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This paper tries to find out the different research fronts that have recently defined the scientific area of organizational studies. These fronts represent the paradigms or theories that the current research in the most relevant journals is based on. A study of how trends develop in those journals is also done. Quite different from other typologies, this work has used an empirical method of analyzing the literature references found in the articles published in some of the most relevant journals in this field in recent years.

The purpose of this paper is to contribute to the strategic management literature by identifying possible combinations of three organizational capabilities (market orientation, knowledge management, and customer relationship management). It seeks to analyze the potential interaction between them that would lead to the creation of superior customer value.

The research question is: “If the customer demands superior value, how should a firm combine its existing capabilities in order to offer this superior value?”

It is clear that one should turn to dynamic capabilities to explain the connection between the interaction of these three capabilities and superior customer value. Firms are aware of the customers' demand for superior value and need to know how to combine their existing capabilities to offer this superior value.

A possible way of increasing the value created for the customer is proposed, which is a key factor for the increasing number of firms seeking new ways to achieve and maintain competitive advantage.

It is posited that the interaction between the three proposed capabilities constitutes a dynamic capability.

The aim of this paper is to contribute to the service management literature by identifying the possible relationship between customer value seen from the customer perspective and from the firm perspective, and its potential influence on the value created for the service customer. The authors have not found any papers which focus on the relationship between these different perspectives of customer value, and the aim is to fill this gap in the literature.

The paper proposes that a relationship between the different perspectives exists and attempts to create an integrated vision of customer value.

The proposed model shows that it is the relationship between customer value from the customer ' s point of view and customer value from the firm ' s point of view that really creates value.

The paper can influence the current service management of firms with regard to customer value creation in several ways.

From the existing literature, it is deduced that customer value can be seen as perceived value (the customer perspective) or as value creation and appropriation (the firm perspective). The paper proposes that these three types of value are equivalent in an important level and should always be interrelated.

From the resource-based view (RBV), the purpose of this paper is to argue that the board has the capability to participate in international strategic decisions and deal with the environmental complexities that internationalisation brings; and moreover, to achieve better performance than its competitors.

This paper highlights the active participation of the board in firm internationalisation using a sample of 78 Spanish firms quoted on Madrid Stock Exchange. The authors used a longitudinal analysis from 2005 through 2010.

The results show that while the resources provided by the directors through their level of education and international experience, help them learn and process information, and they are a source of expertise representing “board potential”. A board that functions well through the directors’ relationships allow the proper integration and use of these resources, and helps create sustainable competitive advantages in an international context.

From a RBV, this paper refines and extends the concept of “board capability” as the combination of potential and internal relations that allow boards to undertake their roles competently over time. Additionally, the paper empirically examines the effect of board capability on firm internationalisation.

A través de la RBV, explicamos cómo el consejo de administración posee la “capacidad” necesaria para participar en las decisiones estratégicas internacionales de la empresa y hacer frente a los altos niveles de complejidad que se derivan actualmente del contexto internacional; y además, conseguir un rendimiento superior al de sus competidores.

Este artículo resalta la participación activa del consejo en la internacionalización de la empresa usando una muestra de 78 empresas españolas que cotizan en la Bolsa de Madrid. Utilizamos un análisis longitudinal para el periodo 2005-2010.

Nuestros resultados muestran que mientras que los recursos que aportan los consejeros a través de su nivel de formación y background internacional ayudan a aprender y procesar información y son fuente de conocimiento especializado conformando el “potencial” del consejo; un buen funcionamiento del consejo, a través de las relaciones entre consejeros, permiten la adecuada integración y uso de dichos recursos, conformando la capacidad necesaria para obtener ventajas competitivas sostenibles en el contexto internacional.

Este artículo perfecciona y amplia desde la RBV, el concepto de “capacidad del consejo” como combinación de potencial y relaciones internas que permitan llevar a cabo sus funciones de manera competente a lo largo del tiempo. Además, el artículo examina empíricamente el efecto de la capacidad del consejo sobre el grado de internacionalización de la empresa.

This work analyzes the effect that service company employee behavior has on customer perceptions of the quality of services received, and the consequent company performance. Organizational citizenship behavior has been recognized as relevant behavior of some employees, but its role regarding customer perceptions and company profitability remains unexplored. Beginning with a brief review of the conceptual background of organizational citizenship behavior, service quality, and its consequences, this paper proposes a model to test these relationships empirically. Some helpful recommendations for managing service companies are presented.

