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This research aims to focus on supply chain coordination and its three determinants, i.e. responsibility interdependence, uncertainty, and inter‐functional conflict, developing research propositions to conceptualize how supply chain coordination is driven by its determinants.

The research propositions are tested by a case study in a shoe factory to examine the differences between the theory and the practice of coordination.

The findings show that the firm carried out only piecemeal coordination in defining and fulfilling customer needs.

A supply chain is known as a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. Supply chain coordination plays a critical role in integrating different actors along the supply chain to enhance performance.

The current work seeks to analyze the different effects of three alternative strategic marketing orientations – market orientation, sales orientation, and product orientation – on non‐profit organizations' effectiveness, specifically their economic and social effectiveness.

In order to test the hypotheses proposed, an empirical analysis of 182 Spanish museums was conducted.

The study reveals that social effectiveness relates highly to product and customer orientation, whereas economic effectiveness mainly depends on sales orientation and inter‐functional coordination.

The results suggest that applying a marketing orientation centered on the product and knowing the visitor is critical for successfully fulfilling the objectives of conservation and diffusion of culture. Moreover, the organization needs to focus on sales, on the internal customer, and on the coordination between the managing institutions, to be able to achieve satisfactory economic results.

This work makes an empirical contribution to the analysis of market orientation on cultural organizations. Although previous research has underlined the relevance of a market orientation for museums and cultural organizations, few empirical analyses have been developed until now.

The paper aims to examine the role of market orientation (MO) and innovation capability in determining business performance during an economic upturn and downturn.

The data comprise two national-level surveys conducted in Finland in 2008, representing an economic boom, and in 2010 when the global economic crisis had hit the Finnish market. Partial least square path analysis is used to test the potential mediating effect of innovation capability on the relationship between MO and business performance during economic boom and bust.

The results show that innovation capability fully mediates the performance effects of a MO during an economic upturn, whereas the mediation is only partial during a downturn. Innovation capability also mediates the relationship between a customer orientation and business performance during an upturn, whereas the mediating effect culminates in a competitor orientation during a downturn. Thus, the role of innovation capability as a mediator between the individual market-orientation components varies along the business cycle.

This paper is one of the first studies that empirically examine the impact of the economic cycle on the relationship between strategic marketing concepts, such as MO or innovation capability, and the firm's business performance.

Organizations are facing a rapidly changing environment and there is a greater need to understand customers' demands and competitors' strategies for the development of product innovation. The purpose of this paper is to explore the effects of market orientation, market knowledge and customer knowledge management on product innovation performance from the perspective of dynamic capability.

The data were collected from high‐tech firms in Taiwan. This study employs the structural equation model (SEM) to examine the relationships between market orientation, market knowledge, customer knowledge management and product innovation performance.

The findings of this study suggest market orientation has no significant impact on product innovation performance, and market knowledge and customer knowledge management mediate the relationship between market orientation and product innovation performance.

This paper suggests the consideration of various types of mediators or moderators in order to acquire more information for future study; the framework can be expanded to other industries due to this study's limited focus on the high‐tech industry.

This paper implies that besides utilizing market orientation for innovative practices, the high‐tech industry should focus more on market knowledge and customer knowledge management. In high‐tech industries, the process of knowledge management, which transfers customer knowledge to product innovation, can effectively seize market information.

This study examines the mediating effects of market knowledge and customer knowledge management and clarifies the relational inconsistencies between market orientation and product innovation performance from knowledge management viewpoints.

Growing e-commerce and technology-led initiatives are the catalysts for digitization in the financial industry. Green (2020) states that there has been an increase in global funding in this sector from $111 billion in 2018 up to $135 billion in 2020. This surge in digital payments requires a payment technology company that understands the market needs of developing countries, has an agile approach and strong organizational practices. TPS is an agile company that has aligned itself to capture the untapped markets in developing countries through its best practices, perseverance, and continuous innovation by identifying and filling market gaps. The company is highly customer-centric and people-oriented. This case study explores the key practices and drivers of success for this company by outlining the main features of organizational strategy, competitive advantage, external and internal marketing practices. Looking ahead, the case asks whether agile practices, organic mindset, highly flexible customer orientation, and talent building practices influence the productivity and proficiency of the company or not.

Asks what really has changed for and what to expect from future supply chains. Most surveys rank activities related to sourcing, operations, customer services and marketing in terms of their importance to, or degree of hindrance for, successful supply chain management (SCM). In this explorative study, analyzes the change of SCM both in terms of operational practices and organizational capabilities in some industrial companies. A focused survey traces the development of supply chains and networks over two decades. Observes the expected growth in use of supporting IT systems, extent of information sharing and scope of coordination efforts. Characterizes the different stages supply chain evolution on the basis of supply chain integration and changing roles and responsibilities of the companies. It seems that due to the continuous structural change of the business environment the very concept of supply chain, let alone the best practice of managing one, should be subject to re‐examination in a wider context. In order to reach the current ideal of SCM practices, the strategic preconditions for innovative networking also need to be in place.

