How to improve students’ experience in blending learning? Evidence from the perceptions of students in a Postgraduate Master’s Degree

[EN] This paper examines the perceptions of a group of students of a Postgraduate Master’s Degree in Cosmetics Industry at the Universitat de València, delivered with a blended learning modality, in relation to their experience in face-to-face learning and differentiating between those with or without a previous background in a remote online learning environment, with the added purpose of identifying strategies to enhance that experience, while offering further evidence for scholars, educators and institutions in this field. To this end, a survey with open questions devised ad hoc leaning on our literature review was submitted to a group of 114 students of the Master’s Degree in the period 2017-2020. Students were enquired about the pros and cons of their blended learning experience in relation to the traditional face-to-face learning, and which modality they would choose next time if both were offered, only considering the achievement, experience and satisfaction, regardless of the price. 77 students of our initial sample participated in the questionnaire, 38 of them without previous experience in blended or distance learning. The results show a certain predilection for face-to-face learning, especially in the group of newbies in blended or distance learning. They highlight how they miss a closer interaction with their peers and professors and the difficulties to assimilate certain content, while appraising the flexibility, autonomy, and the self-pace of the blended learning modality. Correspondingly, students with experience in remote online education settings generally show a better predisposal and find fewer disadvantages in blended learning. This suggests that the factor of experience and adaptation to new tools and methods improves student perception and confidence and shapes their preferences, with a foreseeable growing acceptance of blended learning in the future. Finally, the outcome allows us to define a series of strategies to improve the achievement, experience, and satisfaction of students in this learning context.Garcia-Ortega, B.; Galan-Cubillo, J. (2021). How to improve students’ experience in blending learning? Evidence from the perceptions of students in a Postgraduate Master’s Degree. WPOM-Working Papers on Operations Management. 12(2):1-15. https://doi.org/10.4995/wpom.15677OJS115122Al-Khanjari, Z. A. S. (2018). Applying online learning in software engineering education. In Computer Systems and Software Engineering: Concepts, Methodologies, Tools, and Applications (pp. 217-231). IGI Global. https://doi.org/10.4018/978-1-5225-3923-0.ch010Angeli, C., Valanides, N., & Bonk, C. J. (2003). Communication in a web‐based conferencing system: the quality of computer‐mediated interactions. British Journal of Educational Technology, 34(1), 31-43. https://doi.org/10.1111/1467-8535.00302Arroyo-Barrigüete, J. L., López-Sánchez, J. I., Minguela-Rata, B., & Rodriguez-Duarte, A. (2019). Use patterns of educational videos: a quantitative study among university students. WPOM-Working Papers on Operations Management, 10(2), 1-19. https://doi.org/10.4995/wpom.v10i2.12625Bonk, C. J., & Graham, C. R. (2012). The handbook of blended learning: Global perspectives, local designs. John Wiley & Sons.Clark, T., & Barbour, M. K. (2015). Online, Blended, and Distance Education: Building Successful School Programs.Dhawan, S. (2020). Online learning: A panacea in the time of COVID-19 crisis. Journal of Educational Technology Systems, 49(1), 5-22. https://doi.org/10.1177/0047239520934018Garcia-Ortega, B., & Galan-Cubillo, J., (2021). Combining teamwork, coaching and mentoring as an innovative mix for self-aware and motivational learning. Imlementation case in teamwork sessions in the context of practices in a bachelor's degree. 15th Annual International Technology, Educationa and Development Conference. Valencia. Spain. https://doi.org/10.21125/inted.2021.2219Garrison, D. R., & Vaughan, N. D. (2008). Blended learning in higher education: Framework, principles, and guidelines. John Wiley & Sons. https://doi.org/10.1002/9781118269558Ginns, P., & Ellis, R. A. (2009). Evaluating the quality of e‐learning at the degree level in the student experience of blended learning. British Journal of Educational Technology, 40(4), 652-663. https://doi.org/10.1111/j.1467-8535.2008.00861.xGómez, W. A. R. (2014). Preguntas abiertas en encuestas ¿cómo realizar su análisis?. Comunicaciones en estadística, 7(2). https://doi.org/10.15332/s2027-3355.2014.0002.02Grasso, L. (2006). Encuestas. Elementos para su diseño y análisis. Editorial Brujas.Gros, B., & García-Peñalvo, F. J. (2016). Future trends in the design strategies and technological affordances of e-learning. Springer. https://doi.org/10.1007/978-3-319-17727-4_67-1Halverson, L. R., & Graham, C. R. (2019). Learner engagement in blended learning environments: A conceptual framework. Online Learning, 23(2), 145-178. https://doi.org/10.24059/olj.v23i2.1481Hong, J. C., Tai, K. H., Hwang, M. Y., Kuo, Y. C., & Chen, J. S. (2017). Internet cognitive failure relevant to users' satisfaction with content and interface design to reflect continuance intention to use a government e-learning system. Computers in Human Behavior, 66, 353-362. https://doi.org/10.1016/j.chb.2016.08.044López-Pérez, M. V., Pérez-López, M. C., & Rodríguez-Ariza, L. (2011). Blended learning in higher education: Students' perceptions and their relation to outcomes. Computers & education, 56(3), 818-826. https://doi.org/10.1016/j.compedu.2010.10.023Means, B., Toyama, Y., Murphy, R., & Baki, M. (2013). The effectiveness of online and blended learning: A meta-analysis of the empirical literature. Teachers College Record, 115(3), 1-47. https://doi.org/10.1177/016146811311500307McGEE, E., & Poojary, P. (2020). Exploring Blended Learning Relationships in Higher Education Using a Systems-based Framework. Turkish Online Journal of Distance Education, 21(4), 1-13. https://doi.org/10.17718/tojde.803343Kemp, N. (2020). University students' perceived effort and learning in face-to-face and online classes. Journal of Applied Learning and Teaching, 3(1), 69-77. https://doi.org/10.37074/jalt.2020.3.s1.14Krause, K. (2007) "Griffith University blended learning strategy," Document number2008/0016252, 2007.Norberg, A., Dziuban, C. D., & Moskal, P. D. (2011). A time‐based blended learning model. On the Horizon. https://doi.org/10.1108/10748121111163913Poon, J. (2013). Blended learning: An institutional approach for enhancing students' learning experiences. Journal of online learning and teaching, 9(2), 271-288.Rafiola, R., Setyosari, P., Radjah, C., & Ramli, M. (2020). The Effect of Learning Motivation, Self-Efficacy, and Blended Learning on Students' Achievement in The Industrial Revolution 4.0. International Journal of Emerging Technologies in Learning (iJET), 15(8), 71-82. https://doi.org/10.3991/ijet.v15i08.12525Rovai, A. P., & Downey, J. R. (2010). Why some distance education programs fail while others succeed in a global environment. The Internet and Higher Education, 13(3), 141-147. https://doi.org/10.1016/j.iheduc.2009.07.001Rovai, A. P., & Jordan, H. M. (2004). Blended learning and sense of community: A comparative analysis with traditional and fully online graduate courses. International Review of Research in Open and Distributed Learning, 5(2), 1-13. https://doi.org/10.19173/irrodl.v5i2.192Sayed, M. (2013). Blended learning environments: The effectiveness in developing concepts and thinking skills. Journal of Education and Practice, 4(25), 12-17.Stein, J., & Graham, C. R. (2020). Essentials for blended learning: A standards-based guide. Routledge. https://doi.org/10.4324/9781351043991Tang, C. M., & Chaw, L. Y. (2016). Digital Literacy: A Prerequisite for Effective Learning in a Blended Learning Environment?. Electronic Journal of E-learning, 14(1), 54-65.Tseng, H., & Walsh, E. J. (2016). Blended vs. traditional course delivery: Comparing students' motivation, learning outcomes, and preferences. Quarterly Review of Distance Education, 17(1), 1-21.Volery, Thierry, and Deborah Lord. "Critical success factors in online education." International journal of educational management (2000). https://doi.org/10.1108/09513540010344731Woo, Y., & Reeves, T. C. (2007). Meaningful interaction in web-based learning: A social constructivist interpretation. The Internet and higher education, 10(1), 15-25. https://doi.org/10.1016/j.iheduc.2006.10.005Zhu, Y., Au, W., & Yates, G. (2016). University students' self-control and self-regulated learning in a blended course. Internet and Higher Education, 30, 54-62. https://doi.org/10.1016/j.iheduc.2016.04.00