The present empirical study intends to address a significant topic for business management, such as the influence of market orientation (MO) on the internal and external environments of an organisation. More precisely, the main objective of this paper focuses on the effect of such an orientation on employees – organisational commitment and OCBs – as well as on customers – satisfaction and perceived service quality.

Structural equation models are employed to analyse the data collected from the spanish retail banking sector in order to verify the hypotheses corresponding to the causal relationships proposed in our research model.

The results achieved in this research represent significant contributions both from a theoretical perspective as well as for management in the service industry. From a theoretical perspective, these findings reinforce the research position stressing the role of the employees in the MO relationship and the operational level of the business incorporating new evidence into this emerging field of study.

Limitations of the study can account for the anomalous relationships that have been identified. First, the cross‐sectional nature of the study could have been an obstacle to revealing short‐term answers. In addition, the empirical study focused on one particular case in the service industry – banking – hindered the generalization of results.

Provides further research on the role of market orientation as a major source of achieving sustainable competitive advantage.

The purpose of this paper is to know how strategic change processes unfold over time and their potential consequences for firms. The study has two main objectives: to identify the actors involved; and to analyze the sequences of changes when a firm experiences strategic change.

To know the temporal sequence of strategic change is per se one of the most important questions of research in management. This is because it allows for a better understanding of how and why organizations change. The qualitative analysis – based on the existing literature on the change processes – aims to capture reality in flight and study long-term processes.

The study identifies strategic change’s essential patterns. It determines when it is appropriate to use these sequences to improve firm performance and it explains that reorganization of the senior management can produce strategic change. The results provide a greater understanding of the strategic change processes carried out by firms which will broaden the theory relating to this subject.

To know the strategic change circumstances and, over all, the sequence of the change process, could accelerate its implementation in a time when the speed is essential for the company competitiveness.

The paper studies strategic change like a process. The results provide a greater understanding of the strategic change processes carried out by firms which will broaden the theory relating to this subject. The study identifies strategic change’s essential patterns both incremental as radical. By identifying these sequences, it can define the what, how and why of change, and who is involved.

Rational use of the information available to companies is one of the strategic concerns for both family businesses and non-family businesses. The aim is to make the best use of the information resulting from data analysis in order to gain strategic advantage and to be more competitive as a company in all its functional areas. Experience indicates that emotions play an important role, especially in family businesses. Many maturation models exist to analyze decision-making processes (DMPs), but none from the perspective of family business cognition. The authors start from their own “Circumplex Hierarchical Representation of Organisation Maturity Assessment” (CHROMA) model (Parra, Tort-Martorell, Ruiz-Viñals, & Alvarez-Gomez, 2017), which was created to support decision processes in family businesses. This model was proven successful in the analysis of DMPs in large family businesses. The model was simplified as CHROMA-SHADE (Parra, Tort-Martorell, Ruiz-Viñals, & Alvarez-Gomez, 2019), more adequate for the analysis of small and medium-sized family businesses. Despite being a good DMP analysis instrument, intangible aspects such as family values and emotions have not yet been included. Both entrepreneurial emotions and entrepreneurial cognition must be taken into account when analyzing the DMP of the family business. In this chapter, the authors wish to explore attributes that can be introduced into a new dimension in the CHROMA model in order to make it more specific in the analysis of DMPs of family businesses regardless of size. The resulting FAMILY-CHROMA model represents a specific maturation model to evaluate DMPs based on the use of business information of family businesses.

This study aims to examine the relationship between board diversity and quality of corporate social responsibility (QCSR) disclosure.

The study estimates seven dimensions of board diversity including age, gender, nation, ethnicity, educational level, educational background and tenure by applying Blau’s index. The relationship between board diversity and QCSR disclosure from the perspective of the resource-based view theory is estimated by using panel random effects regression across 57 firms producing exclusive sustainability reports listed in the Pakistan Stock Exchange from 2010 to 2017. The robustness of the results has also been checked through alternative measurements of the variables under study.

The regression results reveal that gender and national diversities are the firms’ valuable resources, having the potential to promote QCSR disclosure. However, age diversity was found to be negatively associated to QCSR disclosure. Furthermore, educational level, educational background, ethnicity and tenure were insignificant on QCSR disclosure. The sensitivity analysis supports the findings of the baseline model.

Pakistani firms need to improve the level of board diversity through encouragement of the inclusion of diverse forces of gender and nationality to enhance disclosure on CSR practices.

This is the first study on board diversity and QCSR in the case of Pakistan.