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The purpose of this paper is to provide a theoretical framework that explains the roles and viability of both cooperation and competition as they emerge in communities of practice. Although the usefulness of cooperation in communities of practice is well-understood, few studies have considered the role of internal competition, and those that have generally only explored cases in which antagonistic behavior led to the community’s collapse.

A contingency theory of communities of practice is developed based on the manifestations of members’ participation.

This theory demonstrates the root causes of fracturing and also provides a foundation for studying communities of practice that have previously defied explanation.

This manuscript explains the potential role and limitations of internal competition in communities of practice, as well as the emergence of subgroups based on differing preferences for cooperation and/or competition. Future research should examine the manifestation and ramifications of such individual differences between community members.

Practitioners can use this theoretical framework to assess communities of practice that they oversee, diagnose potential pitfalls and take corrective action to mitigate potentially toxic influences or inject additional motivating forces that would sustain the community.

This theoretical framework diverges from previous assumptions that internal competition is necessarily toxic for communities of practice, showing the value that it may offer in some contexts.

This study explores whether product market competition is a substitute for or complementary to good internal governance through promoter holdings. Specifically, it examines the impact of product market competition on the linkage between promoter ownership and firm value and investigates whether this impact varies with the type of blockholders and level of ownership.

The authors used a fixed-effect panel regression method to analyze 1,136 National Stock Exchange-listed firms with 10,770 observations between the years 2005 and 2017. The authors computed product market competition using the Hirschman–Herfindahl Index and used the two-stage least squares regression model to address the issue of endogeneity.

Competition is a substitute for good corporate governance, especially in highly competitive industries, while promoters enhance firm value only in less competitive industries. This supports the theory that competition hinders a manager's “quiet life” hypothesis and creates disciplinary pressure to perform well. Additionally, the authors find that competition acts as a complement to promoters who are state-owned blockholders, while it acts as a substitute for promoters who are family-owned and private-owned blockholders.

This is possibly among the earliest attempts to integrate promoter ownership, product market competition, and firm value with the type of blockholder, especially in the context of the Indian market after 2005. The authors also provide evidence of situations in which both external and internal governance mechanisms either synergize or mitigate each other.

Corporate venturing initiatives, which exemplify corporate entrepreneurial behavior, follow an evolutionary path of variation, selection, and retention. While their external selection is a consequence of their performance, their internal selection is subject to forces of complementarity and legitimacy, and how well competition from other initiatives is overcome. This chapter aims to unfold the dynamics of the internal selection process of initiatives, focusing on its emotional dimensions. Assuming that organizational agents have a deliberate role in guiding the internal selection process of initiatives, the chapter examines how organizational agents' emotional dynamics influence this process. The chapter draws its theoretical basis from the intraorganizational evolutionary perspective and the literature on emotions in organizations. The case of a corporate venturing initiative and the narratives of four managers involved directly and indirectly in the initiative are used to illustrate how the emotional dynamics of organizational members evoked envy toward a venturing initiative and directly impacted its degree of competition and complementarity with other interacting initiatives, ultimately hampering its selection.

Salespeople frequently face the predicament of wanting to protect their market knowledge from coworkers while not appearing recalcitrant. Considering the choice of disclosing information or refusing to disclose, they may choose a third option: appearing to share knowledge while concealing substantive information, which this study calls evasive knowledge hiding. This study surmises that the consequences of these choices impact perceptions of customer outcomes. Using social exchange theory, the purpose of this article is to examine the internal relational antecedents and perceptions of external customer outcomes of evasive knowledge hiding, as well as the moderating effects of pushover manager and environmental dynamism.

A moderated mediation model was used to analyze survey data from 234 business-to-business salespeople.

Internal competition and coworkers’ past opportunistic behavior increase evasive knowledge hiding. These effects are attenuated if the manager is not a pushover. Evasive knowledge hiding decreases perceptions of external customer outcomes, particularly at low levels of environmental dynamism.

Data was collected from salespeople, which presents a look from perpetrators themselves. While directly observing salespeople was the goal, sourcing and matching customer and manager data would only strengthen the results.

Salespeople evasively hide their knowledge if it is in their best interest, which may unwittingly hurt perceptions of customer outcomes.

This study formally introduces salesperson evasive knowledge hiding into the marketing and sales literature. The research highlights the dark side of social exchange theory by demonstrating how internal coworker relationships affect perceptions of external customer relationships via evasive knowledge hiding. This study also introduces pushover manager as an enabling moderating variable.

The purpose of this study is to empirically explore the effects and interaction effect of human resources and digital manufacturing technologies (DMTs) on supply chain integration (SCI) and how their roles are influenced by competition.

Drawing on the technology-organization-environment (TOE) framework, this study builds and tests a holistic model based on the International Manufacturing Strategy Survey (IMSS) project database.

The results show that human resources and DMTs have significant positive effects on three dimensions of SCI. Competition positively moderates the effects of human resources on customer integrations, negatively moderates the effects of human resource on internal integration, but does not moderate the effects of human resources on supplier integration. Besides, the moderating effect of competition has not been found in the relationships between DMTs and three SCI dimensions.

By investigating the effects of human resources and DMTs on SCI practices in the context of competition, this study contributes to the literature on SCI, DMTs and the TOE framework as well as offers practical insights that help manufacturing firms to promote SCI more effectively and efficiently.

This paper aims to examine why retail firms seldom achieve full integration of online and offline channels as prescribed in omni-channel literature. It examines the intermediate process of channel integration from an internal, operational perspective.

