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The purpose of this paper is to investigate the effects of a firm’s service-dominant orientation on marketing and technological capabilities, and its performance. It outlines how a service-dominant orientation offers guidance for the development and deployment of ordinary capabilities, and indirectly affects performance. Additionally, it delineates how dynamic capabilities affect the impact of a service-dominant orientation on ordinary capabilities.

Partial least squares structural equation modeling drawing on data from 228 firms serves to assess hypotheses relating service-dominant orientation and dynamic capabilities with firm performance.

The results indicate that marketing and technological capabilities fully mediate the relationship between a firm’s service-dominant orientation and firm performance. Furthermore, the positive marginal effect of a firm’s service-dominant orientation on its marketing capabilities increases with the firm displaying a stronger service-dominant orientation. In addition, the positive effect of service-dominant orientation on marketing capabilities reduces the more the firm deploys dynamic capabilities.

Because of the cross-sectional sample, future studies could adopt longitudinal research designs to explore the impact of a service-dominant orientation on ordinary capabilities and performance, or investigate the applicability of the findings in other contexts.

The findings imply that implementing a service-dominant orientation can be beneficial for firms. However, because the impact of such an orientation weakens the greater a firm’s dynamic capabilities, managers need to be mindful of this trade-off.

The study is the first to establish a link between the dynamic capability view, originating from strategy research, and service-dominant logic, stemming from marketing thinking.

This paper aims to address how an organization's multiple-dominant-logic system evolves as it grows and how does this evolution affect the way managers choose to balance ambidextrous innovation.

This paper adopts an interpretive and exploratory case study on the mechanism of how the multiple-dominant-logic system influences the decision of balanced ambidextrous innovation. Considering that the multiple-dominant-logic system will change with the development of a firm, this paper focuses on exploring how the evolution of multiple-dominant-logic system affects the way managers choose to balance ambidextrous innovation. The authors spent almost two years collecting data from M-grass Ecology and following the evolution and innovation through semi-structured interviews, archival data and observation. Then they set up a framework showing the influence mechanism by analyzing the data through a four-step process.

This research points out that an organization's multiple-dominant-logic system may change for several times in its growth. It provides a model for the evolution of a multiple-dominant-logic system. It confirms that firms' multiple-dominant-logic system is not immutable, but evolves with the change of the firm's internal resources and external environment. Also, it finds that under the influence of different multiple-dominant-logic architectures, mangers choose different ways to balance ambidextrous innovation. In this process, appropriate entrepreneurial bricolage plays a significant role in balancing ambidextrous innovation.

The findings offer some valuable insights for further research on dominant logics and ambidextrous innovation and hold important implications for managers making a decision.

The purpose of this paper is to contribute to a better understanding of web-surfers’ conative reactions to websites’ dominant hue by taking into account mental imagery’s role.

A conceptual model considering mental imagery as a mediator of web-surfers conative reactions to websites’ dominant hue was tested. It also supposes that mental imagery promoted by websites’ dominant hue is moderated by web-surfers’ involvement towards the product sold. To validate this model, an online experiment was conducted with a sample of 400 web-surfers.

Results reflect the importance of “vividness/clarity” and “valence” dimensions of mental imagery. In fact, hues congruent with the website’s content seem to be more able to generate vivid and positive mental images which affect positively web-surfers’ conative reactions. However, this relationship is reversed when web-surfers are strongly involved with the product sold.

Although this study focused on a particular product category, the obtained results can help the research community to understand better conative reactions of web-surfers to websites’ dominant hue through the consideration of mental imagery’s role.

Findings can help managers to better the performance of their commercial websites through the choice of the adequate background hue.

This study highlights the importance of mental imagery prompted by dominant website’s hue taking into account its congruence degree with the website’s content. It provides empirical evidence about its mediating role.

In family business studies, inconsistent findings exist regarding the relationship between family involvement and firm innovation. The purpose of this paper is to understand the heterogeneity of family firm innovation.

The authors draw on governance literature and the socioemotional wealth (SEW) perspective to examine how the extent of family governance and the type of SEW objectives jointly influence innovation strategies in family firms.

The authors develop a typology of family firm innovation strategies, positing that the family firm’s risk orientation, innovation goal, and knowledge diversity vary depending on the degree of family involvement in governance and the type of SEW objective. The authors propose that four family firm innovation strategies (e.g. Limited Innovators, Intended Innovators, Potential Innovators, and Active Innovators) emerge when family involvement in the dominant coalition (high or low) is contrasted with the SEW objective (restricted or extended) pursued by the family.

Understanding how governance and SEW goals work together to influence the firm’s innovation strategies is potentially valuable for managers of family firms. The authors offer practical suggestions for how to strategically reposition the firm to pursue innovation strategies more in line with those of the Active Innovator.

This study contributes to the family business literature by using a multi-dimensional approach to examine family firm heterogeneity. In addition, by articulating various family firm innovation strategies, the authors offer insight into the previously inconsistent findings concerning firm innovation behavior and outcomes in family business studies.

The purpose of this paper is to understand the extent to which dominant coalition members’ values and perceptions influence their perceptions of public relations participation in organization-level decision making. Research in this area has largely focussed on the relationship between practitioner roles and decision-making inclusion.

The population of interest was dominant coalition members of for-profit, government, and nonprofit organizations in the USA. Data were collected through a national survey to a nonrandom sample of 201 dominant coalition members.

Results indicate that dominant coalition members’ values of organizational openness to the environment and perceived substantive autonomy of the organization positively predicted perceptions of public relations participation in organizational decision making. Perceived manager role potential of the public relations department also had significant predictive power.

