Customer orientation and innovativeness:differing roles in new and old Europe

Burgess and Steenkamp [Burgess, S. M., & Steenkamp, J. (2006). Marketing renaissance: How research in emerging markets advances marketing science and practice. International Journal of Research in Marketing, 23(4), 337-356.] have pointed out that marketing knowledge derives almost exclusively from research conducted in high income, industrialized countries. However, the generalizability of marketing knowledge should also be tested in emerging markets. We demonstrate that returns on customer orientation and organizational innovativeness play out differently in New versus Old Europe. Contrary to previous research, we find that customer focus is at least as important in New Europe as in our Old European country, while organizational innovativeness appears more important in New Europe to drive both customer service and financial performance

Market-level information and the diffusion of competing technologies:an exploratory analysis of the LAN industry

Market-level information diffused by print media may contribute to the legitimation of an emerging technology and thus influence the diffusion of competing technological standards. After analyzing more than 10,000 trade media abstracts from the Local Area Networks (LAN) industry published between 1981 and 2000, we found the presence of differential effects on the adoption of competing standards by two market-level information types: technology and product availability. The significance of these effects depends on the technology's order of entry and suggests that high-tech product managers should make strategic use of market-level information by appropriately focusing the content of their communications. © 2007 Elsevier B.V. All rights reserved

Going down the slippery slope of legitimacy lies in early‑stage ventures: the role of moral disengagement

It would seem, on the surface, logical that entrepreneurs would treat stakeholders with honesty and respect. However, this is not always the case—at times, entrepreneurs lie to stakeholders in order to take a step closer to achieving legitimacy. It is these legitimacy lies that are the focus of the current work. Overall, while we know that legitimacy lies are told, we know very little about the psychological processes at work that may make it more likely for someone to tell a legitimacy lie. Thus, we theorize about the pressure to pursue legitimacy, the situational and individual factors that affect this pursuit, as well as how this context can lead to moral disengagement and the telling of legitimacy lies. Our theorizing advances the existing literature and provides a dynamic framework by which future research can delve more deeply into the nuanced context that breeds the escalation of legitimacy lies

Passion for an activity and its role on affect: does personality and the type of activity matter?

While personality traits play a crucial role in a person’s general affect, passion for an activity has been shown to partially mediate this relationship, with harmonious passion generally related to positive affect and obsessive passion to negative affect. However, activities are not all the same with some characterized as having “positive” consequences while others as having “negative” consequences. This study examines how passions manifest for two popular activities: physical exercise, an activity with in general “positive” consequences, and social media, an activity with potentially both “positive” and “negative” consequences. We replicate and extend earlier studies which have relied on baskets of heterogenous self-reported activities without distinguishing between activities. We find that, when fully controlling for personality, obsessive passion for physical exercise is positively associated with positive affect while obsessive passion for social media is positively associated with negative affect. However, harmonious passion for either activity has no significant association with any affect. Further, we find that passions for physical exercise relate with conscientiousness while passions for social media with neuroticism

Achieving the paradox of concurrent internationalization speed: Internationalizing rapidly in both breadth and depth

In this paper, we draw on the notions of breadth and depth of internationalization speed in an attempt to examine the performance implications for multinational enterprises (MNEs) that rapidly and concurrently internationalize in new and existing foreign markets. Specifically, we examine the organizational paradox which suggests that firms which grow internationally by concurrently expanding rapidly in both new foreign markets (breadth) and in foreign markets they currently operate (depth), are better off than firms which do not adopt such an approach. Since past research has not examined the interaction between the breadth and depth of MNE internationalization speed on firm performance, we contribute to the temporal dimension of the internationalization process by developing a novel, yet paradoxical approach. Our analysis is based on a longitudinal sample of the world’s largest retail MNEs covering the period 2003 – 2012, which includes the 2008 financial crisis that had a significant effect on the global economy. We find that concurrent internationalization speed positively relates to firm performance during periods of stability. Further, we draw from the upper-echelons theory and find that the aforementioned relationship can be strengthened by the level of CEO international experience and CEO education

Motivations and passions in m-Facebook use

Introduction. It is estimated that more than 2.5 billion people globally use social networks (Statista, 2018c), among which Facebook remains by far the largest with nearly 2.3 billion active users (Statista, 2018b), despite the dominance of other social networks in large countries such as China (e.g. WeChat, QQ) and Russia (e.g. Vkontakte). Following a long tradition of technology use models (Davis, 1989; Van der Heijden, 2004), extant literature on social networks focuses on enjoyment (hedonic motivation) and usefulness (utilitarian motivation) as the main perceived benefits motivating people to use social networks such as Facebook (Chang, Hung, Cheng, & Wu, 2015; Cheung, Chiu, & Lee, 2011; Lin & Lu, 2011) Meanwhile, an emergent strand of research draws on the theory of passions (Lemay, Doleck, & Bazelais, 2017; Orosz, Vallerand, Bőthe, Tóth-Király, & Paskuj, 2016; Wakefield & Wakefield, 2016) which posits that user engagement is the result of a psychological process that makes social network use an integral part of the user’s own identity (Vallerand et al., 2003; Vallerand et al., 2007)