Impacto del polimorfismo MRP2 24ct en el trasplante renal en tratamiento con ácido micofenólico: farmacocinética y repercusión clínica

En el trasplante renal, el exceso de inmunosupresión supone complicaciones importantes que aumentan su morbi-mortalidad. De acuerdo a literatura previa el polimorfismo del transportador MRP2 (-24 CT) podría asociar mayor exposición de micofenolato (MPA) y mayor riesgo de diarrea y leucopenia en los pacientes portadores. Hasta la fecha, no existen publicaciones que relacionen este polimorfismo con infecciones o neoplasia ni con la necesidad de modificación del tratamiento inmunosupresor. Además, recientes estudios relacionan este transportador con procesos de inflamación y carcinogénesis. Objetivo: Analizar el impacto del polimorfismo de MRP2 (-24 CT) desde un punto de vista clínico y farmacocinético en el paciente trasplantado renal en tratamiento con micofenolato. Métodos:Para el estudio de la repercusión clínica del polimorfismo de MRP2 (-24 CT) se analizaron de forma retrospectiva los pacientes que se trasplantaron desde el año 2007 hasta el 2011 (n=300) en el Hospital Clínico San Carlos. Se analizó en esta muestra de pacientes la incidencia de diarrea grave, leucopenia, infecciones, neoplasias o la necesidad de cambio de régimen de inmunosupresión. Se realizaron curvas de Kaplan Meier , análisis de riesgos proporcionados COX tras el pareo de la muestra por una puntuación de propensión para identificar la asociación de estos eventos con el polimorfismo a estudio. Para el estudio del impacto de este polimorfismo en la farmacocinética del MPA se determinaron las concentraciones de MPA (AUC de 12h) en 150 pacientes (mediante 13 extracciones sanguíneas)..

