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This paper aims to recognize whether government policy supervision or social network platform supervision can effectively promote the control of misconducts of web celebrity brand eWOM marketing and to identify the key factors influencing the unhealthy web celebrity marketing environment.

Theoretical research was employed to develop a practical approach for applying evolutionary game theory to eWOM marketing controlling strategies modeling via dynamic visualization, systematic simulation experiments.

Evolutionary game theory combined with dynamic simulation modeling can provide a formal approach to understanding web celebrity brand eWOM marketing decision-making in social media, which can thus support the control of unhealthy web celebrity marketing environment. The results demonstrate that the reasonable control of social platform control costs may be more effective than the government policy on web celebrity fake brand eWOM marketing behaviors.

The study enriches the research on the management and control of eWOM marketing as well as provides guidance for the sustainable development of the web celebrity economy in social media.

This paper proposes a maturity model (MM) for assessing disaster operations and identifying strategies for organisations to evolve their maturity stages.

This study applies a systematic literature review to identify state-of-the-art work related to maturity models for disaster operations. In addition, the study develops a case study to validate the proposed maturity model in a generic scenario and two real-life scenarios.

The analysis of 158 papers in the literature resulted in identifying 8 maturity models for disaster operations. Based on their structure, the authors proposed a new model with five maturity stages suitable for any of the four phases of the disaster life cycle (i.e. mitigation, preparedness, response and recovery). In addition, the research identified and presents 24 strategies for improving disaster operations according to each maturity stage transition. Finally, the research presents a case study that evaluates the disaster response operations from a Civil Defense organisation considering a response scenario disaster in general, a flood scenario, and the COVID-19 pandemic scenario.

This study provides the following three main contributions useful for academics and practitioners in the disaster operations area: a new maturity model for assessing disaster operations, a strategy guide for improving disaster operations based on a maturity evolution and an empirical study exploring the approximation between academia and professionals involved in real-life disaster operations management.

Emerging-market multinational enterprises (EMNEs) can choose focused or ambidextrous strategies to catch up with global market leaders through overseas foreign direct investment (OFDI). The Belt and Road Initiative (BRI), launched by the Chinese government in 2013, had a profound impact on Chinese multinational enterprises’ international behavior. This paper analyses how EMNEs select focused or ambidextrous catch-up strategies before and after the BRI, integrating ambidexterity and catch-up theories to provide a more nuanced understanding of the evolution of EMNE strategy.

A case study is well suited for deriving rich descriptions of empirical phenomena for which little theory exists. Because the existing literature has not yet fully explored and conceptually modeled the influence of windows of opportunity on international catch-up strategies, we use qualitative research to explore the mechanisms of strategy evolution in EMNEs.

The results show that the choice of catch-up strategy is influenced by the nature of windows of opportunity and the firm's accumulated technological capability. Specifically, the opening of institutional windows as a result of the BRI could give significant momentum to the international catch-up process by providing incentives and opportunities for EMNEs to enter more markets and new technology fields. The EMNEs studied underwent a transition from a focused strategy in the catch-up stage to an ambidextrous strategy in the beyond catch-up stage.

These conclusions can not only deepen our understanding of the dynamics of catch-up strategies in the global context but also enrich the research on the ambidexterity of EMNEs, especially in the context of the BRI.

Purpose – This chapter is intended to identify the actual and potential linkages between history and strategy research.

Design/methodology/approach – Drawing on examples from research at the intersection of history and strategy, we identify research topics that have received attention from a historical-strategy lens, and those that are thus far understudied. We then place the studies that appear in this volume into their relevant context.

Findings – The chapter outlines benefits that the strategy field can gain from a greater emphasis on history, and that the history field can gain from a greater use of strategic insights.

Originality/value – The chapter sets the context for the studies in this volume, and provides a lens for evaluating the benefits of historical-strategy research.

The purpose of this paper is to provide guidelines to IHRM by providing a set of personal and psychological competencies that are relevant to the development of global mindsets in global leaders.

The authors adopted the qualitative research approach by conducting interviews with 22 top managers and organizing focus groups to 102 expatriated Brazilian global leaders.

The findings suggest that the language proficiency, the complexity of the global role and the positive psychological traits are highly relevant when developing global mindsets.

The researcher argues that the IHRM must review its practices regarding the management of international assignments which efficiency is overrated by top managers.

