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Despite the positive effects of customer capital (CC), questions remain over how managers enable CC growth by applying their skills and capabilities through managerial actions and strategies, such as developing information technology (IT) capability, fostering relationship learning (RL) activities and developing green innovation performance (GIP) with clients. These questions are especially pertinent in small and medium-sized enterprises and automotive industry companies that operate through supply chains, where knowledge about customers is likely to result from personal contact between customers and organisational members. The purpose of this paper is to analyse the extent to which these managerial actions were more likely to lead to the successful creation of CC.

Using the partial least squares technique, this paper studies how these three managerial actions impact on CC. To do so, data from 140 companies in the Spanish automotive components manufacturing sector have been used.

The findings support the influence of RL on both GIP and CC. RL is a key managerial action in exploiting customer information and knowledge advantages, enabling firms to structure and reconfigure resources to produce new ways to compete and to satisfy stakeholders. In addition, results show that GIP is a determinant of CC because of its contribution to achieving sustainable competitive advantage, with GIP performing a mediating role in the relationship between RL and CC. A second contribution shows that IT is not in itself able to yield a competitive advantage, thereby validating the existence of complementary or co-focused strategic assets such as RL and GIP, which enhance IT’s influence on CC.

The authors were unable to explore the subtleties of the processes over time. Future research should include a longitudinal study.

This study considers RL an essential factor in achieving both GIP and CC. Consequently, managers should seek to build strong RL cultures. In addition, this study shows that IT is not in itself able to yield a competitive advantage, thereby validating the existence of complementary or co-focused strategic assets such as RL and GIP.

No study has ever examined these three antecedent variables (IT, RL and GIP) together, with the aim to examine their effects on CC.

This paper aims to investigate the performance of OECD countries' long-term productivity during the period of 1975–2018.

This study employed different approaches to evaluate how efficiency scores vary with changes in inputs and outputs: Data Envelopment Analysis (CRS, VRS and FDH), TOPSIS and TOPSIS of these scores.

The findings suggest that, during the period of this study, countries with higher freedom of religion and with Presidential democracy regimes are positively associated with higher productivity.

To the best of the authors’ knowledge, this is the first study that uses efficiency models to assess the productivity levels of OECD countries based on several contextual variables that can potentially affect it.

The purpose of this paper is to develop a straightforward method to quantify volume and value of postharvest losses in the tomato postharvest value chain in Nepal and estimate the monetary loss shouldered by value chain actors.

The study combines interview data to quantify volume and prices with produce sampling to quantify quality losses, and does this at four nodes of the tomato value chain in Nepal: farmers, collectors, wholesalers, and retailers to estimate volume and value of postharvest losses.

Almost one-fourth of the total tomato harvest weight that enters the value chain is lost before it reaches consumers, and other one-fifth is traded by the value chain actors at reduced price due to quality damage. The total volume of postharvest loss (weight and quality loss) is not the same for all value chain actors and the average monetary loss ranges from 4 percent of gross revenues for farmers to 12 percent for wholesalers.

A standard method to account for both physical weight losses and quality losses of horticultural produce is lacking in estimates of the monetary value of postharvest losses for horticultural crops. Knowing such losses is essential for postharvest technology generation, promotion, and adoption. This study provides a framework that can be adopted and improved in future loss assessment studies for estimating the volume and value of postharvest losses in a horticultural value chain.

The uniqueness of the method used in this study is that it combines interview data to estimate price and volume with produce sampling to quantify quality losses, and does this at four nodes of the value chain: farmers, collectors, wholesalers, and retailers. This method could become a standard approach for assessment of postharvest weight and quality losses and to estimate the monetary value of total postharvest losses in the value chain for horticultural crops.

Entrepreneurial ventures aspiring to disrupt existing market incumbents often use business-model innovation to increase the attractiveness of their offerings. A value proposition is the central element of a business model, and is critical for this purpose. However, how entrepreneurial ventures modify their value propositions to increase the attractiveness of their comparatively inferior offerings is not well understood. The purpose of this paper is to analyze the value proposition innovation (VPI) of aspiring disruptors.

The authors used a flexible pattern matching approach to ground the inductive findings in extant theory. The authors conducted 21 semi-structured interviews with managers from startups in the global electric vehicle industry.

The authors developed a framework, showing two factors, determinants and tactics, that play a key role in VPI connected by a continuous feedback loop. Directed by the determinants of cognitive antecedents, development drivers and realization capabilities, aspiring disruptors determine the scope, focus and priorities of various configuration and support tactics to enable and secure the success of their value proposition.

The authors contribute to theory by showing how cognitive antecedents, development drivers and capabilities determine VPI tactics to disrupt existing market incumbents, furthering the understanding of configuration tactics. The results have important implications for disruptive innovation theory, and entrepreneurship research and practice, as they offer an explanatory framework to analyze strategies of aspiring disruptors who increase the attractiveness of sustainable technologies, thereby accelerating their diffusion.

This paper aims to explore in depth how internal and external knowledge-based drivers actually affect the firms’ green innovation performance. Subsequently, this study analyzes the relationships between absorptive capacity (internal knowledge-based driver), relationship learning (external knowledge-based driver) and green innovation performance.

This study relies on a sample of 112 firms belonging to the Spanish automotive components manufacturing sector (ACMS) and uses partial least squares path modeling to test the hypotheses proposed.

The empirical results show that both absorptive capacity and relationship learning exert a significant positive effect on the dependent variable and that relationship learning moderates the link between absorptive capacity and green innovation performance.

This paper presents some limitations with respect to the particular sector (i.e. the ACMS) and geographical context (Spain). For this reason, researchers must be thoughtful while generalizing these results to distinct scenarios.

