingly shaped by digital stimuli, such as

gamification, haptic imagery in social commerce, live-streaming commerce, online group buying and

participatory platforms. Collectively, these studies highlight how technology-mediated consumer

experiences and sensory cues – e.g. interactivity, social presence, and immersion – shape consumer

engagement, trust, continuance shopping motivation, and impulsive purchasing. Pertinent to research on

marketing stimuli in online environments are the psychological mechanisms that digital forms of

interaction and engagement generate, warranting deeper theoretical attention. Another emerging research

theme relates to international marketing, where studies explore consumer attitudes towards domestic

products as contingent upon institutional environments, levels of digital maturity, and socio-cultural

norms. This stream of research underscores the contextual and cultural sensitivity of consumer responses

to marketing stimuli across different national settings.

The body of knowledge on customer satisfaction centres on how service quality, value creation logics,

and customer relationship practices shape customers’ experiences, satisfaction, and organisational

performance. As online platforms have become primary marketing channels, research on service-

dominant logic and its strategic value for firms appears more important than ever. Existing studies

demonstrate that customer satisfaction emerges as an outcome of an organisation’s holistic, service-

centred orientation rather than isolated service encounters. Holistic customer relationship management

and value-driven innovation in the current reality of virtual interactions, digital business models, and

omnichannel experiences represent key avenues for future research. In particular, there is a need for a

more explicit connection between emerging digital service models, co-creation processes, and long-term

customer value across diverse economic and technological contexts.

The strategy-related pillar of the research is driven by questions concerning organisational

capabilities and resources, their configurations, environmental uncertainty, and the governance

mechanisms that have to be incorporated into strategic decision-making in order to support the

achievement of long-term organisational goals beyond short-term performance. As long-term orientation

is contingent upon the effective development and deployment of resources and capabilities, information

systems are unsurprisingly examined as critical enablers of organisational growth, strategy execution,

and the building of sustainable stakeholder relationships, particularly in the context of firm

internationalisation. Given the applied nature of the journal, considerable attention is given to

understanding how information systems and innovation-oriented business models translate short-term

performance outcomes into long-term competitive advantage. One strand of evidence highlights the role

of digital collaboration platforms in enabling intra-firm and inter-firm capability development and

knowledge transfer. Another recurring theme concerns how strategic decisions are made under conditions

Dinara Davlembayeva, Davit Marikyan, Savvas Papagiannidis

of internal and external environmental pressures and uncertainty, when paradoxical implications need to

be navigated. Such paradoxes include tensions between expansion and de-internationalisation,

retrenchment and performance, value co-creation and co-destruction. Several studies also emphasise the

structural and systemic enablers of strategic change, such as governance and communication mechanisms,

showing that long-term strategic outcomes depend not only on what organisations do, but also on how

they demonstrate strategic changes. These insights suggest that there are further opportunities to extend

the boundaries of existing research by developing novel theoretical interpretations of digitally enabled

and mediated collaboration, as well as of dynamic capabilities that enhance organisational resilience in

contemporary contexts. Such advances are needed to support the generation of more macro-level

knowledge applications grounded in understanding micro-level processes within organisations.

Research on supply chains and logistics addresses emerging inquiries into innovation and

optimisation across both large companies with multi-tier logistics systems and small and medium-sized

enterprises across sectors. Innovation is closely tied to new methods and approaches for managing the

operational side of organisations. Among this body of research is work exploring various innovative

management techniques and examining the implications of innovative practices for firms’ performance

and sustainability outcomes. One study shifted the focus from reviewing traditional academic research

to an exploration of existing online discourse using multiple analytical techniques, as a way of

understanding emerging tools for innovation management at the supply chain level. As a result of this

inquiry, it was found that blockchains, artificial intelligence, and the Internet of Things dominate current

supply chain discourse. This provides a strong example of methodological innovation in contexts where

academic knowledge is still scarce. As academic literature often lags behind practice due to the rigour

required and the time needed for peer review and the validation of findings, continued efforts to bring

practical accounts of technology application from the field into academic literature will remain important

in the future.

Another strand of research on supply chains and operations focuses on optimisation approaches

aimed at improving information flow within and across organisational boundaries, as well as enhancing

overall system performance. The published research discusses digital solutions integrated across the

value chain, new optimisation methodologies, and emerging business models. We are encouraged by

inquiries that seek to understand the emergence of approaches with the potential to revolutionise supply

chains and to support the development of new optimisation models. As automation becomes the new

norm in manufacturing and heavy industries, research in this domain is particularly promising from a

practical perspective. At the same time, it is important to consider how advances in the empirical field

reshape and redefine the existing theoretical body of knowledge. In addition, several papers highlight the

role of governance, policy, and legislation in highly regulated sectors. As emerging technologies drive

the automation and optimisation of supply chains and create a need for stronger regulation,

interdisciplinary research is becoming imperative moving forward.

