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This research is primarily concerned with studying the impact of brand workers' problems on brand deletion (BD) outcomes. The authors also analyze how the level of consensus achieved during BD adoption and implementation influences the impact of brand workers' problems on BD outcomes.

A questionnaire was designed to obtain data from a representative sample of 155 real cases of BD.

Findings indicate that in contexts where workers feel their jobs are threatened or challenged, BD success may be undermined. However, the company does possess one important mechanism that can alleviate the negative impact of brand workers' problems: empowering them to pave the way toward consensus-building. Results do not support a negative effect of brand workers' problems on BD time efficiency or any effect of BD time efficiency on BD's contribution to a firm's economic performance.

Managers must be aware that problems derived from brand workers' actions are especially harmful for the company when there is no consensus, such that managers must prevent deletion from occurring under these circumstances.

This pioneering study proposes and empirically validates the relationship between brand workers' problems and BD success and BD time efficiency, moderated by consensus.

This paper aims to examine whether order and scale of market entry influence a new product's market and financial performance, and how marketing and R&D resources strengthen or weaken these effects.

Through a mail survey, data were collected on a sample of 136 product launches by Spanish manufacturing firms. A moderated hierarchical regression analysis enabled the assessment of the relevance of order and scale as well as their interactions with marketing and R&D resources to explain a product's competitive position. Moreover, a mediation analysis allowed us to determine whether market entry strategy (indirectly) affects financial performance.

The analyses show that pioneering firms and those entering the market with a full‐scale launch achieve advantages in terms of competitive position, and that this variable mediates the relationship of order and scale with profitability. The empirical results also reveal that such advantages are conditioned by the availability of marketing and R&D resources.

The decisions regarding order and scale of market entry are contingent. Managers involved in the planning of a new product launch should be knowledgeable about their firm's resources and capabilities before determining when and how to enter the market.

Many papers study the effects of order‐of‐entry on market share, but other dimensions of a new product launch strategy, such as scale, have largely been ignored. The research examines the effects of both variables on competitive position and profitability. This is also one of the first studies that explores the moderating effect exerted by resources and capabilities in the launch strategy‐performance relationship.

A continuous issue which plagues all service businesses is the process of handling complaints. Whilst the topic has been relatively well explored, extant literature has failed to fully explore how staff demographics influence the methods in which they manage complaints.

A qualitative approach was adopted with semi-structured interviews. A purposeful sample was selected, inviting managers from hotels in Dubai to share their views on factors affecting the complaint management process, including the impact of staff demographics.

Staff demographics were found to have an impact on staff's approach to handle complaints. However, participants generally felt that, with sufficient experience, the impact of many of these influences would be negated.

Literature on complaint management has considered numerous mitigating factors affecting the complaint management process. The impact of staff demographics on how they receive and respond to complaints has not been thoroughly explored.