This paper traces the historical evolution and growth trajectory of the automotive and farm equipment sector, which is a very significant entity of the Mahindra & Mahindra (M&M) group. The purpose of this paper is to understand and provide a pragmatic framework through which the authors can see what were the internal and external factors and the spirit of the contemporary times that led to the changes in the nature of the group.

The “Greiner curve” model has been applied to interpret the evolutionary growth of the group and strategic trajectory explaining characteristics in its different phases.

M&M initially went through its share of learning and grew through pragmatic and, orchestrated entrepreneurial risk. The group made a very successful transition from a proprietorship model to a professionally managed group. It is found that rapid growth has been possible through innovation led collaboration. The group is increasingly organizing its innovation activities around the development of responses to specific challenges.

This study suffers from methodological limitations associated with a stage model that the estimated length of the time the organizations will stay in a phase is not known. It is unclear whether passage through all stages is necessary; or whether, in some circumstances, one or more stages may be omitted, and if variations in sequencing can occur. The data for the initial years was not available in primary form and the paper had to depend entirely on the secondary sources.

Various strategies adopted by the group from time to time have practical implications for Indian economy. The group has faced many challenges, but challenge-led collaboration-driven approach represents a new type of innovation process that contrasts with other methods of business strategies and provides a sharper focus for managerial and technical issues and brings together stakeholders with diverse interests, expertise and perspectives.

This study is a unique attempt in India to trace the evolution of the strategic interventions in the context of a major business group, which is considered to be a symbolic representation of Indian economic history. The paper has got both academic as well as managerial utility.

Strategic management is the focus area in this case study, so it is important to consider different sources of information to make strategic decisions. Considering the different options of Wine Cooperative of Vidigueira Cuba & Alvito (ACVCA), it is necessary to know the strengths and weaknesses of each option and identify respective opportunities and threats. Additionally, it is important to know the case study object (such as operating specific characteristics, products and management model); the competition; the evolution of the wine sector in Portugal and worldwide; the evolution of the tourism sector in Portugal and worldwide; and new trends in wine and tourism.

In January 2018, Mr Jose, leader of the Board of Directors (BD) of the ACVCA, one of Portugal’s oldest wine cooperatives, located in the south of the country, in the Alentejo region, is preparing the first meeting with the newly elected BD. Addressing the strategy and sustainability for the next term of the BD is mandatory! Mr Jose will have to open the game and lift the veil. Should all their eggs be put in one basket? Or could diversification be the way? Sustainability, in its three pillars (economic, environmental and social), is mandatory, never forgetting that the cooperators want respective income guaranteed. “We can’t risk everything”, thinks Mr Jose! But ACVCA’s affirmation undoubtedly depends on its ability to take risks, to innovate and seek new answers for new audiences! The BD will have to make decisions that lead not only to the affirmation of the brand but also to its renown and to the ACVCA’s sustainable growth. There are several possible options. However, it is necessary to define a path that guarantees the stability achieved, but that allows new markets to be reached and new challenges embraced: increase production capacity, invest in internationalisation, focus on segmentation through innovation, diversification of product or diversification of business area. Wine tourism is a possible way, but how can it be done sustainably and differently? We will have to use creativity and take advantage of our strengths, traditions and customs, intangible and tangible capital and our material and immaterial heritage. It can be done through Amphora wine, produced from its exclusive centuries-old grape varieties. These issues will have to be discussed with all the BD members in the next meeting. Considering the crucial role of cooperatives in the development of the regions where they are located, the success of the strategy is extremely important not only for ACVCA, but also for all its stakeholders. Strategic management decisions in a cooperative always have a double objective: on the one hand, to satisfy the interests of the cooperators and, at the same time, to meet the interests of the market and assert its positioning in an increasingly competitive sector.

This case study is intended for:▪ undergraduate students in management, agricultural economy and tourism;▪ executive management course students;▪ Master’s students in strategy, marketing, tourism and agricultural economy; and▪ PhD students in social economy and tourism.This case can have different levels of difficulty depending on the scientific area of the students and whether the cycle of studies is more or less advanced. Resolution of the case may require the following pre-requisites:▪ basic-level knowledge on statistics;▪ medium-level knowledge on managerial accounting, economics and finance; and▪ good level of knowledge on strategic management and on cooperativism theories.

