PurposeThe study examines the impact of social media distraction on the relationship between student engagement and student evaluations of teachers (SET) in management education, part of the STEM disciplines. While it is widely accepted that student engagement and evaluation of teachers are two important constructs of active learning systems, their links, especially in the context of management education, have not been explored. This study seeks to fill this research gap as teachers' appraisal and career growth greatly depend on SET across higher education institutes worldwide.Design/methodology/approachData were collected from 247 student participants from higher education institutes/universities using a questionnaire-based survey. Further, 15 students were interviewed to glean insights from their feelings regarding social media distractions and how it impacts their engagement and evaluation of teachers. For the quantitative and qualitative analyses, multiple regression and thematic analysis were applied, respectively. A word tree was developed to determine the association between experiences and contexts.FindingsThe results indicate that social media distraction moderates the relationship between students' cognitive engagement and their evaluation of teaching faculty. Social media distractions disrupt student engagement inside the classroom, leading to wrong/biased assessments of teachers' performance. Additionally, cognitive and emotional engagement significantly impacted student evaluations of the management college faculty.Originality/valueThe authors’ findings enable educators in higher education systems, specifically management education, to rethink the faculty feedback system and social media distractions impeding student engagement other than SET drawbacks.

This conceptual article uses dynamic capability theory in small family firms with an aim to provide insights into the market orientation–innovation relationship. The research article synthesizes existing findings from the existing literature on the streams of strategy, marketing and family firms, and proposes an integrated theoretical framework comprising market orientation, potential absorptive capacity, realized absorptive capacity, explorative and exploitation innovation. Furthermore, it addresses existing research questions on the links among constructs and proposes several relationships that may advance current organizational innovation literature. This research article initiates the process of empirical examination of small family firms’ innovation process through this theoretical model. The dynamic capability theory adopted here provides managers with the knowledge on the market orientation–innovation process relationship and dimensions of absorptive capacity that are important for initiating and successfully adopting the innovation process. This research article also fulfils the identified gap in the literature. To the best of the authors’ knowledge, it is the first that brings together and applies research findings from the strategy and marketing literature in small firms’ context and proposes an integrated approach to understand the market orientation–innovation relationship.

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Value creation, customer engagement and employee engagement have emerged as important organizational outcomes for continued success. At the turn of the new decade, it is imperative to identify new research directions for these outcomes to improve the marketing effectiveness of organizations while keeping people at the centre of this pursuit. The present study is propelled by this motivation. The study started with the exploration of the relationship of customer and employee engagement in value creation, while limiting the scope to services. The extant literature has not studied the three together. The second phase of the study dwelled on identifying common links among the three to develop a conceptual model that brought the concepts of customer engagement, employee engagement and value creation together. Perceived risk was identified as the underlying phenomenon that connected all three to be part of a social system. A conceptual framework has been proposed for connecting perceived risk to customer engagement and employee engagement that would create value in service organizations. The study identifies future research directions for theory building and practice.