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In this study, the authors investigate whether supply chain (SC) strategies (lean or agile) improve or hinder the supply chain transparency (SCT) and what factors affect this relation.

The authors measure the level of SC strategy using natural language processing based on the annual financial reports of listed firms. Secondary data analysis is conducted on various databases encompassing 1,241 listed firms in China from 2011 to 2020. Additional tests are performed to assess the robustness of the results, and alternative explanations are duly considered.

The authors find that firms with an advanced level of SC strategy perform better on SCT. Furthermore, the authors observe that Agile SC strategy and Lean SC strategy have different effects on SCT over a firm’s life cycle. Agile SC strategy (the ratio of the proportion of Agile SC strategy word frequency divided by the proportion of Lean SC strategy word frequency greater than 1) has a significantly positive effect on SCT in the maturity stage; Lean SC strategy (the ratio less than 1) has a positive effect on SCT in the growth and decline stages. An increase in online media coverage negatively moderates the impact of the SC strategy (frequency of Lean and Agile SC strategy-related keywords) on SCT in the maturity stage. An increase in government environmental subsidies positively moderates the impact of SC strategy on SCT in the maturity and decline stages. Additionally, an increase in industrial competition intensity positively moderates the impact of the SC strategy on SCT in the decline stage.

The authors' study contributes to the Operations and Supply Chain Management (OSCM) literature by revealing the positive impact of SC strategy on SCT with objective secondary data. Additionally, the authors examine the moderating effects of moderators over the lifecycle of a firm on this relationship in an emerging market context. The authors' findings offer valuable guidance to companies operating in diverse market environments, providing actionable insights to strengthen their SC strategies and enhance SCT.

The purpose of this study is to examine the impact of cross-ownership on corporate digital innovation and their specific mechanisms. Cross-ownership, who hold equity in two or more companies simultaneously, have two different types of governance effects in the capital market: governance synergistic effects and competitive collusion effects.

This paper uses a panel model, selecting A-share company data from 2011 to 2021 in China. In total, 23,853 valid data were obtained, which came from the CSMAR database and Wind database. For some missing data, they were manually supplemented by consulting the company's annual report and Sina Finance. Data processing was conducted using EXCEL and Stata16.0 software.

The results show that cross-ownership promote corporate digital innovation by leveraging governance synergies. Further grouping tests show that the synergistic effects of cross-ownership are significant in non-state-owned, high-tech, weakly competitive and higher analyst attention enterprises. Mechanism testing shows that cross-ownership can empower corporate digital innovation in three ways: reducing information asymmetry, alleviating financing constraints and improving corporate governance.

The conclusion of this paper provides new empirical evidence for a comprehensive understanding of the role of cross-ownership in corporate development, enriches the economic consequences research of chain institutional investors in China and broadens the research perspective of corporate digital innovation. It also provides important references for the digital transformation of enterprises and the healthy development of the capital market.

Although the literature recognizes that coopetition plays a significant role in the success of international construction joint ventures (ICJVs), the impacts of coopetition on the performance outcomes of ICJVs remain largely unknown. This study extends this line of research by theorizing coopetition from three dimensions, i.e. coopetition intensity, coopetition balance and coopetition structure, and examining the relationships between coopetition and ICJV performance outcomes from both the contingency and configuration perspectives.

The hypotheses were tested using survey data from a sample of 188 ICJVs. Structural equation modelling was employed for the contingency approach to estimate the relationships between the three dimensions of coopetition and performance. For the configuration approach, cluster analysis was utilized to identify coopetition patterns. Subsequently, an analysis of variance was employed to analyse the relationships between these coopetition patterns and performance.

The contingency results indicate that while coopetition intensity is positively related to all types of performance, coopetition balance is only positively related to project performance and partner performance. Moreover, coopetition structure is only related to partner performance and socioenvironmental performance. The configuration approach identifies six patterns of coopetition, manifesting different levels of project, partner and socioenvironmental performance.

These findings, therefore, contribute to the ICJV literature by extending the understanding of how coopetition dimensions individually and jointly influence ICJV performance.

This study explores the evolutionary relationship between multimarket contact (MMC) and competitive actions among multinational corporations (MNCs). It aims to enhance the understanding of international market competition by incorporating insights into dynamic competition and parent–subsidiary relationships.

A structured content analysis was used to identify the competitive actions of global shipping liners. The dataset includes 8,204 actions identified across nine global arenas. Data were collected from 6,553 monthly news articles on Alphaliner. The period covered is from January 1, 2015, to June 30, 2023.

