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The purpose of this paper is to provide a nuanced understanding of international marketing agility by connecting organizational capability literature with that of standardization and adaptation. The focus of the research is to clarify whether managing the tension between product standardization and service customization generates an extra premium in international markets.

Two disaggregated Chinese data sets, the Annual Survey of Industrial Enterprises and the China Customs Database, are used for developing an econometric model. Export quality improvement is the outcome variable in reflecting the effect of international marketing agility on performance.

International marketing agility is reached through upstream FDI intensity, particularly in the context of service FDI. Manufacturing sectors with higher service intensity have more agility, being more likely to generate export quality.

This study makes three theoretical contributions by clarifying the concept of international marketing agility as an organizational capability generated by manufacturing standardization and service customization; investigating the influence of upstream FDI intensity for export quality while taking into account the industry contexts; and obtaining an enhanced understanding of the service intensity of manufacturing firms on export quality.

The authors offer a nuanced and contextualized understanding of international marketing agility and explore the complex relationships between FDI, service intensity and export quality.

Smiles displayed at varying intensities by service providers may result in different social judgments by customers, affecting decision-making. This study investigates the joint effect of customers' sense of power (low vs. high) and service providers' smile intensity (slight vs. broad) on their warmth and competence perceptions in service encounters.

The authors conducted four experiments based on the Stereotype Content Model (SCM) of social judgments and the agentic-communal model of power, and assessed the impact of perceived power and smile intensity in different service encounter contexts.

The interaction effect of customers' sense of power (low vs. high) and service providers' smile intensity (slight vs. broad) influences customers' social judgments (warmth perceptions vs. competence perceptions). A service provider who displays a broad smile is more likely to be perceived as warmer by customers with a low sense of power, but less competent by those with a high sense of power. Furthermore, mediation analysis revealed that the combined effect of customers' sense of power and service providers' smile intensity on customers' subjective well-being and purchase intentions might be attributed to their social judgments.

This study reveals the intrinsic mechanism behind the interaction effect between smile intensity and sense of power affecting customers' purchase intentions and subjective well-being, namely, warmth/competence perceptions.

This study aims to examine the relative impact of three drivers affecting consumers’ usage consideration for a brand extension into a service category using data from actual consumers of a national oil change retailer contemplating various service brand extensions.

Data for the study were collected in two separate surveys using structured self-administered questionnaires. Three drivers were measured for their effect on consumers’ usage consideration for service brand extensions (dependent variable), namely, parent brand evaluation, extension fit and degree of service intensity of the extension.

The results indicate that parent brand evaluations are the strongest drivers of brand extension usage consideration, regardless of the extension fit or the degree of service intensity of the extension. In addition, the findings suggest that the closer the fit to the parent brand, the more likely the extension will be considered. In contrast, consumers are less likely to consider using an extension as the level of service intensity increases.

This study’s use of actual customers of the brand, for real service brand extensions provides a higher degree of external validity than previous work in this area, and it yields a deeper understanding of the criteria used by consumers when evaluating service brand extensions. The study also provides managerial implications that are of practical value to academics and practitioners alike.

Many service firms have adopted creativity reinforcement mechanisms to manage employee-based service creativity so as to pursue their performance growth. However, its impact on firm performance has rarely been investigated in the extant research. The purpose of this paper is to satisfy this knowledge gap through an examination of how service creativity reinforcement (SCR) affects a firm’s performance.

Two samples were used to test the hypotheses. The first sample included a total of 4,381 service firms and was analyzed by using a traditional moderated regression method in relation to sales growth as the outcome variable. Due to a number of missing values, the second sample was reduced to 1,481 service firms. This sample was analyzed by using a moderated fractional regression method and the outcome variable was innovation performance. Furthermore, a multi-valued treatment approach with the augmented inverse-propensity weighted estimator was adopted to assess the performance effect that was associated with each of the SCR mechanisms.