Top Management Support in the Implementation of Industry 4.0 and Business Digitization: The Case of Companies in the Main European Stock Indices

[EN] Top management support is one of the key aspects in the implementation of Industry 4.0 and business digitization, whereas communication is essential to aligning and driving an organization in this task. However, to date, no research has addressed this support from this perspective. To fill this gap, we take a sample of companies (N = 159) listed on the 5 main stock indices in the European Union, and we qualitatively examine the letters issued by chief executive officers and other top managers in their annual reports. We assess whether, to which extent and under which motivations and barriers, the senior management of these companies are supporting this implementation through their discourse. Among other relevant findings, our results show that barely half of the managers make explicit their strong support for this implementation, as a kind of widespread spatial myopia that serves as a meta-barrier in this implementation. In addition, the support given by top executives is mostly driven by business and customer motivations; in turn, they generally fail to present sustainability within their main motivations. Overall, this paper offers a series of relevant contributions and insights with managerial implications taken from a novel approach in this field.García-Ortega, B.; Lopez-Navarro, MA.; Galán-Cubillo, J. (2021). Top Management Support in the Implementation of Industry 4.0 and Business Digitization: The Case of Companies in the Main European Stock Indices. IEEE Access. 9:139994-140007. https://doi.org/10.1109/ACCESS.2021.3118988S139994140007

