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Working from the expanded model of adaptive selling behavior offered by Eckert and Plank (2004), this paper attempts to add greater depth and specificity to the adaptive output categories making them more useful for research advancement and for both the teaching and execution of an adaptive selling approach. Relevant literature is identified, organized, and offered as theory sources to support and expand the adaptive selling model.

Fundraising plays a critical role in the success of non-profit organizations (hereafter NPOs). This study aims to propose to analyze fundraising from a service-dominant logic, specifically from a service ecosystem approach, to understand the different entities and interactions involved in this activity, as well as the types of value that emerge from them.

A cross-case study was developed using three health-care Brazilian NPOs. Data collection methods were performed to build each case, including observation of NPOs’ telemarketing staff interaction with donors and long interviews with their marketing managers. Data analysis involved applying the service ecosystem framework to each NPO and contrasting them.

First, the findings revealed the way in which religious, political and child-rearing institutions integrate into citizenship ideals that permeate both NPOs’ and donors’ attitudes and behaviors. Second, five different fundraising interactions (emotional, religious, political, influencer and empathetic) in which NPOs and donors pool their resources to co-create value are presented. Third, how the outcomes of fundraising interactions manifest for NPOs in the form of financial (money and time) and social value (social legitimation) and for teleworkers and donors in the form of emotional value (joy and relatedness) are identified.

This paper used a service ecosystem approach to analyze a new service context “fundraising,” which has been scarcely discussed in the literature. The findings show how macro-level institutions work together for fundraising. Five different fundraising interactions were identified, linking the communication with the service experience literature. Finally, the findings identify fundraising’s different value outcomes extending traditional approaches for evaluating this activity.

Complex crises affect tightly coupled systems making them highly unpredictable. This paper aims to determine how organizations learn from their crisis experience shaping their knowledge and transformation trajectory toward and beyond survival. A theoretical framework integrating organizational learning (OL) and knowledge management in organizational transformation (OT) in complex crises is presented.

This conceptual paper presents a systematic literature review on OT in crisis from 2000 to 2021. To achieve integration, the authors searched for studies on OT, knowledge management and OL, each paired with a crisis.

Crises highlight the emergent and decentered nature of knowing and organizing. This study suggests that OT is achieved through various changes in organizational knowledge. Different learning modes enable the transformation of knowledge in a crisis: contextual or situated learning, strategic and collective integration.

The authors' pandemic experience may have influenced the analysis. This paper does not account for new types of learning emerging due to the influence of digital technologies.

Organizations may hasten renewal through distributed crisis management facilitated by contextual and strategic learning and collective integration.

This study categorizes learning, based on its function in crisis management, into three types: contextual learning for creative problem-solving, strategic learning for leadership and direction and collective integration to evaluate their crisis journey. Through this classification, this study sheds light on the types of knowledge needed to manage crises effectively, showing that organizations can leverage their crises by transforming and innovating themselves in this turbulent period.

This paper aims to explore the intersection between service and social innovation, using a service-dominant logic (SDL) ecosystem approach to analyze how service innovations cocreate transformative value for individuals and communities.

A case study, with different data sources, is used to understand different innovations in a program that provides financial training to women in poverty in Colombia.

In the program’s service ecosystem, actors worked in tandem to develop dialogical service innovations. These service innovations transformed into social innovations, cocreating transformative value at different levels of the service ecosystem, including beneficiaries, families and communities.

First, this study illustrates how, during service value cocreation experiences, a dialogical innovation path occurs with the simultaneous participation of different service entities. Second, it uses transformative value cocreation to integrate service and social innovations conceptually. Third, it reveals how service innovation cocreates transformative value at different levels of the service ecosystem. Fourth, it shows how technology in its material and immaterial forms, working as an operand and operant role, respectively, facilitates service innovations.

This study illustrates how a wider service focus including all actors involved, in addition to a holistic view of beneficiaries, can prompt service and social innovations.

Service and social innovations have been seen as parallel fields. This study uses SDL to integrate these types of innovation processes and outcomes by applying the concept of transformative value.

The purpose of this study is to identify how the value dynamics of the freemium business model (BM) play out in a social enterprise.

We draw on a multiple case study of two social enterprises –one nonprofit (Aravind Eyecare) in Asia and one for-profit in Latin America (Biodent)– to analyze the implications of applying the value architecture of a freemium BM to social enterprises.

The freemium BM departs from standard practice when applied in social enterprises. Meaningful differences include the feasibility/desirability of converting free users to paying ones, the presence of significant variable costs –which requires balancing the ratio of free and paying customers– and the use of nontraditional pricing schemes to enhance value capture. The social freemium BM can increase scalability, value creation and value capture. Under this model, “beneficiaries” can be more than passive recipients of value and contribute to a venture's success in various ways –such as lowering its operational costs or enhancing its value proposition toward third parties.

While in the past years commercial enterprises have been disrupted by the emergence of freemium platforms, the social enterprise field has barely taken notice. We extract lessons and implications from this paradigmatic change for the theory and practice of business model innovation in social enterprises, of particular relevance to Latin America, where social and environmental disequilibria remain a recurring feat.

