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The purpose of this study is to examine the levels of the main hotel outsourcing activities to identify the factors that determine the use of external suppliers for these activities.

A model was developed that analyzes the relationship between competitive advantage and outsourcing and how the relationship between competitive advantage and activity performance is affected by whether an activity is outsourced or not. Moreover, the study builds a matrix called “outsourcing and competitive advantage” where each of the activities can be placed. The study was carried out with a representative sample of hotels in a tourist destination, analyzing 12 activities from different departments in the hotels.

The study results indicate that there is a positive relationship between the competitive advantage of an activity and its outcome. In addition, the findings show that the relationship between competitive advantage and activity performance is stronger when the activity is developed internally than when it is outsourced. The study supports a negative relationship between the degree of outsourcing an activity and its competitive advantage. In addition, the findings showed that a change in the way of managing the outsourcing is determined by its performance.

This study aims to help managers make decisions about outsourcing by considering the perspective of the competitive advantage. Each hotel can situate the activities in the matrix created and compare itself to the sector mean for a strategic positioning of the outsourcing.

Most studies analyze asset specificity as a key variable; however, the competitive advantage has not been used in previous studies, in spite of being a better defined variable in the literature. This study classifies the activities into core and non-core and establishes their relationship with outsourcing. It also studies how the way of managing an activity (outsourcing or in-house) moderates the relationship between competitive advantage and performance. These aspects have not been analyzed in the literature..

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The purpose of this paper is to analyze the competitive advantages of the networks of firms forming the supply chain and distribution channels through process integration, outsourcing, and creation of relational capabilities.

A four‐stage methodology is created to redesign the supply chain depending on the creation of relational capabilities: internal analysis to determine the focal company's competence; relational analysis in the outsourcing of activities; process integration; and development of relational capabilities.

The development of relational capabilities is based on two dimensions: company level of competence in performing activities, and strategic contribution of the activities to competitive advantage. Four cases are analyzed from those two dimensions: high competence/low strategic contribution; low competence/high strategic contribution; low competence/low strategic value; and relational and internal capabilities, where relational capabilities strengthen internal capabilities. Finally, it is established what actions are necessary for the activities analyzed from those dimensions to be a source of competitive advantage by means of relational capabilities created through process integration and outsourcing to highly competent firms.

The development of a short self‐evaluation questionnaire that helps firms implement the methodology and creates the basis for its empirical application by researchers.

The paper studies relational capabilities, an aspect omitted from the internal perspective of the resource and capability theory. It also determines four ways in which relational capabilities influence the strengthening of internal capabilities. The theoretical approach is developed in the redesign of the supply chain.

In the era of competitive global environment and technology‐based organizations managers are, more than ever, pressured to find ways to maintain their competitive advantage. In order to achieve and sustain a competitive advantage, managers must examine the internal processes of their companies. The firm produces products or provide services by performing a set of activities that create value. Increasing the value of these activities can increase the competitive advantage of a firm. There are several methods that have been developed for adding value to the core activities in the firm. One method that is gaining popularity among companies is activity‐based cost management (ABCM). ABCM as a system can provide managers with a strategic view of the activities that are essential to the competitive nature of the enterprise.

To provide insight, explanation, and empirical evidence into how and why CEOs get paid the amounts that they do.

This paper blends several methodologies. Using qualitative interviews with several high level managers, it develops a coding listing to capture how pharmaceutical firms compete within their industry. The paper then uses a structured content analysis approach to capture the specific and observable competitive moves that pharmaceutical firms launch.

Base pay and bonus of the CEO are greater for firms that launch higher volumes of competitive actions. Furthermore, the variety of competitive moves appears to influence a CEO's base salary.

This study has limited external validity since the firms in this sample are all large US pharmaceutical firms. The research implication is that, to date, firm size and past performance were identified as the single greatest predictors of CEO pay. Findings from this study suggest that how a firm behaves in a competitive context is as important as static characteristics of the firm (e.g. size) in predicting CEO pay levels.

Findings of this study begin to inform how directors may arrive at compensation decisions for CEOs. Since governance and CEO pay is becoming a more salient topic, this study suggests that directors can be trained or counseled on how to make more appropriate and refined decisions regarding CEO pay.

This paper employs a unique methodology to arrive at a question that is important, but under‐researched. Namely, we inform audiences who are concerned with how and why CEO's get paid what they do. Because CEO paychecks are a significant organizational expense, more research into how and why CEOs get paid a certain level is important theoretically and practically.