Examining CEOs Moral Reasoning in the Automotive Industry

[EN] This paper examines the moral reasoning trends of CEOs (chief executive officers) in the automotive industry, gauging their relations to ethical behaviors and scandals as well as analyzing the influence of scandals and other factors on their moral reasoning. For such a purpose, we carried out a moral reasoning categorization for the top 15 automotive companies in vehicle production in 2017 by applying Weber¿s method to letters written by CEOs for the period 2013¿2018. A positive global trend was observed, with some CEOs reaching high levels, although the evolution was uneven without clear patterns and, in the light of facts, not sufficient, at least in the short term. We also found evidence linking the moral reasoning stages with the ethical performance of companies and introduced the concept ¿tone `into¿ the top¿, reflecting how CEO moral reasoning can be shaped by the company and external factors. This paper stresses the importance of considering the moral tone at the top in relation to company ethical behaviors and the interest of education in business ethics. The outcome is useful for CEOs and other managers seeking to improve corporate social responsibility (CSR) and company ethical performance and to anticipate conflicts as well as to leverage for future research.García-Ortega, B.; De-Miguel-Molina, B.; Galán-Cubillo, J. (2019). Examining CEOs Moral Reasoning in the Automotive Industry. Sustainability. 11(21):1-24. https://doi.org/10.3390/su11215972S1241121Waldman, D. A., & Siegel, D. (2008). Defining the socially responsible leader. The Leadership Quarterly, 19(1), 117-131. doi:10.1016/j.leaqua.2007.12.008Treviño, L. K., Brown, M., & Hartman, L. P. (2003). A Qualitative Investigation of Perceived Executive Ethical Leadership: Perceptions from Inside and Outside the Executive Suite. Human Relations, 56(1), 5-37. doi:10.1177/0018726703056001448Treviño, L. K., & Brown, M. E. (2004). Managing to be ethical: Debunking five business ethics myths. Academy of Management Perspectives, 18(2), 69-81. doi:10.5465/ame.2004.13837400Weber, J. (2009). Assessing the «Tone at the Top»: The Moral Reasoning of CEOs in the Automobile Industry. Journal of Business Ethics, 92(2), 167-182. doi:10.1007/s10551-009-0157-2Sukitsch, M., Engert, S., & Baumgartner, R. (2015). The Implementation of Corporate Sustainability in the European Automotive Industry: An Analysis of Sustainability Reports. Sustainability, 7(9), 11504-11531. doi:10.3390/su70911504Wells, P. (2013). Sustainable business models and the automotive industry: A commentary. IIMB Management Review, 25(4), 228-239. doi:10.1016/j.iimb.2013.07.001Stoycheva, S., Marchese, D., Paul, C., Padoan, S., Juhmani, A., & Linkov, I. (2018). Multi-criteria decision analysis framework for sustainable manufacturing in automotive industry. Journal of Cleaner Production, 187, 257-272. doi:10.1016/j.jclepro.2018.03.133Jung, J. C., & Sharon, E. (2019). The Volkswagen emissions scandal and its aftermath. Global Business and Organizational Excellence, 38(4), 6-15. doi:10.1002/joe.21930Thomasson, A. (2009). EXPLORING THE AMBIGUITY OF HYBRID ORGANISATIONS: A STAKEHOLDER APPROACH. Financial Accountability & Management, 25(3), 353-366. doi:10.1111/j.1468-0408.2009.00481.xKalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2012). Ethical Leadership and Follower Helping and Courtesy: Moral Awareness and Empathic Concern as Moderators. Applied Psychology, 62(2), 211-235. doi:10.1111/j.1464-0597.2011.00483.xHood, J. N. (2003). Journal of Business Ethics, 43(4), 263-273. doi:10.1023/a:1023085713600Ho, Y.-H., & Lin, C.-Y. (2014). The Moral Judgment Relationship Between Leaders and Followers: A Comparative Study Across the Taiwan Strait. Journal of Business Ethics, 134(2), 299-310. doi:10.1007/s10551-014-2431-1Jackson, R. W., Wood, C. M., & Zboja, J. J. (2012). The Dissolution of Ethical Decision-Making in Organizations: A Comprehensive Review and Model. Journal of Business Ethics, 116(2), 233-250. doi:10.1007/s10551-012-1459-3Angelidis, J., & Ibrahim, N. A. (2011). The Impact of Emotional Intelligence on the Ethical Judgment of Managers. Journal of Business Ethics, 99(S1), 111-119. doi:10.1007/s10551-011-1158-5Kish-Gephart, J. J., Harrison, D. A., & Treviño, L. K. (2010). Bad apples, bad cases, and bad barrels: Meta-analytic evidence about sources of unethical decisions at work. Journal of Applied Psychology, 95(1), 1-31. doi:10.1037/a0017103Hyland, K. (1998). Persuasion and context: The pragmatics of academic metadiscourse. Journal of Pragmatics, 30(4), 437-455. doi:10.1016/s0378-2166(98)00009-5Shanahan, F., & Seele, P. (2015). Shorting Ethos: Exploring the Relationship Between Aristotle’s Ethos and Reputation Management. Corporate Reputation Review, 18(1), 37-49. doi:10.1057/crr.2014.19Overall, J. (2016). Unethical behavior in organizations: empirical findings that challenge CSR and egoism theory. Business Ethics: A European Review, 25(2), 113-127. doi:10.1111/beer.12110Dennis, B. S., Buchholtz, A. K., & Butts, M. M. (2007). The Nature of Giving. Business & Society, 48(3), 360-384. doi:10.1177/0007650307305368http://business-ethics.com/2010/01/31/2123-toyota-recall-five-critical-lessons/Wang, Y., & Wanjek, L. (2018). How to Fix a Lie? The Formation of Volkswagen’s Post-crisis Reputation Among the German Public. Corporate Reputation Review, 21(2), 84-100. doi:10.1057/s41299-018-0045-8Cooper, S. A., Raman, K. K., & Yin, J. (2018). Halo effect or fallen angel effect? Firm value consequences of greenhouse gas emissions and reputation for corporate social responsibility. Journal of Accounting and Public Policy, 37(3), 226-240. doi:10.1016/j.jaccpubpol.2018.04.003Cheng, J.-W., Chang, S.-C., Kuo, J.-H., & Cheung, Y.