While research has focussed primarily on the characteristics that public relations practitioners can develop to earn a seat at the management table, little is known about the characteristics of dominant coalition members that influence whether or not a seat is made available or the degree to which public relations is perceived to participate in decision making.

The purpose of this paper is to provide a framework to help the manufacturers to find the optimal decisions regarding the choice of channel member for information sharing.

A game‐theoretical model plus Bayesian forecasting is developed to determine the optimal decisions for the manufacturer.

The results show that the optimal strategy for the manufacturer is to engage in information sharing with one small retailer exclusively, such that the manufacturer can gain the most benefit from information sharing arrangement in a marketing channel with a dominant retailer.

The present study is analyzed by a theoretical model. Future research can explore the same study by collecting data to engage in an empirical test.

This paper provides a useful model framework and pricing strategy for upstream manufacturers who are engaging or planning to engage in information sharing with their retailers.

This paper provides practical and solid advice and examples demonstrating the optimal decisions regarding the choice of channel member for information sharing to best benefit of the manufacturer.

The purpose of this paper is to provide an alternative way of calculating the deadweight loss triangle in oligopolistic markets which takes inefficient use of inputs into account. The author shows that the result of the approach coincides with the one that exists in the economics literature. However, the author explicitly accounts for the inefficient use of inputs.

The market supply curve that is extensively used for competitive markets has been reconsidered for the imperfectly competitive markets. The necessary condition for the efficient use of resources is investigated and a price level is derived at which the market output of oligopoly is produced efficiently. The degree of inefficient use of inputs is reported via the definitions of Input Inefficiency Measure (IIM) and the Ratio of Inefficient usage of Inputs to Total Deadweight Loss (RITD).

The author discovers that the area under the supply curve of the competitive market corresponds precisely to the minimum total costs of producing any given market output. To make this important finding operational in imperfectly competitive markets, the IIM reports the degree of distorted input allocation among firms with differentiated cost structures in producing a given equilibrium imperfectly competitive market output. In measuring the monopoly power, it is known that CRn or HHI market concentration indexes, which are calculated based on the market shares of firms regarding the demand side of the market, are widely used. The measures, which take into account of the distortions in input usage, and hence, the supply side may be considered as an additional index. For example, if the market demand were shared equally by two firms (no dominant firm with respect to the demand side), it is known that the leadership would still arise when the costs of firms differed as in the dominant firm model in favor of the lower cost producing firm.

The author recommends some more theoretical research extensions of the approach suggested here to other oligopolistic markets like the Cournot-Nash, the Stackelberg and other models. In all cases, there is a need for additional work to find some measurable variables in practice in order to estimate the input inefficiency given by the two measures and differentiate it from the inefficiency of units of outputs that are not produced.

It may be interesting to decompose the various estimates of welfare losses due to monopoly power as a percentage of GNP that were discussed in the literature into two inefficiency components: units of outputs that are not produced and units of inputs that are misallocated among firms.

The government officials might be interested in assessing the degree of loss of input usage by firms in addition to output loss in oligopolistic markets summarized by the two inefficiency indexes. Law economists may be inspired in discussing the issue of input inefficiency in the context of on antitrust policy.

The author emphasized that the area under the market supply curve minimized the aggregate cost of producing a given total market output in competitive markets. Having recognized the importance of this finding, the author tried to apply it to imperfectly competitive markets and especially to the calculation of deadweight loss in such markets. The author showed that the total social cost could be calculated by including the input inefficiency which can be defined as the extra cost to society arising from not using the most appropriate economic resource allocation among firms in addition to the usual deadweight loss triangle. Moreover, the author had to introduce some more new terms like the market supply curve allocation, the adjusted competitive price, efficiency gain and so on, as they were necessary along the course of the analysis.

To achieve persistent superior performance, a firm needs competitive advantages, a constellation of them. Superior firms typically do not do just one thing well, they often excel in multiple aspects. Nurturing an evolving constellation of multiple advantages and undertaking timely renewals help carry the firm through competition over time. To maintain healthy dynamics of a firm’s constellation of advantage, the following tasks should be carefully attended to: establishment of dominant advantage which defines the firm’s core purpose and identity; accumulation of supporting advantages to complete the constellation; amplification of complementary advantages for maximum performance; trade‐off among competing advantages for long‐term viability; and renewal of both dominant and supporting advantages, in adaptation to changes in the firm, competition, and the general environment. Knowledge of the relationship between and interaction of multiple advantages is essential for managing a firm’s advantage constellation, a critical challenge facing general managers.

While the conventional portrayed strategy formulation emphasizing rationality, analysis, and linearity, this paper reexamines the thinking about strategy from a sense‐making perspective. Utilizing the organization's dominant coalition as the focus of analysis and its shared mindset as the key frame for sense‐making, we highlight strategic thinking as planned change and as much more emotional and recursive as well as socially implemented than is usually conceived.

This paper aims to investigate the service ecosystem of facility/facilities management (FM) against the Vargo and Lusch framework of service-dominant logic (S-D Logic).

A theoretical argument guided by previous research into service excellence in FM.

In the paper, two arguments are made. First, FM is still dominated by a contractual logic grounded in the tangible world of buildings and bills of quantities. Second, the reciprocal flow of services inherent in the S-D Logic offers a powerful tool for appreciating real service excellence and a business contribution from FM.

The S-D Logic framework is theoretical but, it is argued, has profound implications for the practical delivery of FM and the addition of both business and social value.

The reciprocal flow of service (as recognition, involvement and development) to FM’s “shop-floor” staff – the actual fee earners – may be the cornerstone of the co-creation and partnership, much espoused but less frequently practiced.