4. CHARTING PATHWAYS FOR FUTURE RESEARCH

Drawing on observations from published papers, we offer further considerations on how to advance

the research strands from theoretical, practical, and methodological perspectives. Furthermore, as

scholarly work is being continuously reshaped by changes in the broader business environment, we also

reflect on the ongoing technological, economic, socio-cultural and ecological shifts that challenge

existing business and management knowledge. We take these shifts into account and articulate how they

necessitate a reorientation of scholarly agendas.

4.1. Stretching the boundaries of existing research streams

While we value the research evidence we have accumulated so far across the six research streams

discussed, we strongly encourage researchers to review each topic within these streams and to go

substantially beyond them by seeking novel theories and novel phenomena to study. Research should

avoid incremental advances on the literature and instead aim at bringing in fundamentally new evidence

that can stand the test of space and time.

In line with existing practices of this journal, we still welcome the applications of transferable

theories that span organisational, industrial, and national contexts, to test their applications and contextual

relevance. Such contributions are highly valued, particularly where such work informs managerial

practice and policy. We acknowledge that the increasing complexity of our environments and the

diversity of our institutions require a more nuanced and context-sensitive theorisation and deeper

explanation. The theories may range from those that meaningfully describe phenomena, explain complex

relationships and prescribe interventions and frameworks to tackle emerging challenges. However, we

are increasingly supporting research that departs from mere theoretical applications and begins to

Int. Journal of Business Science and Applied Management / Business-and-Management.org

critically examine and challenge the prevailing status quo. In particular, we encourage those submissions

which challenge the big ideas, beliefs, assumptions, and taken-for-granted ways of thinking in the field

of business and management – e.g. exploring agentic systems challenging the boundaries of human

judgement, relational norms and stakeholder interactions, thus having direct implications for

management and marketing theory and practice.

Theoretical advance should not be at the expense of the possibility of practical application, as we

will continue emphasising a practice-driven orientation to research. By doing so, researchers can pinpoint

tensions, contradictions, and emerging patterns which push for theoretical refinement and extension. In

this sense, practical relevance can be something more than a product to be achieved – it can be a driver

behind the formulation of powerful theories that are robust, impactful, and forward-looking in terms of

advancing the business and management discipline.

Methodologically, this journal still focuses on rigour and replicability. Although survey-based and

cross-sectional designs have been widely adopted to date, future work could expand the variety and

creativity of designs and methods. Specifically, panel and longitudinal designs are valuable for

documenting dynamics, learning, and change over time. Qualitative methods, which often leave

unexplored phenomena and micro-level processes unexplored, can be useful to fill some of the gaps,

while experimental approaches can consolidate causal inference and theory testing. We also advocate

mixed-methods designs and comparative studies, whenever feasible only if they are based on sound

theoretical foundations and are documented in a transparent manner.

4.2. Technological Shifts and Emerging Research Priorities

Rapid developments in information systems (e.g. artificial intelligence, machine learning,

automation, and data analytics) are fundamentally changing the way work is organised, managed, and

experienced (see Marikyan et al., 2022; Budhwar et al., 2023). Governance structures, employment

relationships, and value extraction mechanisms are changing (Dwivedi et al., 2023; Budhwar et al., 2023).

Analytical tools are gradually being either replaced or complemented with agentic solutions, requiring

less human intervention (Baird and Maruping, 2021). Algorithms have started taking part in decision-

making, performance evaluation, management and relationship building, increasingly blurring the line

between human and machine agency (Dattathrani and De, 2023). With this comes the unprecedented

amount of data being generated, analysed and processed. These technological transformations require a

reconsideration of what scholars study and how research is carried out. Thus, conventional ideas about

management, labour, and organisation, which generally revolve around human judgement and stable

organisational forms, need refinement or reconsideration.

Example future research directions include:

• algorithmic management practices and their implications for workers’ autonomy, control,

accountability, and inequality.

• AI-augmented decision making and human expertise: dynamics, applications and implications

• Building relations and negotiating trust in hybrid decision-making systems.

• New forms of leadership and governance in digital workspaces

• Revisited ethics for the collection, interpretation, and use of digital data, particularly with the

emergence of new technology.

• Emerging technologies in workspaces and their role in shaping interactional and relational

norms

• Redefined skills and competencies in the era of new technology

• AI-enabled digital transformation: operational and strategic perspectives

• AI-enabled human resource management and resource implications

4.3. Economic and Institutional Shifts and Emerging Research Priorities

We are living in an era of economic volatility and uncertainty in labour markets that coincides with

increasing gig work, freelancing and hybrid organisational forms (Shevchuk et al., 2024). In contrast to

conventional employment, the emerging workspaces and work practices need new forms of

organisational structure, governance, leadership, management and institutional logic (see Davlembayeva

and Papagiannidis, 2023). At an individual level, new economic and labour arrangements challenge the

traditional notions of careers, commitment and organisational membership. At an organisational level,

this impacts business models, which are becoming increasingly fluid and experimental, with businesses

trying to build and create value in the face of persistent uncertainty (April, 2024). More broadly,

economic and institutional shifts affect supply chains and value networks, stressing the need for timely

research into institutional complexity at all levels and in all contexts.

