Platforms

In digital marketplaces, trust in e-commerce platforms has evolved from a protective heuristic into a powerful mechanism of behavioral conditioning. This review interrogates how trust cues such as star ratings, fulfillment badges, and platform reputation shape consumer cognition, systematically displace critical evaluation, and create asymmetries in perceived quality. Drawing on over 47 high-quality studies across experimental, survey, and modeling methodologies, we identify seven interlocking dynamics: (1) cognitive outsourcing via platform trust, (2) reputational arbitrage by low-quality sellers, (3) consumer loyalty despite disappointment, (4) heuristic conditioning through trust signals, (5) trust inflation through ratings saturation, (6) false security masking structural risks, and (7) the shift in consumer trust from brands to platforms. Anchored in dual process theory, this synthesis positions trust not merely as a transactional enabler but as a socio-technical artifact engineered by platforms to guide attention, reduce scrutiny, and manage decision-making at scale. Eventually, platform trust functions as both lubricant and leash: streamlining choice while subtly constraining agency, with profound implications for digital commerce, platform governance, and consumer autonomy.

Human Resource Information Systems (HRIS) are often introduced as platforms expected to deliver strategic value through workforce analytics, decision support, and alignment with organizational goals. Yet evidence consistently shows that line managers’ use remains confined to administrative functions. This paper addresses this paradox by reframing it through the lens of the attitude-behavior gap (ABG), a concept established in consumer research to describe the disconnect between favorable attitudes and actual behaviors. Drawing on qualitative interviews with 25 line managers in five UK organizations, the study identifies three themes: HRIS as an Administrative Rather than Strategic Tool, Organizational Identity and Role Expectations, and Confidence Gaps and Habitual Routines. Together, these themes illustrate how supportive attitudes toward HRIS coexist with restricted behavioral engagement, sustained by cultural scripts, situational barriers, and ingrained routines. Theoretically, the study extends the ABG beyond consumer contexts into organizational technology use, challenging the linear assumptions of dominant adoption models such as TAM and UTAUT. Practically, it highlights the need for cultural reframing of HR’s role, user-centered system design, and sustained training and integration efforts to enable more strategic engagement. By framing HRIS adoption as a context-dependent practice shaped by organizational roles and behavioral patterns, the paper offers deeper insight into why favorable attitudes toward innovation frequently fall short of producing substantive engagement.

Platform-enabled governance is reshaping destination management, yet subnational destinations still lack replicable dashboards that combine key performance indicators (KPIs) with efficiency analysis. This study examines whether a compact KPI stack coupled with longitudinal Data Envelopment Analysis (DEA) can provide actionable targets for destination development management and marketing organizations (DDMMOs). Using 2020–2024 administrative data for five regional units of the Peloponnese, an output-oriented CRS DEA model is specified with one input (room capacity) and two outputs (tourism revenue and overnight stays), complemented by a VRS specification that decomposes Overall Technical Efficiency into Pure Technical and Scale Efficiency. The results show a clear differentiation in trajectories: one regional unit remains consistently on the efficiency frontier, and others exhibit gradual convergence towards best practice, while at least one unit displays persistent underperformance that is driven primarily by scale rather than managerial inefficiency. These distances to frontier are transformed into proportional, output-specific targets and dynamically updated peer sets, which are integrated into a KPI dashboard to support a continuous measure–act–learn loop on pricing, promotion, and capacity allocation. Overall, the article proposes a transparent, reproducible template that links destination competitiveness frameworks with a multi-input, multi-output efficiency lens and embeds KPIs and dynamic DEA insights in a continuous governance loop for destination management.