This study is composed of two parts. In the first part, the authors interviewed informants from nine firms that were engaged in channel integration. In the second part, the authors conducted case studies with three firms from the cosmetics and skincare industry against the backdrop of the COVID-19 pandemic to find evidence to support or negate the propositions made in the first part.

The first part identified six operational challenges to channel integration. The authors categorized these challenges into two groups: inter-channel communication and inter-channel competition. Inter-channel competition carries more weight at the latter stage of integration. The authors also identified two antecedents that affect the seriousness of these challenges: heterogeneity among channels in business operation and external competitive pressure. In the second part, the authors found that both inter-channel communication and inter-channel competition were improved because of the external competitive pressure exerted by the COVID-19 pandemic. However, the heterogeneity of offline channels against online channels in business operation is a double-edged sword.

The study identifies the changing effects of the challenges of channel integration and their antecedents in the midst of integration. The positive influence of a specific dimension of channel heterogeneity against other channels increases and then decreases along channel integration. The identification of the changing effects lays the foundation for a finer stage model of channel integration.

The purpose of this study is to explore the relationships among business strategy, market competition and earnings management.

This paper uses 2,037 Chinese A-share listed firms from 2010 to 2012 to test the research questions using regression analyses.

The firms that follow cost leadership strategy (cost leaders) are more likely to have a higher level of real earnings management. The firms that follow differentiation strategy (differentiators) are less likely to use real earnings management. For cost leaders, the market competition further increases the level of real earnings management, whereas the level of earnings management of differentiators is not significantly impacted by the market competition.

Results of this study indicate the feasibility of differentiation strategy in China and suggest that management should be encouraged to use such a strategy or to use a hybrid strategy to achieve its operational and financial goals.

The study contributes to the research of earning management by providing evidence on that business strategy has significant impacts on earnings management. It also shows an incremental influence of market competition on earnings management through its impacts on business strategy.

While new institutionalism‐inspired accounting literature has opened up new perspectives for the study of micro‐processes of change in accounting practices, little is still known about how individuals subjectively experience these processes. In this paper, the authors propose to study the role of subjectivities in the institutionalization of new accounting practices.

Based on an extension of Hasselbladh and Kallinikos' framework, the authors analyze the implementation of a new performance management and measurement system in the division of a large French public sector firm. The authors' research is based on the company's internal archives, samples of the new performance scorecard, interviews and non‐participant observation.

The system as a technique of control and related discourses and ideals formed a coherent “rationalized package” which actors had actually internalized. Still, they collectively used the new system in a very ceremonial mode and the authors' analysis identified discrepancies between actors' explicit understanding and practical experience of the system.

The authors' research suggests that studies of accounting change should further explore the complex and sometimes paradoxical nature of subjectivities at work in the adoption of new systems. Studies should combine the analysis of actors' behaviours and representations and their development over time, even though the latter longitudinal perspective is missing in the present research.

Experience encompasses more than understanding and cognitive agreement. Deliberate acceptance of systems may co‐exist with non‐deliberate reluctant behaviour.

Accounting transformation projects should reckon the role that actors' subjectivities can play in the institutionalization of new systems and practices.

The authors' research illustrates how subjectivity influences micro‐processes of accounting change. It highlights its experiential and non‐deliberate dimensions, thus complementing existing institutional research that has hitherto emphasized actors' deliberate actions and representations.

This paper deals with the performance of port clusters. Port clusters are analyzed using a framework that draws from different schools that deal with clusters (see De Langen, 2004). Central to the framework is the identification of eight variables of cluster performance. Four of those-agglomeration and dis-agglomeration forces, internal competition, heterogeneity of the cluster and the level of entry and exit barriers-are related to the structure of a cluster and fourthe presence of trust, the presence of intermediaries, the presence of leader firms and the quality of collective action regimes-are related to the governance of clusters. The validity of these variables is confirmed in three case studies, of the port clusters of Rotterdam, Durban, and the lower Mississippi. The strengths and weaknesses of the three port clusters, the importance of the variables discussed above and opportunities for policy and management to improve the performance of clusters are discussed. The results of this study are relevant for cluster scholars and for scholars specializing in port studies and, since implications of this study for policy and management in (port) clusters are discussed, the study is also relevant for (port) cluster managers and for managers affirms in (port) clusters.

The purpose of this paper is to explore how Chinese enterprises overcome their lack of resource and capabilities and eventually fulfill global resource accumulation, fast innovative commercialization and significant technological breakthrough by establishing and coordinating innovation ecosystem at firm level.

This paper first reviewed the literature on the structure and coordinating mechanism of enterprise innovation ecosystem and identified two important gaps on the characteristics of ecosystem actors and the logic of innovative coordination. Then, the paper adopted grounded analysis about the construction and evolution of Haier’s innovation ecosystem based on longitudinal case data. On the basis of the case study, the construct of firm-level innovation ecosystem and new logic of coordination are formed.

This paper found the emerging phenomenon of sub-organizational ecosystem actors and depicted that the establishing process of firm-level innovation ecosystem went through three majors stages, and the corresponding coordinating logic changed from proactive intervention to reactive self-evolution.

This paper tried to make contributions to the studies of structure and coordinating mechanism of enterprise innovation ecosystem, and proposed the enterprise itself could build firm-level ecosystem within its organizational boundary and interact with external ecosystem. The findings enlightened the nested structure of ecosystem, opened the black box of organizational boundary and broke the limitation that existing researches only analyse innovation ecosystem at system level and regard firms as basic analytical unit. Besides, this paper proposed that the coordination of innovation ecosystem can be passively fulfilled by network effect and ecological evolution, where previous studies mainly focused on proactive institutional intervention and resource investment. This point could provide Chinese enterprises with good references.