-H. (2014). Ethical leadership, work engagement, and voice behavior. Industrial Management & Data Systems, 114(5), 817-831. doi:10.1108/imds-10-2013-0429Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338. doi:10.1016/j.leaqua.2005.03.001Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616. doi:10.1016/j.leaqua.2006.10.004Thoms, J. C. (2008). Ethical Integrity in Leadership and Organizational Moral Culture. Leadership, 4(4), 419-442. doi:10.1177/1742715008095189Shin, Y., Sung, S. Y., Choi, J. N., & Kim, M. S. (2014). Top Management Ethical Leadership and Firm Performance: Mediating Role of Ethical and Procedural Justice Climate. Journal of Business Ethics, 129(1), 43-57. doi:10.1007/s10551-014-2144-5De Luque, M. S., Washburn, N. T., Waldman, D. A., & House, R. J. (2008). Unrequited Profit: How Stakeholder and Economic Values Relate to Subordinates’ Perceptions of Leadership and Firm Performance. Administrative Science Quarterly, 53(4), 626-654. doi:10.2189/asqu.53.4.626Tourish, D., Craig, R., & Amernic, J. (2010). Transformational Leadership Education and Agency Perspectives in Business School Pedagogy: A Marriage of Inconvenience? British Journal of Management, 21, s40-s59. doi:10.1111/j.1467-8551.2009.00682.xD’Aquila, J. M., & Bean, D. F. (2011). Does A Tone At The Top That Fosters Ethical Decisions Impact Financial Reporting Decisions: An Experimental Analysis. International Business & Economics Research Journal (IBER), 2(8). doi:10.19030/iber.v2i8.3830Shin, Y. (2012). CEO Ethical Leadership, Ethical Climate, Climate Strength, and Collective Organizational Citizenship Behavior. Journal of Business Ethics, 108(3), 299-312. doi:10.1007/s10551-011-1091-7Huhtala, M., Kangas, M., Lämsä, A., & Feldt, T. (2013). Ethical managers in ethical organisations? The leadership‐culture connection among Finnish managers. Leadership & Organization Development Journal, 34(3), 250-270. doi:10.1108/01437731311326684Eisenbeiss, S. A., van Knippenberg, D., & Fahrbach, C. M. (2014). Doing Well by Doing Good? Analyzing the Relationship Between CEO Ethical Leadership and Firm Performance. Journal of Business Ethics, 128(3), 635-651. doi:10.1007/s10551-014-2124-9Spraggon, M., & Bodolica, V. (2014). Trust, authentic pride, and moral reasoning: a unified framework of relational governance and emotional self-regulation. Business Ethics: A European Review, 24(3), 297-314. doi:10.1111/beer.12086Arjoon, S. (2000). Journal of Business Ethics, 28(2), 159-178. doi:10.1023/a:1006339112331BANDSUCH, M., PATE, L., & THIES, J. (2008). Rebuilding Stakeholder Trust in Business: An Examination of Principle-Centered Leadership and Organizational Transparency in Corporate Governance. Business and Society Review, 113(1), 99-127. doi:10.1111/j.1467-8594.2008.00315.xWeber, J. (1990). Managers’ Moral Reasoning: Assessing Their Responses to Three Moral Dilemmas. Human Relations, 43(7), 687-702. doi:10.1177/001872679004300705Jones, D. A. (2008). A Novel Approach to Business Ethics Training: Improving Moral Reasoning in Just a Few Weeks. Journal of Business Ethics, 88(2), 367-379. doi:10.1007/s10551-008-9969-8García-Madariaga, J., & Rodríguez-Rivera, F. (2017). Corporate social responsibility, customer satisfaction, corporate reputation, and firms’ market value: Evidence from the automobile industry. Spanish Journal of Marketing - ESIC, 21, 39-53. doi:10.1016/j.sjme.2017.05.003Beelitz, A., & Merkl-Davies, D. M. (2011). Using Discourse to Restore Organisational Legitimacy: ‘CEO-speak’ After an Incident in a German Nuclear Power Plant. Journal of Business Ethics, 108(1), 101-120. doi:10.1007/s10551-011-1065-9Weber, J. (1991). Adapting Kohlberg to Enhance the Assessment of Managers’ Moral Reasoning. Business Ethics Quarterly, 1(3), 293-318. doi:10.2307/3857615Pettifor, J. L., Estay, I., & Paquet, S. (2002). Preferred strategies for learning ethics in the practice of a discipline. Canadian Psychology/Psychologie canadienne, 43(4), 260-269. doi:10.1037/h0086922Trevino, L. K. (1992). Moral reasoning and business ethics: Implications for research, education, and management. Journal of Business Ethics, 11(5-6), 445-459. doi:10.1007/bf00870556Trevino, L. K. (1986). Ethical Decision Making in Organizations: A Person-Situation Interactionist Model. Academy of Management Review, 11(3), 601-617. doi:10.5465/amr.1986.4306235Weber, J., & Wasieleski, D. (2001). Investigating Influences on Managers’ Moral Reasoning. Business & Society, 40(1), 79-110. doi:10.1177/000765030104000106Gilligan, C. (1977). In a Different Voice: Women’s Conceptions of Self and of Morality. Harvard Educational Review, 47(4), 481-517. doi:10.17763/haer.47.4.g6167429416hg5l0Gilligan, C. (1982). New maps of development: New visions of maturity. American Journal of Orthopsychiatry, 52(2), 199-212. doi:10.1111/j.1939-0025.1982.tb02682.xHarkness, S., Edwards, C. P., & Super, C. M. (1981). Social roles and moral reasoning: A case study in a rural African community. Developmental Psychology, 17(5), 595-603. doi:10.1037/0012-1649.17.5.595Carpendale, J. I. M. (2000). Kohlberg and Piaget on Stages and Moral Reasoning. Developmental Review, 20(2), 181-205. doi:10.1006/drev.1999.0500McCauley, C. D., Drath, W. H., Palus, C. J., O’Connor, P. M. G., & Baker, B. A. (2006). The use of constructive-developmental theory to advance the understanding of leadership. The Leadership Quarterly, 17(6), 634-653. doi:10.1016/j.leaqua.2006.10.006Kipper, K. (2017). A Neo-Kohlbergian approach to moral character: the moral reasoning of Alfred Herrhausen. Journal of Global Responsibility, 8(2), 196-211. doi:10.1108/jgr-05-2017-0027Doyle, E., Frecknall Hughes, J., & Summers, B. (2012). An Empirical Analysis of the Ethical Reasoning of Tax Practitioners. Journal of Business Ethics, 114(2), 325-339. doi:10.1007/s10551-012-1347-xLin, C.-Y., & Ho, Y.-H. (2009). Cultural influences on moral reasoning capacities of purchasing managers: A comparison across the Taiwan Strait. Social Behavior and Personality: an international journal, 37(2), 203-208. doi:10.2224/sbp.2009.37.2.203Turner, N., Barling, J., Epitropaki, O., Butcher, V., & Milner, C. (2002). Transformational leadership and moral reasoning. Journal of Applied Psychology, 87(2), 304-311. doi:10.1037/0021-9010.87.2.304Orth, U., Robins, R. W., & Soto, C. J. (2010). Tracking the trajectory of shame, guilt, and pride across the life span. Journal of Personality and Social Psychology, 99(6), 1061-1071. doi:10.1037/a0021342Muraven, M., Tice, D. M., & Baumeister, R. F. (1998). Self-control as a limited resource: Regulatory depletion patterns. Journal of Personality and Social Psychology, 74(3), 774-789. doi:10.1037/0022-3514.74.3.774Caniëls, M. C. J., Gelderman, C. J., & Vermeulen, N. P. (2012). The interplay of governance mechanisms in complex procurement projects. Journal of Purchasing and Supply Management, 18(2), 113-121. doi:10.1016/j.pursup.2012.04.007Fuoli, M., & Paradis, C. (2014). A model of trust-repair discourse. Journal of Pragmatics, 74, 52-69. doi:10.1016/j.pragma.2014.09.001Toppinen, A., Hänninen, V., & Lähtinen, K. (2015). ISO 26000 in the assessment of CSR communication quality: CEO letters and social media in the global pulp and paper industry. Social Responsibility Journal, 11(4), 702-715. doi:10.1108/srj-09-2013-0108Fanelli, A., & Grasselli, N. I. (2006). Defeating the Minotaur: The Construction of CEO Charisma on the US Stock Market. Organization Studies, 27(6), 811-832. doi:10.1177/0170840606061070Zaman Mir, M., Chatterjee, B., & Shiraz Rahaman, A. (2009). Culture and corporate voluntary reporting. Managerial Auditing Journal, 24(7), 639-667. doi:10.1108/02686900910975369Siano, A., Vollero, A., Conte, F., & Amabile, S. (2017). «More than words»: Expanding the taxonomy of greenwashing after the Volkswagen scandal. Journal of Business Research, 71, 27-37. doi:10.1016/j.jbusres.2016.11.002Treviño, L. K., Hartman, L. P., & Brown, M. (2000). Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership. California Management Review, 42(4), 128-142. doi:10.2307/41166057de-Miguel-Molina, B., Chirivella-González, V., & García-Ortega, B. (2018). CEO letters: Social license to operate and community involvement in the mining industry. Business Ethics: A European Review, 28(1), 36-55. doi:10.1111/beer.12205Gatti, L., & Seele, P. (2015). CSR through the CEO’s pen. uwf UmweltWirtschaftsForum, 23(4), 265-277. doi:10.1007/s00550-015-0361-8Van Alstine, J., & Barkemeyer, R. (2014). Business and development: Changing discourses in the extractive industries. Resources Policy, 40, 4-16. doi:10.1016/j.resourpol.2014.01.006Mäkelä, H. (2013). On the ideological role of employee reporting. Critical Perspectives on Accounting, 24(4-5), 360-378. doi:10.1016/j.cpa.2012.11.004Marais, M. (2012). CEO rhetorical strategies for corporate social responsibility (CSR). Society and Business Review, 7(3), 223-243. doi:10.1108/17465681211271314Abrahamson, E., & Amir, E. (1996). THE INFORMATION CONTENT OF THE PRESIDENT’S LETTER TO SHAREHOLDERS. Journal of Business Finance & Accounting, 23(8), 1157-1182. doi:10.1111/j.1468-5957.1996.tb01163.xAmernic, J. H., & Craig, R. J. (2007). Guidelines for CEO‐speak: editing the language of corporate leadership. Strategy & Leadership, 35(3), 25-31. doi:10.1108/10878570710745802Craig, R., & Amernic, J. (2016). Are there Language Markers of Hubris in CEO Letters to Shareholders? Journal of Business Ethics, 149(4), 973-986. doi:10.1007/s10551-016-3100-3Smith, M., & Taffler, R. J. (2000). The chairman’s statement ‐ A content analysis of discretionary narrative disclosures. Accounting, Auditing & Accountability Journal, 13(5), 624-647. doi:10.1108/09513570010353738Jordan, J., Brown, M. E., Treviño, L. K., & Finkelstein, S. (2011). Someone to Look Up To. Journal of Management, 39(3), 660-683. doi:10.1177/0149206311398136Schwartz, M. S., Dunfee, T. W., & Kline, M. J. (2005). Tone at the Top: An Ethics Code for Directors? Journal of Business Ethics, 58(1-3), 79-100. doi:10.1007/s10551-005-1390-yMaignan, I., & Ralston, D. A. (2002). Corporate Social Responsibility in Europe and the U.S.: Insights from Businesses’ Self-presentations. Journal of International Business Studies, 33(3), 497-514. doi:10.1057/palgrave.jibs.8491028Claeys, A.-S., Cauberghe, V., & Vyncke, P. (2010). Restoring reputations in times of crisis: An experimental study of the Situational Crisis Communication Theory and the moderating effects of locus of control. Public Relations Review, 36(3), 256-262. doi:10.1016/j.pubrev.2010.05.004Coombs, W. T. (2007). Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory. Corporate Reputation Review, 10(3), 163-176. doi:10.1057/palgrave.crr.1550049Cagle, J. A. B., & Baucus, M. S. (2006). Case Studies of Ethics Scandals: Effects on Ethical Perceptions of Finance Students. Journal of Business Ethics, 64(3), 213-229. doi:10.1007/s10551-005-8503-5Meyer, R. D., Dalal, R. S., & Bonaccio, S. (2009). A meta-analytic investigation into the moderating effects of situational strength on the conscientiousness-performance relationship. Journal of Organizational Behavior, 30(8), 1077-1102. doi:10.1002/job.602Jones, T. M. (1991). Ethical Decision Making by Individuals in Organizations: An Issue-Contingent Model. Academy of Management Review, 16(2), 366-395. doi:10.5465/amr.1991.4278958May, D. R., & Pauli, K. P. (2002). The Role of Moral Intensity in Ethical Decision Making. Business & Society, 41(1), 84-117. doi:10.1177/0007650302041001006Pizzi, S. (2018). The Relationship between Non-financial Reporting, Environmental Strategies and Financial Performance. Empirical Evidence from Milano Stock Exchange. Administrative Sciences, 8(4), 76. doi:10.3390/admsci8040076Christensen, S. L., & Kohls, J. (2003). Ethical Decision Making in Times of Organizational Crisis. Business & Society, 42(3), 328-358. doi:10.1177/0007650303255855Soltani, B. (2013). The Anatomy of Corporate Fraud: A Comparative Analysis of High Profile American and European Corporate Scandals. Journal of Business Ethics, 120(2), 251-274. doi:10.1007/s10551-013-1660-zMatten, D., & Moon, J. (2008). «Implicit» and «Explicit» CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility. Academy of Management Review, 33(2), 404-424. doi:10.5465/amr.2008.31193458Tengblad, S., & Ohlsson, C. (2009). The Framing of Corporate Social Responsibility and the Globalization of National Business Systems: A Longitudinal Case Study. Journal of Business Ethics, 93(4), 653-669. doi:10.1007/s10551-009-0246-2Fehre, K., & Weber, F. (2016). Challenging corporate commitment to CSR. Management Research Review, 39(11), 1410-1430. doi:10.1108/mrr-03-2015-0063Weber, J., & Gillespie, J. (1998). Differences in Ethical Beliefs, Intentions, and Behaviors. Business & Society, 37(4), 447-467. doi:10.1177/000765039803700406Pandey, A., Chandwani, R., & Navare, A. (2017). How can mindfulness enhance moral reasoning? An examination using business school students. Business Ethics: A European Review, 27(1), 56-71. doi:10.1111/beer.12171Pipe Dreams: Greed, Ego, and the Death of Enron. By Robert Bryce, with a foreword by Molly Ivins. (2003). Challenge, 46(4), 106-109. doi:10.1080/05775132.2003.11034215Kulkarni, S., & Ramamoorthy, N. (2013). Intra-firm transfer of best practices in moral reasoning: a conceptual framework. Business Ethics: A European Review, 23(1), 15-33. doi:10.1111/beer.1203