China's agricultural production trusteeship is characterized by the organic link between household operation of small-scale peasant economy and agricultural socialized services, which releases agricultural development vitality and promotes agricultural modernization. As one of the agricultural production trusteeship modes, the whole process trusteeship is suitable for the actual situation of China's aging population and labor force transfer. This paper aims to construct an evolutionary game model containing multistakeholder to explore the behavior decisions through numerical simulation and to provide useful suggestions for the formation of a positive and stable trusteeship relationship and the sound development of the whole process trusteeship of agricultural production.

The paper incorporates village committees, service organizations and farmers into the same research framework, selects “guarantee + dividends” as the income distribution method and applies the evolutionary game method to analyze behavioral choices and evolutionary paths of stakeholders. By constructing the expectation function, establishing the replicator dynamic equations and analyzing the tripartite evolutionary stability strategy, the authors explore the factors that affect the stakeholders’ strategy choice and determine asymptotically stable points and stability conditions.

(1) There is a game relationship among village committees, farmers and service organizations in the whole process trusteeship of agricultural production, asymptotically stable points (0,0,1) and (1,1,1) are obtained through calculation. (2) The proportion of stakeholders' strategy choice, the weight of the whole process trusteeship of agricultural production in the performance appraisal of the village committee, the village committee's supervision cost, the village committee's reputation effect and the penalty for false dividends of the service organization will affect the speed at which the curve representing the tripartite relationship approaches two asymptotically stable points.

The countermeasures proposed in the paper have excellent reference value. (1) For areas that have realized the project: Village committees can solve the trusteeship problems exposed in the initial areas and improve farmers' satisfaction with the project. (2) For areas that have not realized the project: Those regions will receive more experience references and enhance their confidence in this project. The limitation of the paper is that it takes the main grain-producing areas in only the three northeastern provinces of China as the research object. The next research object will be extended to the whole country.

This paper propose strategies for realizing the orderly operation of the whole process trusteeship of agricultural production: first, increase the proportion of stakeholders' strategy choices; second, reduce the village committee's supervision cost; third, increase the weight of the whole process trusteeship of agricultural production in the performance appraisal of the village committee; fourth, improve the village committee's reputation effect; fifth, increase the penalty for false dividends of the service organization.

Agricultural production trusteeship is in its initial stage in China. The interest relationships between stakeholders are not yet clear. The paper innovatively applies the evolutionary game method to the research field of the whole process trusteeship of agricultural production. According to conditions in China, based on ensuring the guaranteed income, the paper introduces the dividend income variable and establishes a tripartite game model of village committees, service organization and farmers. The paper provides suggestions for the orderly and healthy development of China's agricultural production trusteeship and provides experience for the operation of other modes of agricultural production trusteeship.

The purpose of this paper is to revise Burgelman’s idea (1991, 1994) that induced strategic processes is necessarily variation-reducing. In doing so, the authors explore whether major change in a firm’s administrative system can be managed in an evolutionary fashion via induced variation-increasing mechanisms. In particular, the authors focus on a multi-business multinational firm in which different administrative systems were experimented simultaneously as a way to determine which of these systems provided the most conducive context for innovation and capability development.

The authors adopted an inductive perspective and developed a single case research project aimed at documenting the process of experimentation and subsequent selection and adoption of a new administrative system by a large multi-business multinational firm.

The paper’s main contribution is the concept of “induced variation”, understood as intra-organizational variation-increasing mechanisms deliberately created at the top level of the organization to trigger an intra-organizational evolutionary process of management innovation. This finding extends and modifies Burgelman’s discussion of induced and autonomous strategic behavior by showing that induced processes need not necessarily be variation-reducing, but may actually be variation-increasing. Additionally, the authors explain how an evolutionary process aimed at learning about the relative merits of alternative administrative systems through in vivo “reflection in action” (Schön, 1983) unfolds in a complex global organization.

While the work provides several insights on the development of an evolutionary process leading to management innovation, its inductive nature limits its external validity and requires the development of further work for such purpose.

The authors explore the roles of regional organizations in creating new corporate capabilities for the MNC.

The authors show how management capabilities developed in the Latin American context were rolled out to other locations.

The authors' findings confirm that major drastic reorganization initiatives can actually be approached using an evolutionary approach.