Abstract
This cross-sectional study addresses Portuguese online shoppers' behavior toward Chinese online retailers, assessing the impact of financial, product, and time-convenience risks and demographic traits on their willingness to buy from those e-stores. The research relies on a survey of 1,432 participants who have shopped online at least once. Approximately half of the sample already buys from Chinese websites; age, financial, and time-convenience risks explain 21.5% of the variance of their purchase intention. On the other hand, participants who buy on Chinese websites present significantly lower values of all risks and the intention to buy from Chinese websites, possibly reflecting a satisfactory transaction experience. Furthermore, a generation gap is evident as younger people feel more confident in dealing intuitively with and solving online issues, giving them the confidence necessary to purchase online from Chinese e-stores - perhaps geographically and ideologically distant - but brought closer by e-expertise (online dexterity).

Abstract
The scandalous fraud of the Theranos company and every step taken by its founder, Elizabeth Holmes, is well known in the media. In order to learn more about this topic and identify areas in which the company's management has fallen short, a variety of articles, newsletters, and papers were examined. The whole story of this enterprise was told by carefully putting in context what happened to Holmes in the workplace and in her personal life. In college, when she met Balwani, a romantic partner and important member of Theranos' management, the Stanford dropout began working on her company idea. Both were convicted of offenses connected to this type of business management. Five essential questions, as outlined by Lafley & Martin (2023), encapsulate the decision cascade that should be incorporated into any business plan. This essay attempts to explain Theranos' decision-making process in light of these considerations, complementing it with the strategic view defined by Porter's five forces. The facade of success that made it possible for investment to keep coming in while the technology did not make any progress was analysed too, divided into two parts: red flags and Elizabeth's crafted discourse about the company. Through this article, it is easy to conclude that Theranos' mismanagement was responsible for its collapse. With all that said, the following questions remain: Is there a bright future after a huge mistake? Perhaps a second attempt to help people with no ulterior motives? What will happen next? What can be expected?. © 2024 Academic Conferences and Publishing International Limited. All rights reserved.

Abstract
The main objective of this study is to investigate a solution for the current lack of skilled workers in Europe and to optimize the utilization of expertise. For this qualitative study, 36 semi-structured interviews were conducted (with a purposive sample of financially independent (soon-to-be) retirees and employers). The thematic analysis revealed (1) on both the employer's and recruiter's side, there are many stereotypes and prejudices, as well as a lack of creativity about how to integrate these highly motivated specialists into the organization's workforce; (2) Employees, retirees and employers where asked: what could be the motivation to employ retirees, what could be the benefits, what could be the drawbacks. The results also indicate that searching for intellectual challenges and solving them with a team of co-workers is one of the main attractions for senior experts. We identified six main patterns for unretirement choices: learning and intellectual challenges, applying expertise, public perception of retirees, belonging and social connections, compensating for loss of status, and feeling appreciated. Appreciating, valuing, and channeling this drive to solve present-day problems independent of a person's chronological age should be self-evident for organizations and societies.

Abstract
This study investigated the effect of organizational culture (supportive culture, innovation culture, goal culture and rule culture) on turnover intentions and whether this relationship was mediated by organizational practices of competencies development (training, functional rotation and individualized support) and affective commitment. The study sample consisted of 369 participants working in organizations based in Portugal. The results show that only goal culture positively and significantly affects the three dimensions of organizational practices of development competencies and affective commitment. The culture of support has a positive and significant effect on functional rotation, individualized support and affective commitment. The culture of innovation has a positive and significant effect on training. Supportive culture, goal culture and the dimensions of organizational practices of development competencies negatively and significantly affect exit intentions. The serial mediating effect of organizational practices of development competencies and affective commitment on the relationship between organizational culture (supportive culture and goal culture) and turnover intentions was proven. Organizational culture, especially supportive culture and goal culture, proved to be relevant in boosting the implementation of organizational practices of development competencies, boosting affective commitment and reducing turnover intentions.

