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Limited research exists on the role of information access as a key success factor for rural entrepreneurs. The purpose of this study is to examine the importance of information access, among other inequality forms, in shaping entrepreneurial outcomes.

The authors used a qualitative, inductive research methodology. They conducted interviews with rural entrepreneurs and gained insights into the role of information access and basic tangible resources in shaping their ventures.

The authors identified two critical factors that impact rural entrepreneurs: inequalities in access to information and basic tangible resources. They found that inequalities in rural entrepreneurship are often interrelated, rather than isolated. The authors demonstrated that the relationship between entrepreneurship and inequality is not solely characterized by a positive or negative correlation but is a dynamic interplay where certain inequality forms may create barriers to opportunities for some individuals while creating opportunities for others.

The authors uncovered key barriers in rural entrepreneurship and constructed a roadmap to effectively address these challenges, providing valuable insights to policymakers and support initiatives and enabling the target of high-impact resources. This research supports efforts to provide rural entrepreneurs with equal opportunities to grow and succeed.

This research significantly contributes to the field by examining the complexities of entrepreneurship in emerging economies, with a particular focus on rural areas. The authors introduced a comprehensive conceptual model linking inequality and entrepreneurship, explored the challenges faced by rural entrepreneurs and offered strategic policy recommendations for development initiatives.

Determining the strategic thrust of the firm, it may be argued, is the principal task of top management. This task is aided by recent theories of business and marketing strategy, including the normative imperatives based on industry factors, resource factors, competences, market orientation, and relationship marketing. Choosing wisely from among the various theories of strategy requires an accurate understanding of the contexts of competition. This article argues that resource‐advantage theory, an evolutionary, disequilibrium‐provoking process theory of competition, provides that understanding. That is, resource‐advantage theory grounds theories of business and marketing strategy.

The purpose of this paper is to illustrate that conceptual frameworks developed from a general theory of competition, i.e. resource‐advantage (R‐A) theory, can facilitate managerial action.

After a brief overview of resource‐advantage (R‐A) theory, five conceptual frameworks are developed and offered for the purposes of managerial action.

This paper identifies several conceptual frameworks and after noting that conceptual frameworks that do not have positive theoretical foundations may not be as useful as those that do, develops five conceptual frameworks that are based on R‐A theory.

The conceptual frameworks developed in this paper have great potential for facilitating managerial action.

Conceptual frameworks that have positive theoretical foundations can be very useful for practitioners. In fact, the frameworks proposed in this paper can replace frameworks that are currently in use for managerial action.

With the emergence of big data analytics and the importance of analytics-driven decisions, the travel industry is swiftly jumping on and adopting the bandwagon. However, research in this domain is limited. Accordingly, the present research seeks to understand how big data analytics capabilities (BDAC) add value to tourism supply chains (TSCs) and can dynamic capabilities (DC) improve the triple bottom line.

Data from 218 valid responses were collected from different Indian tourism industry units. Confirmatory factor analysis (CFA) was applied to confirm the constructs, followed by partial least squares structural equation modelling (PLS-SEM) to check the mediating effect of DC on TSCs performance.

The findings show that BDAC significantly influence the performance of TSCs and that DC plays a critical role in strengthening the impact of BDAC on TSCs' economic performance. These results corroborate that DC plays a key moderating role.

This study contributes significantly to the tourism sector in India, where tourism is a key contributor to the country's gross domestic product. Theoretically, this study contributes to the resource-based view (RBV) and practically encourages professionals in the tourism sector to promote the use of BDAC to enhance the performance of TSCs.

The originality of the study is that it has tried to comprehend the moderating role of dynamic capabilities which impact BDAC to improve TSC performance.

The aim of this paper is to illustrate that the operant resource perspective of the service-dominant (S-D) logic can explicate how operant resources can influence relationship marketing (RM) strategy success.

After a brief discussion of the operant resource perspective of the service-dominant (S-D) logic, the paper reviews relationship marketing literature to identify and explore specific operant resources that can influence relationship marketing success.

This paper identifies several operant resources that have been empirically verified to have positive influence on relationship marketing success and several other operant resources that need further conceptual and empirical investigation.

The operant resource perspective of relationship marketing strategy and the operant resources identified in this paper provide the foundation for theory development and managerial practice.

The purpose of this paper is threefold: first, to investigate the role of big data and predictive analytics (BDPA) and social capital on the performance of humanitarian supply chains (HSCs); second, to explore the different performance measurement frameworks and develop a conceptual model for an HSC context that can be used by humanitarian organizations; and third, to provide insights for future research direction.

After a detailed review of relevant literature, grounded in resource-based view and social capital theory, the paper proposes a conceptual model that depicts the influence of BDPA and social capital on the performance of an HSC.

The study deliberates that BDPA as a capability improves the effectiveness of humanitarian missions to achieve its goals. It uncovers the fact that social capital binds people, organization or a country to form a network and has a critical role in the form of monetary or non-monetary support in disaster management. Further, it argues that social capital combined with BDPA capability can result in a better HSC performance.

The proposed model integrating BDPA and social capital for HSC performance is conceptual and it needs to be empirically validated.

Organizations and practitioners may use this framework by mobilizing social capital, BDPA to enhance their abilities to help victims of calamities.

Findings from study can help improve coordination among different stakeholders in HSC, effectiveness of humanitarian operations, which means lives saved and faster reconstruction process after disaster. Second, by implementing performance measurements framework recommended by study, donors and other stakeholders will get much desired transparency at each stage of HSCs.

The findings contribute to the missing link of social capital and BDPA to the existing performance of HSC literature, finally leading to a better HSC performance.

This study aims to investigate an under-researched area, an international marketing perspective, based on international dynamic capability, environmental sustainability and organizational marketing performance in gamification and non-gamification-based organizational culture (OC). This paper deepens the understanding of gamification-based and non-gamification-based OC influence on innovation capability and environmental and organizational marketing performance through the theory of organizational creativity and the theory of administrative behavior (AB).

The authors collect data from firms that abide by the ISO 14091 certifications to ensure the proper quality standards. Primary data from 384 firms are used to test the hypotheses. The results would help firms invest in technological solutions by practicing creativity over time. Additionally, the study helps explore how AB is critical in steering technological creativity for making firms climate-conscious.

The study's findings identified that OC has a positive influence on technological innovation capabilities and environmental innovation capabilities. Technological innovation capabilities have a beneficial impact on environmental sustainability. Environmental sustainability appears to have a substantial correlation with technological innovation skills. Environmental innovation capabilities positively impact environmental sustainability and organizational marketing performance. A moderating effect of gamification on the international dynamic capabilities within a relationship between organizational culture and environmental innovation capabilities exists.

The investigation is confined to understanding how gamification-based and non-gamification-based organizational marketing culture affects innovation capability, environmental sustainability and organizational performance through the lens of theory of organizational creativity and theory of AB.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.