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This study aims to examine the influence of brand awareness on brand equity with the mediating role of brand association and perceived quality.

This research is applied in terms of the objective and descriptive survey in terms of methodology because its objective is to describe the studied conditions or phenomena and also the relationship between research variables that have been conducted in the field method.

The results explained that 53% of respondents are female and 47% of respondents are male. Most respondents are between 30 and 40 years old, and the youngest respondents are less than 30 years old. Most respondents were specialists, and the 134 respondents were subspecialists. The results explained that the significance level of the Kolmogorov–Smirnov test for research variables is less than 0.05 and has an abnormal distribution. The abnormality of the data in this study directed the authors to use PLS software to analyze the data.

To the best of the authors’ knowledge, it is the first time that research is prepared to study the impact of these marketing parameters on dentists’ prescription behavior.

The purpose of this paper is to study the effects of sports sponsorship on brand equity using two managerially related outcomes: price premium and market share.

This study uses a best–worst discrete choice experiment (BWDCE) and compares the outcome with that of the purchase intention scale, an established probabilistic measure of purchase intention. The total sample consists of 409 fans of three soccer teams sponsored by three different competing brands: Nike, Adidas and Puma.

With sports sponsorship, fans were willing to pay more for the sponsor’s product, with the sponsoring brand obtaining the highest market share. Prominent brands generally performed better than less prominent brands. The best–worst scaling method was also 35% more accurate in predicting brand choice than a purchase intention scale.

Future research could use the same method to study other types of sponsors, such as title sponsors or other product categories.

Sponsorship managers can use this methodology to assess the return on investment in sponsorship engagement.

Prior sponsorship studies on brand equity tend to ignore market share or fans’ willingness to pay a price premium for a sponsor’s goods and services. However, these two measures are crucial in assessing the effectiveness of sponsorship. This study demonstrates how to conduct such an assessment using the BWDCE method. It provides a clearer picture of sponsorship in terms of its economic value, which is more managerially useful.

This study is concerned with the dynamics of the internal communications at Netflix following the release of The Closer and the public debate that followed, testing Netflix's long-standing reputation for promoting diverse content and supporting a progressive organizational culture.

Using the circuit of culture (CoC) as a theoretical framework, this study applies a case study approach to analyze internal communication and strategic public relations in addressing this crisis.

This study's findings illustrate that by failing to interpret two of the five moments of the CoC, production and identity, Netflix negated the very values that constitute its brand. These findings have implications for how public relations' long-standing focus on two-way symmetrical communication is problematic, especially in the workplace.

The findings situate how the exertion of power within an organization, particularly in moments of identity and production, problematize the role of two-way symmetrical communication within an organization in crisis.

“First principles” of international business (IB) thinking should be applied systematically when assessing the functioning of internationally operating firms. The most important first principle is that entrepreneurially oriented firms seek to create, deliver and capture economic value through cross-border linkages. Such linkages invariably require complementary resources from a variety of parties with idiosyncratic vulnerabilities to be meshed. Starting from first principles allows bringing to light evidence-based insight. For instance, most companies are not global and even the world’s largest firms rarely change the location of key strategic functions. International new ventures (INVs), emerging economy multinational enterprises (MNEs) and family firms face unique vulnerabilities but also command resources that can be used to create value across borders. The quest for “optimal” international diversification appears to be a futile academic exercise, and in emerging economies with institutional voids, relational networks – and more broadly, informal institutions – are unlikely to function as scalable substitutes for formal institutions. In global value chains (GVCs), many lead firms and their partners have been able to craft governance mechanisms that reduce bounded rationality and bounded reliability challenges, and it is also critical for them to use governance as a tool to create entrepreneurial space. Finally, many of the world’s largest companies have been on successful trajectories toward reducing their climate change footprint for a few decades. But these firm-specific trajectories are fraught with challenges and cannot just be imposed via unilateral, macro-level targets decided upon by individuals and institutions lacking a clear understanding of innovation and capital expenditure processes in business.