Abstract
This article introduces a new theoretical concept, the foreign champion, which attempts to solve the principal-agent problem and improve academic understanding of foreign market entry decisions by analyzing what experts in the field consider to be best practices. Based on empirical research into the determinants of SME internationalization success, semi-structured interviews (n = 12, t = 5 h 10 min.) were conducted with industry experts, including one academic, government officials, chamber and association leaders, a venture capitalist, and several CEOs, and key testimonies were studied using qualitative analysis software. The results shed light on effective internationalization strategies and common market entry mistakes. Despite the perception of saturation, the prominence of the experts, and the large sample, there may be limitations, such as not covering several regions. The originality of this study lies in its conceptual framework, the insights gained from the select interviews, and a new concept of foreign market entry.

Abstract
This article is a study introducing a new qualitative research methodology - Intuitive field research or IFRes - involving words and the narrative and relying on the experience and intuition of the [experienced practitioner] researcher (Stein, 2019). Though similar, it is different to autoethnography as the latter’s focus is seen to be on culture (ethnography) whilst IFRes may focus on any aspect – including, also, machine-type interactions. IFRes is a six-step process, described herein, which seeks to take advantage of considerable previous work experience, in the field, to answer a research question posed following a literature review. It is an iterative process which seeks to perfect the knowledge produced (Baldacchino, Ucbasaran & Cabantous, 2023). Intuitive Field Research (IFRes) emerges as a pioneering qualitative research methodology that capitalizes on the nuanced intuition and rich field experiences of researchers to uncover deep insights into complex phenomena (Stein, 2019). Distinct from autoethnography, IFRes introduces a structured six-step process designed to systematically harness and refine these insights for academic and practical application. Originating at the University of Aveiro, this method represents a significant departure from conventional research methodologies by valuing experiential knowledge and intuitive understanding as critical components of the research process. In the context of business and management, IFRes holds particular promise for addressing the intricate challenges of contemporary business environments. These environments demand an agile and nuanced understanding that transcends traditional quantitative analyses, making the case for methodologies that can capture the subtleties of consumer behavior, organizational culture, and innovation dynamics. By enabling researchers and practitioners to integrate their intuitive judgments with rigorous academic inquiry, IFRes offers a unique approach to exploring and solving pressing business and academic issues. This article delineates the foundation of IFRes, its methodological underpinnings, and its potential applications within business and management, illustrating how intuitive insights can drive innovation, strategic decision-making, and transformative organizational practices. Through this expanded lens, IFRes not only contributes to academic discourse but also provides practical frameworks for businesses seeking to navigate the complexities of modern markets and organizational challenges. A practical example of applying Intuitive Field Research (IFRes) in business and management could involve a multinational corporation seeking to enhance its customer experience across diverse markets. By employing IFRes, the corporation's research team could immerse themselves in different cultural contexts, using their intuition and experience to gather nuanced insights into consumer behavior and preferences (Gorry & Westbrook, 2013). This approach would allow them to identify subtle, culturally specific factors influencing customer satisfaction that traditional surveys or data analysis might miss. These insights could then inform tailored strategies for each market, leading to improved customer engagement and loyalty. This example illustrates how IFRes' emphasis on intuitive understanding, combined with rigorous analysis, can address complex challenges in global business environments, leading to innovative solutions and competitive advantages. This article on Intuitive Field Research (IFRes) significantly impacts research by offering a novel method that blends intuitive insights with rigorous academic inquiry. It addresses the need for methodologies that go beyond traditional quantitative analysis to capture the complexities of human behavior and organizational dynamics (Ganzarain, Ruiz & Igartua, 2019). By emphasizing experiential knowledge and intuitive judgment, IFRes empowers researchers and practitioners to uncover deeper understandings of complex issues. This approach fosters innovation, enhances strategic decision-making, and facilitates transformative practices in various fields, thereby enriching academic discourse and offering practical solutions for real-world challenges.