The results indicate that a higher degree of MMC leads to greater competitive aggressiveness, supporting the combination of mutual forbearance and the Red Queen effect. Additionally, market importance triggers the mutual forbearance effect, whereas competitive rivalry is weaker for overlapping cross-market contacts. Furthermore, local competitive intensity increases MNCs' contact and echoes the Red Queen effect, especially for subsidiaries facing increasing pressure from local responsiveness.

Limitations include reliance on Alphaliner, potential inaccuracies from proxy variables, and unmeasured headquarters–subsidiary interactions. Future research should explore other industries and extend the study period for broader applicability and generalization.

By interlacing mutual forbearance with the Red Queen effect within a coopetition framework, managers can devise strategies to balance competition and collaboration, thereby ensuring long-term viability and growth in global markets.

This study extends the concept of MMC to the context of global shipping liners, a previously underexplored sector. Unlike earlier research, this study empirically examines MMC dynamics globally and integrates mutual forbearance and the Red Queen effect.

This paper aims to identify the combination of innovation determinants driving the creation of innovative products amongst market leaders and market followers in food and beverage (F&B) firms.

This research is based on the case study methodology by using two types of data sources: (1) semi-structured interviews with industry experts and (2) in-depth interviews with managers. In addition, a questionnaire adapted from prior research was used to consider market and firm types.

Suggesting an integrated theoretical framework based on firm-based factors and market-based factors, this study identified a combination of determinants significantly impacting innovative products in the market. Specifically, these determinants are competition intensity and innovation capability (a combination of research and development (R&D) investment and marketing capabilities). The study also examined how these determinants vary depending on whether the firms are market leaders or market followers.

This research provides practical insights for managers working in the F&B industry by using case studies and exploring the determinants of developing innovative products. In doing so, suitable strategies can be selected according to the market and firm situations.

The originality of the study is shown by focussing on how different combinations of market and firm factors could be applied in creating successful innovative products in the food sector.

The purpose of this paper is to explore mechanisms of the overseas marketing assets needed for marketing dynamic capability in Chinese multinational enterprises (MNEs) settings. Marketing assets of foreign subsidiaries contribute to the dynamic capability of MNEs, which are crucial for their sustained competitiveness. This kind of mechanism attracts much attention in academia and industry. However, there are few studies on how dynamic capabilities are developed in MNEs considering the organizational structure of geographically dispersed assets in multiple locations. This paper aims to examine the effect of knowledge-based and relational-based marketing assets on dynamic marketing capabilities and the mediating effect of customer orientation on Chinese MNEs.

Integrating the dynamic capability approach and the international marketing literature, this study examines the impact of two types of marketing assets of foreign subsidiaries, focusing on knowledge-based and relationship-based marketing assets, on the dynamic marketing capabilities of Chinese MNEs. A large-scale empirical study of Chinese MNEs operating in overseas markets was performed, and the questionnaires were distributed and collected.

The results suggest a positive impact of knowledge-based and relationship-based marketing assets on marketing dynamic capability. We find that customer orientation has a positive mediating effect on the relationship between marketing assets and marketing dynamic capability. We also find that the competitive strength of the overseas market negatively moderates this relationship.

This study aims to contribute to the existing literature with a more fine-grained understanding of marketing assets and marketing dynamic capability, then provides theoretical guidance and management suggestions for the formulation and implementation of internationalization strategies of Chinese MNEs.

The findings outline several important implications for MNEs seeking into expand to overseas markets.

This paper contributes a novel, combined perspective on marketing assets and marketing dynamic capability.

This study aims to analyse the effect of competition on retail fuel prices in a small European Union (EU) country with high market concentration.

The researchers use a panel data set to estimate a fuel price equation that includes supply and demand factors as well as time-fixed effects.

The study finds that more competitors in the local market decrease prices, whereas the high market share of oligopoly brands does not condition this effect. Additionally, independent brands set lower prices than wholesalers, and gas stations located near the borders of almost all neighbouring countries are associated with higher prices.

The study suggests that Slovenia’s retail fuel market maintains competitive pricing despite high oligopolistic shares because of historical regulatory influences that shaped firm behaviour and pricing strategies, along with geographical and economic factors such as Slovenia’s role as a transit country. External competitive pressures from neighbouring countries and high levels of traffic, combined with the remnants of regulatory structures, help prevent market abuses and keep fuel prices lower than in other EU countries.

