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With the rise of e-learning in business and management education, certain questions surface regarding the onset and success of e-learning platforms. Different critical factors determine whether a learner will use such a platform, be satisfied and perceive personal benefits. This study draws upon two main information system models and theory which suggests the important influence of students’ grit and level of individualism or collectivism. A new research model to explain e-learning success is proposed and tested by means of an online survey study among 69 students at a faculty of economics and business. The results obtained after partial least analysis indicate that user satisfaction can be considered as the main indicator of success. The study also provides empirical evidence to support the role of grit, system quality, information quality and service quality as determinants of user satisfaction. These results can be used to improve e-learning strategies and for future research regarding business and management education.

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User stories are system requirements written in natural language from the point of view of the user. These artefacts can only lead to the construction of a software system when sets of them express complementary features that should be implemented. The present paper determines which factors improve the ability of modelers to understand the requirements problem through a visual representation (called the Rationale Tree) built out of a user story set. It continues previous work on the feasibility of generating such a representation out of a user story set by comparing the Rationale Tree with the (industry-adopted) User Story Mapping approaches. This was achieved by performing a two-group quantitative comparative study. The factors identified were clarity, ease of understanding, ease of use, consistency, completeness, accuracy, correctness, complexity, maintainability and adaptability. Three evaluation methods were used. The three criteria method and the golden standard for the Rationale Tree and a genuine evaluation method developed for the User Story Map. User Story Mapping scored better in the criteria of clarity, ease of understanding and ease of use. The Rationale Tree model scored better in consistency, completeness, accuracy, complexity, maintainability and adaptability. We finally point to some potential improvements that can be done onto the Rationale Tree.

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The aim of this study is to assess how stereotypes of motherhood affect decisions made by managers regarding job (re)design for women. It also explains the perception of women at the work using two dimensions: warmth and competence. A within-subject experimental design was used with gender (female) and parental status (Child: yes and no). The profiles (Profile A vs Profile B), and the positions (Left vs Right) were counterbalanced. The experimental manipulation resulted in eight conditions. The research used primary data, mainly the survey or questionnaire made in the survey software Qualtrics. The questionnaire was designed by putting the two profiles side by side. Each profile described either a woman with a child (i.e. a mother) or a woman without a child (a non-mother). Each Respondent assigned job characteristics or tasks, assigned personality traits, and the intent to promote hire and train either the mother or the non-mother. The main condition was that the respondent should be employed or has a supervisory or a managerial title at work. A data analysis was conducted to determine whether there was a difference in the mean values of competence and warmth ratings in the three sets of dependent variables (job characteristics tasks, personality traits and intent to hire, promote and train) for the two types of women at work. First, the results supported the idea that, in the workplace mothers were perceived to have warmer personality traits than non-mothers. The opposite is true for non-mothers who are perceived to have more competent traits. Secondly, the job characteristics or tasks assigned to the mother and the non-mother did not differ much. However, the mean scores for most of the tasks assigned were positive, which implies that managers attributed most tasks to the non-mother. Contrary to hypothesised, the mother was assigned more tasks that gave her autonomy on how to plan and take decisions about her work. Besides assigning job autonomy related tasks, warmth related tasks were also assigned to the mother. In addition, the non-mother is assigned more complex tasks and jobs that allows for her to meet people. Finally, there were no significant differences in the intent to hire both women, but the non-mother is preferred for promotion and training. Mothers are perceived as being more warm and non-mothers are perceived as being more competent as predicted by the study. However, warmth and competence perceptions do not strongly affect managers’ decisions in this study. Stereotypes of motherhood are activated for candidates’ personalities but less for job characteristics and career opportunities.

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If the personal values and purpose is aligned with the one of the companies’, employees engage more, perform better and deliver more positive impact on society. This research is mainly a literature review along with an exploratory qualitative research. It is based on Aaron Hurst’s The Purpose Economy, which advocates purpose presence and offers the ways to implement it. The concept of Purpose Economy is tested in exploratory qualitative research with interviews, which give a better picture of what is missing from the guidance so far and clarify the implementation ways. As a result of the analysis, this paper suggests, that in order to apply Purpose Economy in practice, the companies and organizations should focus on value based recruitment process, purpose implementation in academia, motivational leardership and managment in order to maintain purpose, embed transparent and horizontal manamgement styles and promote friendly and family-like corporate culture. This paper serves as the ground to base an extensive model of purpose implementation in order to engage employees and promote meaninfgul and fulfilling work life.