CSR and CEO's Moral Reasoning in the Automotive Industry in the Era of COVID-19

[EN] This paper assesses whether and to which extent the COVID-19 pandemic, which represents a scenario of high moral intensity, is influencing the moral reasoning of top CEOs (chief executive officers) in the paradigmatic case of the automotive industry and how this moral reasoning relates to their CSR response to the crisis and their CSR plans in the long run. To this end, we took the CEO letters before and after the pandemic outbreak of the top 15 automotive companies, and applied Weber¿s method to conduct a moral reasoning categorization, along with an examination of their CSR approach and initiatives. The results show a predominant moral paralysis among these CEOs, where positive reactions addressed are philanthropic in nature and more likely to be a transient response to the crisis, rather than a sustained long-term improvement of their CSR rooted in a significant moral approach enhancement. Furthermore, CEOs at the lowest stages of moral reasoning, primarily focused on their own business and immediate stakeholders, are less likely to highlight these philanthropic initiatives. The outcome evidences the convenience of addressing CSR from the lens of moral reasoning, and it further draws the attention of the scientific community, companies and their top management, stakeholders, and society to the relevance of investigating and considering the moral reasoning of top management in large corporations and its implications.García-Ortega, B.; Galán-Cubillo, J.; De-Miguel-Molina, B. (2022). CSR and CEO's Moral Reasoning in the Automotive Industry in the Era of COVID-19. SAGE Open. 12(2):1-16. https://doi.org/10.1177/2158244022109737711612

Assessing the senior management support and approach to business digitisation. The case of top Finish and Spanish companies

[EN] Busines digitisation represents a milestone for companies’ prospects, and senior management support is one of the key aspects for its successful implementation. However, this support through their discourse has been underexplored. This paper contributes in this direction, by taking the cases of the top Finish and Spanish companies listed in the OMXH 25 and IBEX 35 respectively, with Finland at the top of the list of European Union countries in terms of business digitisation and Spain in the average, as benchmarks for  examining the letters of top managers in annual reports in relation to their support and drivers approach. The results show that yet in both countries a relevant part of top managers does not show this support, more pronounced in Spanish companies. In addition, the weight of each block of drivers to support business digitisation identified in the literature also differs between the two countries, with the top managers of Finish companies showing a more customer-driven approach, and in the case of Spain a more business-driven approach, whereas sustainability is the least mentioned driver in both cases, as an aspect to improve.García Ortega, B.; Galán Cubillo, J.; Miguel Molina, MBD. (2022). Assessing the senior management support and approach to business digitisation. The case of top Finish and Spanish companies. En Proceedings 3rd International Conference. Business Meets Technology. Editorial Universitat Politècnica de València. 49-58. https://doi.org/10.4995/BMT2021.2021.13638495

Sufficient consumption as a missing link toward sustainability: The case of fast fashion

The fashion industry has been driven by limitless consumption-led growth spearheaded by companies in the fast fashion segment, with a dominant business model based on massive accelerated demand, production, consumption, and disposal. Despite companies’ efforts to decouple the pursuit of growth from its negative impacts, a more sufficiency-driven approach seems imperative to curb consumerism and contribute more effectively to sustainability. This study draws on the literature to build a three-pillar framework of potential strategies to enable fashion companies to foster sufficient consumption and reduce dependence on the sale of new items, with benefits expected for both consumers and companies. Subsequently, it uses multiple case study to examine qualitatively the annual reports issued during 2013–2014 and 2020–2021 by a sample of ten top companies in this segment. The goal is to assess whether these companies are embracing such strategies, what (if any) evolution occurs between these two periods, whether the 2030 Agenda with its SDG12 ‘Responsible consumption and production’ plays a mediating role in their adoption, and what is the logic behind such evolution. The results show that, although such adoption is gaining momentum, companies tend first to embrace strategies with less impact on their traditional modus operandi. Further, the laxity of SDG12 enables companies to profess commitment even when not addressing any of the strategies to foster sufficient consumption. This study aims to give actors critical awareness of this issue and provide practical guidance for managers to adopt and combine these strategies decisively to fully embrace the principles of circular economy and a more holistic approach to sustainability. It also advises companies to avoid the risk of ‘anti-consumerist washing’—a newly identified variant of greenwashing—and proposes to study a ‘hierarchical pyramid of business strategies to rationalize consumptionMinistry of Science and Innovation of the Government of Spain PDI2021.124396NB.I00European Regional Development Fund (European Union)CRUE-Universitat Politecnica de Valenci