It also indicates that policy should encourage fiercer competition in the local market by increasing the density of gas stations, especially from independent brands.

These findings may be associated with specific country characteristics. This paper introduces unique findings that shed light on the impact of a small market on competition, with a particular focus on highlighting the effect of oligopolistic brands.

This study explores key dimensions of mobile commerce activities (MCAs), evaluates their impact on firm performance and examines the role of mobile commerce performance as a mediator and the role of industry competitive intensity as a moderator.

The qualitative research identified 21 principal retailers’ MCAs. A survey involving 172 retail executives was then conducted to examine the structure of MCAs and their impacts on firm performance.

Our findings reveal that the MCAs comprise four dimensions: guidance, connection, in-store conversion and relation. These dimensions jointly impact firm performance through mobile commerce performance, moderated by industry competition.

This study provides a foundational understanding of MCAs. Future research should continue to explore how these dimensions interact.

Retailers can enhance their management of MCA investments by focussing on four key areas: guidance, contact, in-store conversion and relation. By customizing activities and prioritizing those that strengthen customer relationship management within one area, retailers can effectively align their MCA strategies with their specific business context.

The study’s originality lies in identifying and empirically testing the dimensionality of MCAs, emphasizing the role of customer-centric mobile performance and expanding the understanding of MCA value creation.

While coopetition (cooperation among competitors) has been widely researched in domestic settings, relatively less work has evaluated how small exporters engage in these business-to-business (B2B) marketing strategies. Therefore, export coopetition activities could have different performance outcomes (and boundary conditions) to these B2B marketing practices in domestic arenas. Consequently, underpinned by resource-based theory (and focusing on smaller-sized and internationalised, businesses), the purpose of this paper is to unpack the relationship between export coopetition activities and export sales performance by accounting for key quadratic and moderating effects.

Survey responses were obtained from 107 small, and export-oriented, wine producers in South Africa. After refining the measurement scales, the quantitative data passed all major assessments of reliability, validity and common method variance. Subsequently, the elements of the conceptual model were tested through a hierarchical regression analysis. Moreover, a post-hoc test was undertaken to delve deeper into the nuances of the statistical results – and offer additional insights concerning how these B2B marketing strategies operate (and manifest) in export markets.

A significant non-linear (inverted U-shaped) relationship was found between export coopetition activities and export sales performance. No support was found for the moderators, namely, export geographical scope, export intensity or the interaction between these forms of internationalisation. An interesting issue to emerge from the post-hoc test was that export geographical scope yielded a quadratic link with export sales performance, for which the export coopetition activities construct did not moderate this connection (a non-significant interaction effect). These findings offer new insights that help inform the concentration versus spreading debate related to target market strategies.

New evidence emerges on the internationalisation of the coopetition construct, regarding how smaller-sized companies collaborate with their competitors within their export markets. Likewise, stronger insights arise concerning the dark sides of export coopetition activities via circumstances where they are harmful to internationalised firms. Moreover, improved claims are made about how resource-based theory serves as a useful tool to conceptualise the nuances of export coopetition activities and how they impact export sales performance. Collectively, this investigation not only responds to calls for research to evaluate coopetition in export markets but also embraces the complexities of these B2B marketing strategies.

Several empirical studies indicate that the existence of a large informal sector is a major obstacle to firms’ choices of innovation strategies. This paper aims to address this issue and investigates the effect of the informal sector on the innovation of formal firms in Greece.

Using the World Bank’s Enterprise Survey data, the impact of informal competition on formal firms’ innovation in Greece is investigated by testing whether formal firms use innovation as a tool to protect and sustain their competitive advantage vis-à-vis informal firms and whether overall and informal competition has an inverted-U relationship with the innovation of formal firms. The effects of bribing and other variables drawn from the empirical literature are also controlled for.

The findings fill a gap in the literature regarding the effects of the informal sector on formal economic activity in Greece, by indicating that the informal sector puts pressure on formal firms to innovate, in order to differentiate their product or service and enhance their productivity and by offering learnings to help policymakers to promote innovation in Greece.

The originality of this study is that it investigates the impact of informal competition on formal firms’ innovation in Greece, a developed economy with a large informal sector. It does so by focusing on the effects that formal firms’ informal practices have on their competitors’ innovation activities, and the role of informal competition in creating and sustaining a competitive advantage in Greece.