Statistical analyses suggested that SCR positively affected both the firm’s performance and its innovation performance. Specifically, the stronger performance effects of SCR were associated with firms that had high innovation intensity, were small service firms and were part of the knowledge-intensive business service (KIBS) sector. The results also found that brainstorming sessions, a multi-disciplinary team approach, task rotation and non-financial incentives had greater performance effects than other mechanisms, especially for firms in the KIBS sector that had high innovation intensity. In addition, the results indicated that team-level mechanisms were more effective in developing highly innovative services than were individual-level mechanisms.

This study has contributed to the service literature by developing a contingency framework for SCR. This study has also advanced service research through the presentation of contextual effects associated with each mechanism of SCR.

This study aims to determine the simultaneous effect of exporting firms' competitive strategies and capabilities on the achievement of competitive advantages and export performance under the boundary conditions of competitive intensity. In so doing, the study combines the alternative theoretical lenses of the resource-based view (RBV) and the structure–conduct–performance (SCP) paradigm.

Primary data were obtained from 281 Turkish manufacturer–exporter firms operating in different sectors and located in several regions of the country. Structural equation modeling was utilized to test our conceptual framework, which combined the effects of RBV-based and SCP-based factors on competitive advantages and export performance under the moderating influence of competitive intensity.

This study reveals that unique firm capabilities, specifically informational, relational, and marketing capabilities, and competitive strategies, including differentiation and cost leadership, provide export firms with a competitive advantage and improve their export performance in foreign markets. Furthermore, competitive advantages partially mediate the effects of competitive strategies and unique firm capabilities on export performance. Finally, unexpectedly, and contrary to most of the existing literature, we find that competitive intensity negatively moderates the link between service advantages and export performance.

This research offers a comprehensive view of manufacturer–exporter firms' export performance by accounting for the overlooked simultaneous effect of firm capabilities and competitive strategies through the mediation of competitive advantages and under the boundary conditions of competitive intensity.

Economic production analysis can provide critical perspectives on an industry’s performance. The purpose of this paper is to investigate the factor input intensity of hospitality and related industries, namely, accommodation, food service and amusement, gaming and recreation (AFAGR), compared to other service industries.

This paper compared AFAGR with other industries categorized as services by the North American Industry Classification System (NAICS). The NAICS code of up to four digits was used to collect data (US Census Bureau).

Results of this paper confirm extant literature that food service is more labor-intensive than other service industries; however, this was not true of accommodation and AGR industries. Similarly, while food service industry was relatively less intermediate input intensive than other service industries, accommodation and AGR were not. There were no significant differences between hospitality and other service industries (AFAGR) in their capital intensity. Another important finding was that while accommodation had constant results to scale, AGR had increasing returns to scale and food service industry was found to have decreasing returns to scale.

This investigation only looked at the four-digit NAICS-coded industries. International differences could also be investigated in the future.

Based on theoretical arguments, high labor intensity together with low intermediate input in food service industry suggests that efficiencies could be gained in these businesses. This may also be evident by the decreasing returns to scale that this paper found for the food service industry. These comparisons could guide additional research about the causes, consequences and potential sources of improvement of efficiency of economic productivity in AFAGR. Managers in AFAGR would find it valuable to understand how they might be able to enhance economic output, particularly in the context of the role of labor. Furthermore, any changes in one economic input would have implications on other inputs and possibly on productivity.

Any future recalibration of input intensity in hospitality industries could have both social and economic consequence.

This paper enhances our understanding of how hospitality industries use economic factors of production. Labor in AFAGR is viewed as a given. This study suggests that food service industry may need to reevaluate its labor productivity, the way it is measured and how it might affect efficiencies. Such understanding could better inform the sources and causes of economic efficiencies in AFAGR industries. Until now, this understanding has mostly been based on relatively scarce comparative systematic analysis.