This paper aims to explore the impact of competitive intelligence (CI) practices on the firm's performance in the emerging market context of India. The paper seeks to answer the following questions: do CI activities have an impact on the market performance of Indian firms? If so, what are the macro and micro environmental drivers of CI for Indian firms? How are CI activities organized within Indian firms? How is the usage and dissemination of CI taking place within Indian firms?

The study used a stratified sample developed from a variety of mailing lists focusing on Indian firms. The study employed a cross‐sectional, survey‐based methodology.

The study identifies two key aspects: Indian firms that exhibit higher levels of CI activities indeed achieve better financial performance results; and the current level of CI activities in Indian firms is at a moderate level, thereby suggesting an opportunity for using and implementing more sophisticated CI techniques.

The findings of this study should assist local and foreign managers in having a more informed understanding of CI activities in the Indian marketplace. Additionally, these findings provide directives to managers regarding the untapped opportunities and potential that CI can offer in a highly volatile and rapidly changing market scenario.

This is the first study that empirically investigates the relationship between the level of CI activities and firm performance in an emerging market context. It is also the first study of its kind that explores the current state of CI practices in the Indian market.

Knowledge is a critical asset that places contractor organisations at a competitive advantage when they take part in competitive tendering. However, a dearth of literature exists on the mechanisms that contractor organisations can adopt to utilise knowledge to gain competitive advantage and win tenders through competitive tendering.

The study adopted an interpretive stance with a qualitative approach that comprised a literature review, 15 expert interviews and three case studies. The literature review and expert interview findings were used to develop an intermediate framework of knowledge value chain (KVC), while the case study findings were used to develop the final KVC framework with the intermediate framework as the basis.

The study developed, in three distinctive steps, a KVC framework based on Powell's (2001) KVC for use by the tendering divisions/units of contractor organisations employing quantity surveyors (QSs) to handle tendering work and to increase their chances of winning tenders.

The study developed a KVC framework for the use of contractor organisations to maximise their chances of winning tenders in the field of quantity surveying.

Academic library consortia activity has become an integral part of academic libraries’ operations. Consortia have come to assert considerable bargaining power over publishers and have provided libraries with considerable economic advantage. They interact with publishers both as consumers of publishers’ products, with much stronger bargaining power than individual libraries hold, and, increasingly, as rival publishers themselves. Are consortia changing the relationship between academic libraries and publishers? Is the role of academic library consortia placing academic libraries in a position that should and will attract the attention of competition policy regulators? Competition policy prohibits buying and selling cartels that can negatively impact the free market on which the Canadian economic system, like other Western economies, depends. Competition policy as part of economic policy is, however, only relevant where we are concerned with aspects of the market economy. Traditionally, public goods for the greater social and cultural benefit of society are not considered part of the market economic system. If the activities of academic library consortia are part of that public good perspective, competition policy may not be a relevant concern. Using evidence gained from in-depth interviews from a national sample of university librarians and from interviews with the relevant federal government policy makers, this research establishes whether library consortia are viewed as participating in the market economy of Canada or not. Are consortia viewed by librarians and government as serving a public good role of providing information for a greater social and cultural benefit or are they seen from a market-economic perspective of changing power relations with publishers? Findings show government has little in-depth understanding of academic library consortia activity, but would most likely consider such activity predominantly from a market economic perspective. University librarians view consortia from a public good perspective but also as having an important future role in library operations and in changing the existing scholarly publishing paradigm. One-third of librarian respondents felt that future consortia could compete with publishers by becoming publishers and through initiatives such as open source institutional repositories. Librarians also felt that consortia have had a positive effect on librarians’ professional roles through the facilitation of knowledge building and collaboration opportunities outside of the home institution.

This paper aims to explore the complete process and underlying mechanism that social enterprises obtain legitimacy during interactions with stakeholders from theoretical integration of institutional theory and organization ecology perspective.

Based on theoretical classification, this paper selects six typical Chinese social enterprises and conducts a multi-case analysis.

The study finds that social enterprises aim at legitimizing single entity or industry and shaping stakeholders’ cognitive boundary simultaneously. Therefore, by adopting constrained cooperation and competition activities, social enterprises use normative isomorphism to achieve personal legitimation and combining ecological niche construction, social enterprises achieve organizational legitimation. By adopting fragmented cooperation-dominant or competition-dominant activities, social enterprises use mimic isomorphism supplemented by competitive isomorphism or population structure creation to obtain industry legitimation. By adopting dynamically integrated coopetition activities, social enterprises use mimic isomorphism and reflexive isomorphism to reach field legitimation.

This paper proposes a mechanism model that the coopetition with stakeholders influences the legitimation process, identifies four stages of social enterprise’s legitimation process and the types of legitimacy obtained in each stage and fills the gap of Chinese indigenous social enterprise research.