The advent of the digital technologies (DTs), coincided with the pandemic and global conflicts, has proven to be an unprecedented and transformative era for supply chain management (SCM). DTs are reshaping the way organizations plan, execute, and optimize their SC operations. Throughout this book, we posit that the adoption of digital supply chain management (DSCM) has become essential for staying competitive and responsive in a rapidly evolving business environment. However, amid technological advancements and digital solutions, there exists a critical factor that often goes overlooked – the significance of intangible assets, specifically intellectual capital (IC). This chapter comprehensively explores the role of an organization's IC in the adoption and performance of DSCM. We employ a comprehensive analytical approach, drawing upon existing literature from various sources to elucidate the relationship between IC and DSCM. Synthesizing insights from the literature, the chapter shows how each constituent of IC contributes to the adoption, operation, and performance improvement of DSCM. The discussion in the chapter shows that human capital (HC) forms foundations, as the knowledge, skills, and abilities (KSAs) of the employees are prerequisites essential for understanding, adopting, and capitalizing on DTs in SCM. The analysis also reveals that SC, which represents organizational processes, digital tools, and knowledge repositories, supports the seamless integration of DTs within SCs. Similarly, RC, by nurturing trust, open communication, and collaborative networks, plays an instrumental role in establishing ecosystems that help the adoption and effective functioning of DSCM. This chapter makes a convincing case to consider IC as the strategic component while DSCM adoption and performance.

When is it more profitable for multinational manufacturers to manufacture in high-cost environments and when in low-cost environments? While the literature offers many cues to answer this question, too little empirical research directly addresses this. In this study, we quantitatively and empirically investigate the financial effect of companies' production footprint in low-cost and high-cost environments for different types of production networks.

Using the data of 770 multinational manufacturing companies, we analyze the relationship between production footprints and profitability during four calendar semesters in 2018 and 2019 (N = 2,940), investigating the moderating role of companies' production network type.

We find that companies with networks distinguished by both high levels of product complexity and process sophistication profit the most from producing to a greater extent in high-cost countries. For these companies, shifting production to low-cost countries would be associated with negative performance implications.

Our findings suggest that the production geography of companies should be attuned to their network type, as defined by the companies' process sophistication and product complexity. Manufacturing in low-cost countries is not always the best choice, as doing so can adversely affect profits if the products are highly innovative and the production processes are complex.

We contribute to the scarce empirical literature on managing global production networks and provide a data-driven analysis that contributes to answering some of the enduring questions in this critical area.

The objective of this study is to examine the relationships among intellectual capital (IC), environmental compliance, corporate innovation and social media usage with respect to their influence on overall business performance.

A theoretical model and related hypotheses are offered, all of which are grounded in both the resource-based view and social network theory. The data were collected through a well-structured questionnaire, and 330 responses from manufacturing firms in Vietnam were deemed appropriate for data analysis using partial least squares structural equation modeling (PLS-SEM).

IC and social media usage have significantly positive effects on corporate innovation and business performance. Moreover, corporate innovation substantially enhances business performance. Furthermore, the results demonstrate that corporate innovation plays a partly mediating role in the research model. Meanwhile, IC fully mediates the relationship between environmental compliance and business performance.

This study offers valuable insights into intellectual capital, innovation, environmental compliance and social media usage for governments, practitioners and academics. Managers can incorporate social media usage strategies into their operational practices, enhancing environmental compliance, fostering innovation and ultimately promoting company success. Furthermore, the findings lead to practical recommendations for manufacturers seeking to adopt the CE model as part of taking a green production approach.

Organizational researchers have an ongoing interest in examining the connections among IC, innovation, environmental compliance and social media usage. Nevertheless, few papers have empirically investigated the interconnections among these constructs and their impact on organizational performance. This study examines these connections and provides concrete evidence for them.

This paper aims to conduct a systematic review of the literature on the quality of integrated reports (IR) and highlight the gaps in the existing research to provide directions and suggestions for future research.

