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Supporting information systems requires both thought and action, which managers should consider in a consistent roadmap before 'crossing the Rubicon' to adopt such systems.

AbstractBusinesses that combined cost leadership and differentiation strategies reported the greatest satisfaction with overall performance, but political and economic instability associated with trade sanctions continue to be a key concern for executives in Iran.

AbstractInflation in India is correlated with major economic variables which can be adjusted to targeted inflation while adopting a flexible and dynamic strategic policy framework.

AbstractFirm size is found to affect strategic decisions significantly, whereas technology and market stability stimulate product development and innovation.

AbstractDynamic scanning, identification, and reconfiguration capabilities can facilitate firms' strategic change toward sustainability and higher competitive advantage in an evolving market environment.

AbstractA number of key factors impact mobile phone use for personal agency in various settings, including non‐conventional ways not thought of before even by the designers and creators of this technology.

AbstractCertain strategic issues and challenges relating to financing and capital structure in family businesses are thought of differently from non‐family businesses and lead them to employ specific financial policies.

The extant literature argues that nonmarket strategies can establish, sustain, or enhance a firm's competitive advantage. Less clear is how and why effective nonmarket strategies influence a firm's competitiveness. Moreover, the extant literature tends to examine the two building blocks of nonmarket strategy—corporate social responsibility (CSR) and corporate political activity (CPA)—separately. In this article, we extend trust to the nonmarket environment. We analyze how CSR and CPA complement each other to create strong trust between firms and the polity, and how they consequently influence government policy. We show the mediating role of trust in policy influence, and argue that CSR and CPA should be aligned for the successful influence of salient government policy.

AbstractThis paper investigates the impact of four drivers of Governance diversity, namely gender, tenure, age, and educational attainment, on strategic direction and variation. It then incorporates corporate financial results as a moderating variable, testing how it impacts the links between board diversity and strategic variation. Strategic variation or change is assessed based on measuring deviation from past strategies. Our sample consists of 5011 firm‐year observations from 930 firms in the United States between 2010 and 2018. The findings indicate that the four drivers of Governance diversity show a positive relationship between the corporate board of directors and strategic variation/change. However, the strength of the effect depends on overall firm results/performance.

Corporate social responsibility (CSR) literature suggests CSR initiatives extend beyond meeting the immediate interests of stakeholders of for-profit enterprises, offering the potential to also enhance performance. Growing disillusionment of for-profit business models has drawn attention to social entrepreneurship and social innovation to ease social issues. Adopting a systematic review of relevant research, the article provides collective insights into research linking social innovation with social entrepreneurship, demonstrating growing interest in the area over the last decade. The past 5 years have seen a surge in attention with particular focus on the role of the entrepreneur, networks, systems, institutions, and cross-sectoral partnerships. Based on the findings of the review, the authors synthesize formerly dispersed fields of research into an analytical framework, signposting a "systems of innovation" approach for future studies of social innovation and social entrepreneurship.

Servitization is the move away from selling traditional product to selling a wide range of product/service bundle combinations, contributing to firm sustainability and profitability and hence the competitiveness of nations.

PurposeThis paper seeks to investigate what the marketing field can learn, with regard to the academic/practitioner divide, from other management disciplines that have a range of different relationships with their respective practitioners.Design/methodology/approachThe authors carried out 68 interviews of academics, practitioners and experts/consultants involved in academic/practitioner engagement from the marketing, accountancy, strategic management and organisation studies disciplines.FindingsThe most interesting aspects relate to two areas: exclusive engagement (as exemplified in accountancy) versus inclusive engagement (as exemplified in strategic management), and the practices associated with participative research (as exemplified in organisation studies). The appropriate approach to engagement will depend on the nature of the relationship between the academic field and its particular community of practitioners.Research limitations/implicationsThe research is limited to academics, practitioners and experts/consultants operating from the UK. However, the findings on the challenges of engagement are consistent with those reported in the extant literature.Practical implicationsThe first implication relates to defining what we mean when we talk about "practice". The literature is often vague with regard to this. Does it relate to functional professionals or a far wider group of non‐specialists? A useful starting point might be to conduct an audit to clarify where aspects of marketing theory are relevant. The second implication relates to what needs to be done to engage with non‐inclusive groups of practitioners. Some conditions required for success are outlined.Originality/valueThe paper explores a knowledge gap in relation to the practice of engagement. It identifies why it is important to debate the nature of the practitioner community, and provides some guidelines for effective engagement.

AbstractDesigning a modular product architecture and corresponding organization design may enable firms to internationalize more effectively and efficiently. Open and closed, integrated, and modular product architectures may be associated with increasing product market and firm internationalization. We postulate that the more open and modular the product architecture, the easier product market internationalization becomes. We hypothesize that an open and modular product architecture may permit international product markets to become "components" within a strategy of "modular internationalization."