Treatment with sotrovimab for SARS-CoV-2 infection in a cohort of high-risk kidney transplant recipients

COVID-19; Immunosuppression; Kidney transplantationCOVID-19; Inmunosupresión; Trasplante de riñónCOVID-19; Immunosupressió; Trasplantament de ronyóBackground Sotrovimab is a neutralizing monoclonal antibody (mAb) that seems to remain active against recent severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) variants. The evidence on its use in kidney transplant (KT) recipients, however, is limited. Methods We performed a multicenter, retrospective cohort study of 82 KT patients with SARS-CoV-2 infection {coronavirus disease 2019 [COVID-19]} treated with sotrovimab. Results Median age was 63 years. Diabetes was present in 43.9% of patients, and obesity in 32.9% of patients; 48.8% of patients had an estimated glomerular filtration rate under 30 mL/minute/1.73 m2. Additional anti–COVID-19 therapies were administered to 56 patients, especially intravenous steroids (65.9%). Sotrovimab was administered early (<5 days from the onset of the symptoms) in 46 patients (56%). Early-treated patients showed less likely progression to severe COVID-19 than those treated later, represented as a lower need for ventilator support (2.2% vs 36.1%; P < .001) or intensive care admission (2.2% vs 25%; P = .002) and COVID-19–related mortality (2.2% vs 16.7%; P = .020). In the multivariable analysis, controlling for baseline risk factors to severe COVID-19 in KT recipients, early use of sotrovimab remained as a protective factor for a composite outcome, including need for ventilator support, intensive care, and COVID-19–related mortality. No anaphylactic reactions, acute rejection episodes, impaired kidney function events, or non-kidney side effects related to sotrovimab were observed. Conclusions Sotrovimab had an excellent safety profile, even in high-comorbidity patients and advanced chronic kidney disease stages. Earlier administration could prevent progression to severe disease, while clinical outcomes were poor in patients treated later. Larger controlled studies enrolling KT recipients are warranted to elucidate the true efficacy of monoclonal antibody therapies.The Spanish COVID-19 renal registry and the Transplant Working Group of the Spanish Society of Nephrology (SENTRA) are supported by the Spanish Society of Nephrology

Factores de involucración del alumnado en la docencia semipresencial de un máster posgrado. Influencia de las características del alumnado en su involucración emocional

[EN] This paper analyzes the characteristics of the students that promote greater or less emotional involvement in a context of postgraduate teaching in the field of industry. In particular, professional experience, previous training in the subject, learning motivations, previous experiences in blended learning, age and sex are considered. For such a purpose, feedback from the students (N = 74) is obtained through a Likert scale survey. The results show that professional experience in the sector and previous training, as well as learning motivations, are the ones that significantly condition the emotional involvement of students in this context.[ES] En este artículo se analizan las características del alumnado que propician una mayor o menor involucración emocional en un contexto de enseñanza semipresencial de posgrado en el ámbito de la industria. En particular se consideran la experiencia profesional, la formación previa en la materia, motivaciones de aprendizaje, experiencias previas en docencia semipresencial, edad y sexo. Para ello se obtiene un feedback del alumnado (N=74) mediante una encuesta con escala de Likert. Los resultados muestran que la experiencia profesional en el sector y la formación previa, así como las motivaciones de aprendizaje son las que condicionan de forma significativa la involucración emocional del alumnado en este contexto.Galán Cubillo, J.; García Ortega, B.; Miguel Molina, MBD. (2021). Factores de involucración del alumnado en la docencia semipresencial de un máster posgrado. Influencia de las características del alumnado en su involucración emocional. En Proceedings INNODOCT/20. International Conference on Innovation, Documentation and Education. Editorial Universitat Politècnica de València. 431-441. https://doi.org/10.4995/INN2020.2020.11837OCS43144

Estrategias para la mejora del desempeño del Profesor Asociado en la universidad

[EN] The University Part-time Assistant Professor is called to contribute with his experience to the balance between theory and practice and to achieve a greater connection between the academic world and the labor and social world. However, there is a controversy regarding the use given to this figure, which already represents more than 20% of university professors in Spain. Despite this, there is a paucity of publications that focus on strategies to improve their performance. Starting from the consulted publications, which are part of our theorical framework of reference, this article carries out a critical and constructive analysis of possible strategies and innovative proposals for improving the performance of this group, in order to promote discussion among the academics in this field.[ES] El Profesor Asociado universitario está llamado a contribuir con su experiencia al equilibrio entre teoría y práctica y a conseguir una mayor conexión entre el mundo académico y el laboral y social. Sin embargo, existe una controversia en torno al uso que se da a esta figura, que supone ya más del 20% de los docentes universitarios en España. A pesar de ello, hay una escasez de publicaciones que se centren en las estrategias para mejorar su desempeño. A partir de la experiencia de los autores y con el apoyo de la literatura, este artículo lleva a cabo un análisis crítico y constructivo de posibles estrategias y propuestas innovadoras para la mejora del desempeño de este colectivo, con el objeto de promover la discusión entre los académicos en este ámbito.García Ortega, B.; Galán Cubillo, J.; Miguel Molina, MBD. (2021). Estrategias para la mejora del desempeño del Profesor Asociado en la universidad. En Proceedings INNODOCT/20. International Conference on Innovation, Documentation and Education. Editorial Universitat Politècnica de València. 421-430. https://doi.org/10.4995/INN2020.2020.11834OCS42143