The market for behavioral biometrics-a technological evolution whereby patterns in human movement and activities can be identified, captured, and analyzed-is expected to exceed US $11 billion by 2031. We highlight the evolution from early physiological biometrics (e.g., fingerprints and iris scans used to verify the identity of individuals) to today's behavioral biometrics. Technological advancements now turn our retail stores, offices, and warehouses into live data streams that let us closely and automatically monitor employees' conduct at work. Although this development raises several legitimate surveillance and privacy concerns, behavioral biometrics can potentially benefit organizations and employees alike. Such mutual benefits compel managers to approach behavioral biometrics using our TRUST framework: transparency of intentions, respect for concerns, understanding the importance of choice, sharing the data benefits, and proactively timing the development. Managers who do so will gain a clear focus on organizational and employee well-being.

This article introduces the next major generational evolution of the web: Web3. We review the fundamental evolution of the internet and the web over the past 3 decades, including a brief presentation of the publications in Business Horizons that are important in a discussion of the emergence of Web3. We then discuss what these recent developments mean to organizations, consumers, and the public. Though the degree to which Web3 will be widely adopted is uncertain, these technologies are already creating both exhilarating and terrifying implications for e-commerce, digital media, online social networking, online marketplaces, search engines, supply chain management, and finance, among others. We propose the consideration and management of technical, organizational, and regulatory interoperability for Web3 to deliver on its promises of value and that failure to consider these interoperability components may destroy economic value, consumer confidence, or social issues online. We also call on our fellow researchers to focus on these interoperability issues and how they might impact the positive and negative sides of Web3 technologies to help us understand and shape our Web3 future.

Synthetic media presents looming threats to managers in a business setting. To address this issue, we first offer a short overview of the evolution of media manipulation to contextualize the new era of synthetic media. Then, we present the problems associated with synthetic media via veridicality and heuristics to illustrate how consumers have little choice but to believe what they see, read, and hear online. We outline the most likely and impactful types of synthetic media threats and attacks and present a synthetic media incident response playbook. Our aim is to inform managers about six specific phases so they can prepare, assess, detect, analyze, and recover from synthetic media incidents and coordinate their lessons learned.

The COVID-19 crisis has fundamentally changed how many businesses operate and connect with their customers. Previously unheard-of government restrictions and sheltering-in-place requirements forced most professional services to transition to remote delivery methods (e.g., email, telephone, video consults, Shopify storefronts). Providers of low-touch services (e.g., lawyers, accountants) naturally lent themselves to remote delivery; however, those that offer high-touch services, particularly those in healthcare (e.g., doctors, chiropractors, physical therapists), experienced a drastic change in working conditions when going virtual. Despite a long history of resistance to virtual delivery, the pandemic created an unprecedented incentive for these high-touch professionals to experiment with underutilized care models such as telehealth: the provision of healthcare services remotely using telecommunications technologies. We examine the rapid adoption of telehealth during COVID-19 through the coming together or convergence of previously unrelated technologies, spaces, and practices. Our analysis reveals opportunities and challenges associated with going hands-off that apply to many other professionals providing high-trust services. Specifically, we offer nine guiding principles for building and protecting cognitive and affective trust in virtual and hybrid delivery models. This is important given the pace of compounding technology convergences that lie ahead for service professionals.

Likened to the discovery of electricity and the introduction of the internet, the arrival of 5G network technology has been met with great enthusiasm and high expectations for its futuristic potential uses. Envisioned 5G-enabled applications include autonomous vehicle fleets; fully immersive, continuous virtual reality; a tactile, sensor-based internet; and billions of peer-to-peer connected Internet-of-Things devices. Despite the hype, a recent survey suggests that most business managers and executives do not understand the technology and its transformative potential nor how to assess its appropriateness for their existing operations. In this article, we explore the potential future applications of 5G, where we are today with the technology, its adoption challenges, and how managers should evaluate investing resources into 5G.

The founder of a non-profit organization that ran a cross-country ball hockey tournament in support of Food Banks Canada had to discuss the future of the organization with his team as it headed into its third year of operations. Foremost in his mind were questions about whether to continue Five Hole for Food as it had run for the first two years — organized exclusively on social media, managed completely by volunteers and funded by sponsorship donations — or else restructure it as a more formal organization, either independently or under the corporate social responsibility umbrella of a large corporation. The founder also faced serious challenges in assembling and organizing his management and operations teams: as the organization continued to grow, relying only on volunteer labour was going to become increasingly problematic. But if he started hiring and paying people for their time, would that change the organic nature of Five Hole for Food’s culture? He also wondered whether he should start to formalize the structure of the organization more, so it was less dependent on him as an individual. Could Five Hole for Food, which had raised over 50,000 pounds of food in its first two seasons, ever continue without him at the helm?