Direct sales at the winery constitute one of the most used indicators for evaluating the success of a wine tourism experience. In this respect, service performance at the winery can have some influence on sales, which assumes that there is a direct link between the service level intensity of the wine tourism offer and the intensity level of direct sales at the winery; thus proposing that the global sustainability of the economic performance of the winery would increase if the wine tourism experience was supported by intense wine tourism services.

A descriptive statistical investigation was conducted on a sample of 35 Italian wineries, giving evidence on the adoption of different service categories as part of the wineries' wine tourism offers. From these results, an inferential statistical analysis was conducted to detect the existence of a direct link between wine tourism services and direct sales at the winery.

Based on the current investigation, even though it was of an exploratory nature, the evidence does not in general support a direct link between the service level intensity of the wine tourism offer and the level of intensity of direct sales at the winery. Instead, some evidence points to a potential direct link between logistics services and direct sales. Unfortunately, some evidence emerged regarding the lack of availability of wine tourism services for disabled persons.

Wine tourism is a relevant success factor for the wine business. Its influence affects not only the wineries' reputation through word-of-mouth, most of all on the social networks but also their image and most importantly their direct sales. Frequently, in fact, wine tourism performance can be evaluated by direct sales performance. As a result of the current investigation, however, it is likely that the intensity level of direct sales at the winery is not the most correct indicator for evaluating the success of a wine tourism experience with high levels of service, especially when considering overall sustainability.

The purpose of this paper is to develop various measures and visualizations that reflect differences in the maturity and characteristics of mobile services. The visualizations and measures support market research processes with a recently developed handset‐based mobile service research tool.

A new handset‐based mobile service research platform was used in the study. This platform provides both questionnaire data and accurate usage‐level measurement data. The dataset included 695 Finnish smartphone users from year 2006, and 565 users from 2005.

Penetration, usage concentration and usage diversity indices illustrate how mobile voice has already reached the mass market and consequently relatively small differences in usage intensities among end‐users exist. On the contrary, many new services such as multimedia and internet browsing still catch quite explorative instead of sustainable usage. User preferences towards emerging mobile services are more heterogeneous than towards mature services. The distribution of usage in new services is quite skewed, whereas more linear cumulative distributions can be observed with mature services. Service life‐cycle reflects in measurement results.

The research includes data only from early‐adopter users. In addition, many background variables are missing that could explain some of the results. In particular, the supply side of the market is inadequately modeled.

The research shows that only a handset‐based data collection method provides accurate enough data to do cross‐service studies in today's more and more complex mobile service market.

The contribution of the paper is its unique data collection method, which makes this kind of accurate analysis possible. Handset‐based data can be efficiently used in micro‐level comparisons of user behavior or service usage patterns. Many of the studied services are such that, for example, network‐based research tools do not provide adequate possibilities for collection of data. The handset‐based research method is the only viable way to do accurate empirical mobile service research and demand‐side estimations in the kind of challenging cross‐service settings introduced in this paper.

This study presents an empirical snapshot of management challenges among different types of service industries (Service Factory, Service Shop, Mass Service, and Professional Service). Based on data collected (sample size = 273; response rate 97.5 percent) from the managers of four services (Fast Food, Auto Repair, Retail Sales, Legal Services) we show how management challenges change with customer contact/customization and labour intensity. These results have important implications for understanding “real life” service operations, for process improvement, and for service design.

Revisits the strategic resource management (SRM) model, a framework that was developed 20 years ago as a managerial tool for performance measurement and integrated decision making in retailing. Shows certain modifications to the SRM model, focusing on the gross and net margin return on retail space (i.e. GMROF and NMROF) as the key metrics. Authors contend the new focus gives the SRM framework a firmer grounding conceptually, and makes the SRM model more directional in practice. The paper also extends the SRM framework from its traditional gross margin metrics to net margin. Authors believe the greatest benefits of the SRM framework continue to be in benchmarking, planning, and executing alternative inventory, space, and people strategies in an integrative fashion.