Managers should devote more time and resources to reinforce their absorptive capacity as an important strategic tool to generate new knowledge and hence foster green innovation performance in manufacturing industries.

The paper shows the importance of encouraging decision-makers to cultivate and rely on relationship learning mechanisms with their main stakeholders and to acquire the necessary information and knowledge that might be valuable in the maturity of green innovations.

This study proposes that relationship learning plays a moderating role in the relationship between absorptive capacity and green innovation performance.

This research has three main objectives. First, it examines influence of gamification on the behavioral intention to use an e-commerce platform. Second, it analyzes the role of the flow state given its importance in terms of behavior in online environments. Finally, the study aims to detect and analyze differences between Millennials and Generation X.

The theoretical basis for this study stems from technology acceptance model. The extended model incorporates gamification and the optimal state of intrinsic motivation, flow state, as additional constructs. An online consumer panel was used to collect data from 253 Spanish Amazon users. A structural equation modeling, partial least squares, is proposed and multi-group moderation was studied.

Gamification in Millennials has positive and significant indirect effects on behavioral intention through the flow state. In the case of the Generation X, it has been detected that flow interferes in its perception of ease of use. The behavioral intention of using the Web page is directly correlated with the purchase intention. Companies should offer a fun interface to Millennials and an environment easier to use to the Generation X, for gamification to be successful.

This study expands the research scope in gamification by focusing on e-commerce sector, a field where scientific research is still scarcely developed. It emphasizes the importance of flow as mediator. Age differences confirm the need for segmentation when applying gamification and marketing strategies in e-commerce.

This study enables to critically assess: what constitutes the consequences of a financial crisis to a multi-national enterprise operating in the emerging market of Russia; the decision-making processes behind crisis management and the corresponding search for informational grounds to be used as decision justification; and the role of sustainable development in times of crisis.

During the 2014–2015 financial crisis in Russia, L’Oréal Russia managed to increase growth by 7%–15%, strengthening its place as the market leader in the country. First, the case illustrates the way Antonio, the General Manager of L’Oréal Russia, had successfully approached this situation by learning from the shortcomings of the company’s strategy during the 2007–2008 crisis and deciding to take a proactive position concerning stakeholders. Then, upon recalling his success story, Antonio suddenly found himself at the dawn of yet another crisis caused simultaneously by the COVID-19 outbreak and oil prices drop. In the face of uncertainty regarding the applicability of prior crisis management strategy for the new economic and social reality of Russia, Antonio was worried about whether the company would be able to achieve the 2020 sustainable development goals of L’Oréal by the end of the year. The case dilemma involves choices Antonio faced during mid-March 2020 about strategy formulation based on an adjustment to the expected consumer behavior patterns and possible need to rethink sustainable development goals priority.

This case is appropriate for an undergraduate or graduate-level program curriculum for courses dedicated to or including topics related to crisis management, doing business in emerging markets, corporate social responsibility and consumer behavior. Before engaging with the case, the students should be aware of basic management- and economics-related concepts and terms, such as strategy, sustainable development, CSR and economic crisis.

Teaching notes are available for educators only.

CSS 11: Strategy.

To gain a better understanding of the impact of students’ home languages and cultural experiences on reading and writing instruction, the instructional methods and materials that best supported these students’ emerging bilingualism, and the contributions of their families in their utilization of their home languages and cultural experiences in a school setting. Mixed methods provided data on the literacy development in both home and school languages of three first-grade Latino students who were non-native English speakers enrolled in a school literacy intervention program for 12 to 20 weeks. The students’ confidence and motivation within their reading and writing instruction improved greatly with the encouragement of the use of their home languages and cultural experiences. All three students showed gains in speaking, reading, and writing in both their home and school languages. They made solid and useful connections between the languages and the texts, and drew upon their cultural experiences, which strengthened their reading and writing strategies in both languages. Involving the children’s families in lessons and in activities at school, and supporting their use of reading and writing at home, helped build relationships among the participants, families, and school faculty. This contributed to the beginnings of new understandings on the part of the school’s teachers and administration. Students need to have the space to use their home languages and cultural experiences in school, and I describe how educators in varied educational settings can replicate the same kinds of methods, materials, and support I offered to these students. I also describe suggested ways that teachers and administrators could include the knowledge of emergent bilingual families within the life of the school to further expand all students’ learning and promote social justice in the classroom setting.

In almost every large business, there is a growing recognition of the importance of organisational agility in improving their marketing responsiveness and business survival. However, limited insights have been offered by scholars on multinational enterprises and their marketing agility in emerging markets context. The purpose of this paper is to examine the various manifestations of agility and the various strategies adopted to sustain agility by an emerging economy multinational enterprise (EMNE) which started in the late 1990s as a small firm operating within the fresh fruit and juice industry in Africa.

The authors utilised empirical qualitative data from an emerging African economy to develop a three-stage model of how agility manifests overtime.

The authors find that successful development and deployment of international marketing agility strategy adopted by an EMNE from emerging markets hinge on building relationships, being socially responsible and being innovative in standardisation and adaptation in response to, and in anticipation of, the rapidly changing business environment.

This research is based on data from one organisation. Future research can consider using multiple cases from different countries to further understand marketing agility in emerging markets and when such firms internalise into developed markets.

This paper extends research on standardisation/adaptation debate and research on agility, to address the gap on international marketing agility. Hitherto, there was no significant research on marketing agility in emerging markets which focused on highly perishable products such as fruits. This research provides unique insight into how marketing agility could be developed, deployed and sustained in emerging African markets.