This study was conducted through a systematic literature review using content analysis based on 40 papers from the Scopus, Web of Science and EBSCOhost databases on IR quality. While reading the full-text papers, the authors found six additional papers referenced by the literature being reviewed that were relevant to IR quality. Thus, there were 46 papers in the final review. The analysis begins with the definition and dimension of IR quality and theoretical lenses. Furthermore, this study outlines constructs or variables used in the previous literature.

The authors found that most studies used the quantitative method (41 papers or 89%). Five papers in the literature used qualitative methods (11%). Most researchers (34 papers or 72%) defined IR quality as consistent with the International Integrated Reporting Council framework, specifically the eight content elements. In particular, with the constructs that make up the quality of the IR, variations between researchers were found. Furthermore, there were some gaps that could be the directions for future research.

The literature that provides academic knowledge about IR quality is still limited, and research on IR is still growing. The literature review conducted by this study can provide an overview of the current research positions on the quality of IR and directions for future research in this area.

This study intends to show corporate executives a framework demonstrating the quality of corporate reporting. It can impact not only investors as a specific stakeholder group but also other stakeholder groups.

To the best of the authors’ knowledge, this study is the first literature review to examine the quality of IR, thus providing a map of current research to suggest directions for future research. Most of the previous literature reviews have been focused on integrated reporting (IR) in general and not quality.

This study explores the role of knowledge management capabilities (KMCs) in enhancing competitive advantage and organisational performance in fashion retailing. Employing the resource-based view (RBV) and knowledge-based view (KBV) perspectives, it investigates the interplay between managing knowledge effectively and fashion products’ complexity. The goal is to provide new insights into optimising KMC for greater agility and success in the fashion retail industry.

The study analysed survey data from 322 US fashion retail professionals using partial least squares structural equation modelling (PLS-SEM).

The results revealed that knowledge infrastructure capability enhanced both competitive advantage and organisational performance significantly. In contrast, knowledge process capability did not significantly affect competitive advantage, it improved organisational performance. Importantly, product complexity moderated the relationship between competitive advantage and organisational performance negatively.

This study underscores the necessity for retailers in the fashion industry to enhance their KMC to bolster competitive advantage and organisational performance, while it also acknowledges product complexity’s effect on these strategies. These insights offer actionable guidance for industry leaders to optimise knowledge management to navigate the rapidly evolving retail landscape.

This research offers novel insights into the interplay of product complexity and KMC in fashion retail and highlights the unique effects on competitive advantage and organisational performance valuable for both academia and industry.

The COVID-19 pandemic has presented small-to-medium size enterprises (SMEs) with a massive and unexpected challenge that has caused many to adjust their operational standards. Perhaps the biggest change has been the shift to remote work and away from traditional office spaces. Thus, this study aims to explore the implications of this shift within the context of customer participation in the new product development (NPD) process.

Our study surveys 218 small-to-medium size business-to-business firms in the USA on a variety of questions revolving around their NPD processes, customer collaboration and the shift to remote work. The authors use structural equation modeling in the AMOS program to analyze the data.

The findings indicate that both customer participation breadth and customer participation depth positively impact new product performance. Furthermore, these relationships are found to be contingent upon whether firms rely on remote work during the collaboration process. The results show that accessing a broader variety of explicit customer insights (i.e., breadth) has become easier in the increasingly remote collaboration environment. However, as face-to-face customer participation in NPD has decreased, the prospect of gaining deep, tacit customer knowledge relevant to product development (i.e., depth) has become more challenging.

This study contributes to the knowledge-based view of the firm and the customer participation literature, and it also has implications for managers adjusting to the shift to remote work following the COVID-19 pandemic. The findings provide additional evidence that customer participation is an effective strategy for SMEs (Morgan et al., 2018), but remote work has both positive and negative implications regarding the type of external knowledge that is acquired during customer participation in NPD.