Work engagement and the impact of a social identity crafting approach to leadership: A case from Africa's air transport industry

Purpose Managers of public organizations in liberalized sectors face the dual imperative of retaining skilled employees who might be poached by commercial competitors, and improving service performance levels, without a free hand to invest resources. While employee work engagement has been previously suggested as a solution to such management challenges, limitations in its ability to retain employees have been identified. We therefore examine how a social identity crafting approach to public leadership that confers a sense of group identity among team members, can enhance and extend beyond employee work engagement in addressing this dual imperative. Design/methodology/approach We report findings from a survey of employees (n = 199) in 'ATCO' a state-owned national airline that is facing challenges from commercial rivals within a new, competitive environment.Findings We confirm previously identified limitations of employee work engagement and, further, demonstrate that a social identity approach to leadership offers a promising avenue for public managers not only by enhancing employee engagement but more importantly enhancing retention and service performance. Originality We contribute to studies of leadership, particularly for managers operating in the public sector and resource constrained environments, demonstrating how social identity crafting, which does not require costly investment to attain, can deliver improved service performance and reduced employee turnover intention, operating beyond employee work engagement which reaches a plateau in respect of the latter

Digital sales channels and the relationship between product and international diversification: Evidence from going digital retail MNEs

We argue that in the era of e-commerce, retail firms can simultaneously grow their product and international portfolio by adopting a multichannel strategy, that is, using digital and physical channels. Drawing on the resource bundling perspective, we argue that the previously advocated negative relationship between product and international diversification is mitigated by the retail firm's digital sales intensity. By separately examining product and international diversification across digital and physical channels, we find that while increased product diversification in physical channels relates negatively with international diversification in both physical and digital channels, increased product diversification in digital channels relates positively with international diversification in both channels. Our hypotheses are tested against a sample of 122 born physical - going digital retail MNEs over the period 2006–2016

Digital sales channels and the relationship between product and international diversification: Evidence from going digital retail MNEs

Supporting information: Additional supporting information can be found online in the Supporting Information section at the end of this article, available at: https://doi.org/10.1002/gsj.1465.Copyright © 2022 The Authors. Research Summary: We argue that in the era of e-commerce, retail firms can simultaneously grow their product and international portfolio by adopting a multichannel strategy, that is, using digital and physical channels. Drawing on the resource bundling perspective, we argue that the previously advocated negative relationship between product and international diversification is mitigated by the retail firm's digital sales intensity. By separately examining product and international diversification across digital and physical channels, we find that while increased product diversification in physical channels relates negatively with international diversification in both physical and digital channels, increased product diversification in digital channels relates positively with international diversification in both channels. Our hypotheses are tested against a sample of 122 born physical - going digital retail MNEs over the period 2006–2016. Managerial Summary: The decision on how firm resources should be allocated for growing a firm's product and international scope has been a continuing debate in corporate strategy. While our research supports the conventional wisdom that product portfolio growth relates negatively to international market growth, we show that firms which increase their digital sales are able to mitigate the costs associated with this relationship. Based on longitudinal data of some of the world's largest retail MNEs, our research shows that retail firms with increased digital sales activity are more capable of mutually benefiting from simultaneously growing their product portfolio and international market presence. Therefore, if a retail firm aims at simultaneously growing its product portfolio and international market presence, it is advisable that they increase their proportion of digital sales (i.e., e-commerce activity)

Dynamic strategic marketing planning: the paradox of concurrently reconfiguring and implementing strategic marketing planning

Traditional marketing planning may not be as effective in today’s challenging environments for achieving the dual imperative of meeting objectives and continuously improving market fit. Therefore, we introduce the concept of dynamic strategic marketing planning (DSMP) as a higher-order capability that requires the concurrent orchestration of marketing planning, senior management-led strategic implementation, and change as operationalized through the reconfiguration of processes and resources. With responses from 313 CEOs, we demonstrate that DSMP does overcome the innovativeness rigidities found in ordinary marketing planning capabilities. While DSMP is associated with higher levels of innovativeness, it also achieves higher levels of financial performance over ordinary marketing planning capabilities. Our findings seek to transform marketing planning practice by requiring that its implementation receives the attention of senior managers and combines reconfiguration processes that promote the renewal of plans and capabilities