Dinara Davlembayeva, Davit Marikyan, Savvas Papagiannidis

Future research directions related to economic and institutional shifts include and are not limited

to:

• Organisational and individual resilience in the face of recurring crises and systemic shocks.

• Digital labour and algorithmic management of platform work: governance, regulation and

structure

• Business model innovation, particularly under conditions of uncertainty, resource constraints,

and rapid environmental change.

• Non-standard employment: skills, competencies, routines and career pathways

• Institutional frameworks shaping and being reshaped by emerging forms of work.

4.4. Socio-Cultural Shifts and Emerging Research Priorities

Recently, we have started observing a changing social and cultural context in the workforce that is

challenging contemporary expectations around work, leadership roles and corporate responsibility (Lima

and Rahman, 2025). There is a more diverse, more multigenerational workforce that comes with varying

values, behaviours and career aspirations. Mental health, work-life balance, wellbeing and over-work

have become more salient, against the backdrop of increasing expectations of social equity, fairness and

ethical behaviour (Partridge, 2025). These socio-cultural changes require a much more context-sensitive

and reflexive approach to research. In future research, we should take into consideration the variation in

experiences of different populations, including those of different genders, identities, ethnicities, age, and

socio-economic groups.

• Diversity, equity, and inclusion, with closer attention to how people’s overlapping identities

(such as gender, ethnicity, and age) shape their real work experiences.

• Employee wellbeing and mental health, as well as work practices that are sustainable in the

long term, rather than viewing people only as contributors to performance.

• Work practices and employee behaviour, especially in settings affected by uncertainty,

automation, and less stable career paths.

• Rethinking theories of leadership, human resource management, and organisational behaviour

to reflect the changes in employee values and expectations.

• Cultural, institutional, and historical perspective on organisational culture, practices, short and

long-term implications.

• Giving voice to marginalised or underrepresented groups through participatory, qualitative,

and critical research methods.

• Power, responsibility, and fairness in organisational decisions.

4.5. Environmental Shifts and Emerging Research Priorities

Climate change, environmental degradation, and resource scarcity are making social and

environmental sustainability an organisational imperative (Zumente and Bistrova, 2021). Environmental

issues are introducing significant risks for organisations in terms of the sustainability of their business

models, supply chain inefficiencies, and economic viability (Ghadge et al., 2020; Pankratz and Schiller,

2024). In addition, environmentally responsible behaviour has become an expectation of investors,

customers, and other stakeholders (Talan et al., 2024). Not least, sustainability increasingly acts as a

driver of innovation that supports long-term organisational viability (Hermundsdottir and Aspelund,

2021). These environmental priorities call for a deeper exploration of environmental initiatives,

sustainable business models, and the associated activities, resources, and policies, as well as their short-

and long-term implications. As sustainability requires attention to long-term impacts, future research is

encouraged to shift the focus from narrow performance metrics towards the broader societal implications

of organisational activity. More specifically, areas of potential concern include, but are not limited to, the

following research areas:

• Corporate social responsibility: marketing initiatives driving consumer behaviour

• Innovation, adaptation and resilience in response to the environmental crisis

• CSR initiatives and the long-term benefits.

• Green innovation in supply chains and manufacturing

• Regulations and policies that take into account the sustainability implications of innovation

• Compliance and noncompliance with ESGs: short- and long-term firm implications

• ESG measurement and reporting: cross-sectoral perspective

5. CONCLUSION

Int. Journal of Business Science and Applied Management / Business-and-Management.org

This editorial paper has provided a brief overview of the research published in IJBSAM so far to

show where the journal stands, which areas of research interest we pursue, and to outline the

methodological approaches that resonate with and are welcomed in our journal. As we reflected on the

research themes, we outlined the potential directions of research that are encouraged in the journal going

forward in support of strengthening the journal’s position in the management literature.

Given the complexity and dynamic nature of the business environment, we discuss the likely forces

that our journal cannot ignore and that will probably be the priorities to address in future research. In

particular, we have outlined four strategic contexts within which future papers are encouraged to situate

their contributions, specifically technological changes, socio-cultural changes, political and economic,

and environmental changes. These contexts need to be acknowledged beyond the purely contextual level

so that findings inform practice not only within narrow settings, but also contribute to broader, more

universal practices, thereby advancing established theories and assumptions.

We welcome research that is cross-disciplinary and innovative. This concerns not only theoretical

perspectives, but methodological approaches as well. As such, we invite scholars to be novel, ambitious,

creative, and rigorous in order to open new pathways in the business and management field.

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