Identificar cómo el modelo de negocio freemium impacta el desarrollo de un emprendimiento social.

realizamos un estudio de caso múltiple de dos emprendimientos sociales –uno sin fines de lucro (Aravind Eyecare) ubicada en Asia y el otro con fines de lucro ubicada en América Latina (Biodent)– para analizar las dinámicas qué genera el modelo de negocio freemium en la arquitectura de valor de los emprendimientos sociales.

Cuando el modelo freemium se aplica a un emprendimiento social, surgen diferencias respecto de la práctica estándar en empresas comerciales. Estas diferencias incluyen la viabilidad/conveniencia de convertir a los usuarios gratuitos en clientes de pago, la presencia de costos variables significativos –que imponen la necesidad de equilibrar la proporción de usuarios gratuitos y clientes de pago– y el uso de esquemas de precios no tradicionales para mejorar la captura de valor. El modelo freemium social puede contribuir a facilitar la escalabilidad, así como la creación y captura de valor de un emprendimiento social. Bajo este modelo, los “beneficiarios” pueden ser más qué receptores pasivos de valor y contribuir al éxito de la empresa de diversas formas –por ejemplo, reduciendo sus costos operativos o mejorando su propuesta de valor.

En las últimas dos décadas, varias industrias sufrieron grandes disrupciones por el surgimiento de modelos de negocio basados en plataformas, como el freemium. Sin embargo, hasta ahora el campo del emprendimiento social parecía no haber tomado nota de este cambio paradigmático. En este artículo, extraemos lecciones e implicaciones de este cambio para la teoría y la práctica de los emprendimientos sociales. Nuestros hallazgos son particularmente relevantes para América Latina, en donde subsisten profundos déficits socio-ambientales.

[There are thousands of lists of books on special subjects, and nothing more is attempted here than to indicate the most useful. For other lists and bibliographies, reference must be made to the works in Section I. The catalogues of special libraries and the numerous lists of books on special subjects contributed to professional magazines must also be sought for there.]

The purpose of this paper is to explore the extent to which hope and perceived goal attainment can be developed in subsistence entrepreneurs through the right training tools.

A longitudinal study of a subsistence entrepreneurship training program in three Central American countries was carried out. Participants were divided on the basis of their exposure to training (yes, no), and of the type of training received (none, business plan, business model). The authors carried out three assessments (just before the program, six months and one year after the program) of participants’ business goals and their hope of attaining them. Information was analyzed using linear regression.

Participants exposed to training reported significant increases in perceived goal attainment and in their hope levels. Training based on the business plan affected hope agency in the short term, as predicted by the logic of causation theory. Training based on the business canvas affected hope pathways, as predicted by the logic of effectuation theory.

Given the data collection process (a non-random sample and selection of participants), the findings are not generalizable without stringent procedures and further replication.

If hope is a reliable predictor of goal attainment, it should be promoted and measured. Given the limited means of gathering data and making reliable projections that most entrepreneurs endure, the business canvas’ contribution to entrepreneurs’ “emotional equipment” ceteris paribus should be more valuable for subsistence entrepreneurs.

This is the first study comparing the short- and long-term effects of two entrepreneurial learning devices on entrepreneurs’ hope and business goal attainment.

Professional and collegiate sports face an ever increasing challenge from competition for sport fans’ attention and dollars as available alternatives proliferate. Teams are looking for new ways to make games more attractive in order to fill their seats. While true to some degree for all sports, Major League Baseball (MLB) has attracted the greatest attention from researchers and practitioners interested in increasing game attractiveness. The current study demonstrates a method that can be applied in many retail settings and reports on the most comprehensive research to date, examining every game played in the 2002 season for all MLB teams. Multiple regression analysis is performed using both promotion type and relevant timing variables to determine when promotions will be most successful at increasing attendance. Bobblehead giveaways and two combinations of promotions; a giveaway and special event or two special events, are found to have the greatest impact. Promotions during night games are also found to result in the greatest increase in attendance.

The just‐in‐time (JIT) production system is notable for its emphasis on employee involvement and participation. However, we suggest that the role of participation that is most typically described in the organizational behavior (OB) literature does not match the type of participation practiced in JIT. We introduce a theoretical framework that accounts for these different perspectives: whereas the OB approach treats participation as an intervention and hence as an independent variable, the JIT approach sees it as a side effect of the JIT production system and hence a dependent variable. Understanding of the differences is essential in JIT implementation in the workplace if we are to avoid miscommunication, stress, and disbelief in the system.

There is a broad consensus in the literature that spinoffs tend to create value for shareholders and exhibit positive long‐run excess returns. However, most of the prior studies are confined to the US and the European cases. The spinoff problems in Hong Kong are surprisingly under‐studied despite its important role as a global center of capital formation. In this paper, we find that there is a short‐run value creation for the Hong Kong spinoffs. However, the financial health of the spinoff companies, measured by various financial ratios, tends to deteriorate in the long‐run. In general, Hong Kong spinoffs generate negative returns to investors.