The purpose of this paper is to explore how national cultural values affect sales collaboration directly and how it interacts with the firm's reward structure. The results are linked with firm performance.

The conceptual framework is tested on a large sample of sales organizations across 26 countries. Due to the nested nature of the data, hierarchical linear modeling is used to test the hypothesized framework.

Sales collaboration is positively related to firm performance, while individualism and masculinity are negatively related to sales collaboration. Rewards alignment leads to greater sales collaboration and is particularly important in highly individualistic and masculine societies.

The study identifies rewards alignment as an actionable management tool to foster greater sales collaboration and, in turn, enhanced firm performance. The study suggests that this is particularly important in cultures associated with high individualism and masculinity. These two values can hinder sales collaboration within the firm, but firm practices (rewards alignment) can counter societal tendencies.

The effects of cultural values have been neglected in prior research on sales collaboration and firm performance. The findings in this study suggest that culture is important and, at times, it can be beneficial for the organizational culture to counter the dominant national cultural values.

Digitally oriented firms are faced with new opportunities and risks in today’s ever-changing world. Drawing upon organisational entrainment theory, this study investigates how supply chain (SC) entrainment improves the effects of digital orientation on firm performance through absorbing risks and exploiting opportunities.

Survey data were collected from 307 Chinese manufactures and analysed using structural equation modelling and regression analysis.

The results show digital orientation absorbs risk through evoking three SC entrainment dimensions (i.e. internal entrainment, entrainment with customers and entrainment with suppliers). Entrainment with customers and suppliers mediate the relationship between internal entrainment and firm performance. An opportunity exploitation mechanism is evidenced by the moderating effects of internal and external entrainment on the relationship between digital orientation and firm performance.

The empirical findings provide timely insights for managers to fully harness the benefits of digital orientation by using SC entrainment, i.e. to match the tempo and pace of internal and external cyclical activities to reduce the risks and increase the benefits of adopting advanced digital technologies. The authors show managers how to adjust their organization’s actions to keep tempo and synchronous phase with their SC partners.

The study introduces and conceptualizes a construct (i.e. SC entrainment) to understand how risks and opportunities arising from digital transformation can be addressed to maximize the value of advanced digital technologies.

The purpose of this paper is to develop a radical innovation launch model that shows the relationship of the market, entrepreneurial and learning orientations with each other, with radical innovation launch marketing capabilities and the subsequent effect on radical innovation launch success. It will provide practitioners with best practices and add to current marketing theory.

An online survey was done, resulting in a usable sample of 176 radical innovation launch practitioners from a cross-section of US companies, namely, small to large, business-to-business and business-to-consumer firms offering a variety of products and services. A partial least squares structural equation modeling technique was used to test construct relationships and the effect on each other.

An organizational learning orientation has a direct effect on the market and entrepreneurial orientations. Learning and marketing orientations are critical links to having radical innovation launch marketing capabilities. While an entrepreneurial orientation has a direct effect on radical innovation launch success, proper, dynamic marketing capabilities are a significant driver. Over 40% of the variance in radical innovation launch success is directly or indirectly affected by the three studied strategic orientations and radical innovation launch marketing capabilities.

This study was conducted only in the USA. A cross-cultural study could be undertaken. Type and size of firm, type of external environment, radical innovation department structure, transformational leadership strength and competitive intensity effect could be studied. New, up-to-date adaptable marketing capabilities should be researched and validated.

For radical innovation launch success, it is critical that a firm develop the market, entrepreneurial and learning orientations and have specific, dynamic marketing capabilities in place. Existing managers should be trained, or new talent hired, to give the firm the capability to develop unique, radical innovation launch strategic, brand identity and new target market plans, to select and manage new downstream partners, and to have quick, customer launch feedback mechanisms in place.

An empirical study of the effect of all three strategic orientations on radical innovation launch marketing capabilities and subsequent radical innovation launch success has not been previously addressed.

The purpose of this study is twofold. First, this study proposes to investigate the impact of inter-functional value co-creation (VCC) in a manufacturing firm’s value chain on supply chain performance, considering the moderating role of external integration. Second, this study proposes to validate a modified version of the VCC considering the inter-functional interaction context.

Quantitative data were collected using survey approach from 129 managers from 51 departments of 22 manufacturing firms performing roles in several areas, such as procurement, logistics, sales, marketing and production. This study uses a PLS-SEM to analyze the model measurement, through confirmatory factor analysis.

The empirical data supported the proposition of this study that the VCC degree (i.e. value co-production/value in use) between functions of the firm has significant positive effects on the performance of the supply chain, in customer service and flexibility.

This study could be exceedingly useful for practitioners suggesting them to improve inter-functional integration by adopting VCC practices grounded on “value co-production” and “value in use.” Such practices may help to maximize supply chain performance.

The coordination theory was useful to deepen the analysis of its quadrant named “participatory design,” considering the relationship between VCC and inter-functional integration. This paper extended the knowledge about the relationship between the participatory design quadrant and the quadrant referring to organizational structures and processes.