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PurposeDespite the perceived role of customer value in post-adoption behaviour in the context of ride-hailing apps such as Uber, there has been limited research on the subject. This paper seeks to enrich the understanding of the relationships between customer perceived value, particularly hedonic value and economic value, customer satisfaction and continued use intentions of ride-hailing apps.Design/methodology/approachThis analysis is based on field data collected from 567 users of ride-hailing apps in Ghana. Data collected from the survey were analysed using the partial least square (PLS) approach to structural equation modelling (SEM).FindingsThe paper provides evidence that hedonic value, as well as economic value, positively predicts customer satisfaction and continued use intentions of ride-hailing apps. Further analysis reveals customer satisfaction directly predicts continued use intentions in addition to partially mediating the influence of customer perceived value on continued use intentions of ride-hailing apps. Finally, the findings suggest that hedonic value has a stronger impact on continued use intentions than economic value, while economic value has a greater impact on satisfaction than hedonic value.Originality/valueThe study contributes to post-adoption behaviour research by providing evidence on the relationships among the study constructs in a developing country context. Overall, the findings will stimulate future empirical debates on the subject and guide practitioners in decision-making concerning customers' usage of ride-hailing apps.

PurposeThe study investigates the effect of autocratic, democratic and transformational leadership styles on employees' organizational citizenship behavior (OCB). The study further examines the moderating role of leaders' emotional intelligence between leadership styles and OCB.Design/methodology/approachQuestionnaires were used to collect data from 618 small and medium-sized enterprises' (SMEs) employees in Ghana. For this study, both simple random and convenient sampling were adopted in selecting respondents. Regression was used to test the hypotheses in the research model using IBM–Statistical Package for the Social Sciences (SPSS).FindingsThe results show that democratic and transformational leadership styles both positively predicted the OCB of SME employees, although transformational leadership has a more significant influence. On the contrary, autocratic leadership style was found to have an insignificant relationship with OCB of SME employees when the interactive effect of the various leadership styles and emotional intelligence were introduced into the model. The results also show that whereas leaders' emotional intelligence positively moderate the relationship between autocratic leadership style and OCB, the relationships between democratic leadership style and OCB and between transformational leadership style and OCB are not significantly moderated by leaders' emotional intelligence.Research limitations/implicationsAn examination of other prominent leadership styles (for example, the transactional leadership style and the laissez faire leadership style) could be key areas for future research as it is a potential limitation of this study. Similarly, the use of a Western leadership instrument could also be a potential limitation in the Ghanaian context, although these instruments and scales may be applicable. Future studies could also consider a longitudinal approach to give a more holistic picture of the effect of the leadership styles on OCB.Practical implicationsIn general, the findings of the study support the idea that the autocratic leadership style affects SME employees' OCB both directly and indirectly through leaders' emotional intelligence. This study recommends that leaders of SMEs should focus on leadership styles that combine both result-oriented and people-centric behaviors to encourage SMEs' employees to engage in OCB.Originality/valueThis study provides firsthand information on the impact of autocratic leadership style, democratic leadership style and transformational leadership style on an employee's OCB from the Ghanaian SME perspective.

The study investigated the effect of supply chain integration on the performance of supply chains. Specifically, the study investigated the effect of information, operational and relational integration of supply chains and how they affect the overall performance of the supply chain. The study administered 1500 questionnaires to some selected supply chain and information systems specialists and based on the responses received, 400 questionnaires were fully completed and which was used in the analysis of the study. Based on the findings, it was found that information and operation integration had a positive effect on supply chain performance whiles relational integration has a negative effect on supply chain performance. The result implies that within the Ghanaian context managers should invest more in information and operation integration in order to achieve positive outcomes in their supply chain whiles relationship integration should be done with more caution because of its underlying elements of trust and long-term commitments.