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Considering the emergence of e-commerce platforms and their integration into marketing channels, this paper aims to investigate how artificial intelligence (AI) resources – both technological and human – possessed by e-commerce platforms can enhance their channel power by acquiring market-based assets (relational and intellectual).

Based on resource-based theory and resource orchestration theory, the authors developed a framework tested using survey data gathered from the sellers, which incorporated six key variables: the e-commerce platform’s AI technology resources and human resources, rational and intellectual market-based assets, intraplatform competition and channel power. The analyses are performed using the regression analysis technique.

The empirical findings indicate that both technological and human AI resources are crucial in building channel power. In addition, market-based assets serve as a mediator in this relationship, while intraplatform competition moderates the effect of intellectual market-based assets on channel power negatively.

This study contributes to the existing literature by exploring how e-commerce platforms’ AI resources affect their channel power. The results offer valuable guidance to managers and researchers on optimizing AI resources to improve channel power.

The aim of this paper is to study the workings of commercial orientation, with a focus on performance management, in an environment that is characterised by limited competition between the public and the private sectors and a high level of government social responsibility.

An interpretive case study approach is adopted for this study. It draws on primary data from interviews with key personnel in public sector organisations, and on secondary data from government publications such as annual reports and budget papers.

This study shows that the market‐based performance management system has failed to achieve its intended objectives because it was introduced in a socio‐economic context that is hardly supportive of market management practices. The study shows that service delivery to the public has remained driven by social rather than economic imperatives. In the absence of other service providers, the Government's social responsibility towards its citizens has compelled service provision irrespective of the cost and reduced the cost‐benefit relationship in having informative costing systems.

Examining the workings of a market‐based performance management system in a non‐competitive setting provides evidence of the difficulty of achieving the intended benefits from the adoption of commercial practices in public sector agencies in some cases.

Whereas extant literature focuses on the adoption of business practices in the process of public sector reform, no prior study has looked at this concept in a non‐competitive market. Understanding the workings of the market practices in such an environment where contestability is limited is fundamental to policy makers and researchers.

After pioneering, but insular, work on the conceptualization and measurement of customer value in business markets undertaken in the 80s and 90s, interest in this topic is substantial since the beginning of this decade. Despite this recent interest, marketing scholars concur that value in business markets is still an under-researched subject. This contribution to the debate is threefold. The paper first proposes an own model of customer value conceptualization in business markets; based on several rounds of testing this theoretically grounded model in managerial practice indications exist to conclude that this model may offer benefits over current models.

Secondly, the paper provides a comprehensive survey of pricing approaches in industrial markets. The paper integrates this literature overview with own empirical findings. Concurrently the paper summarizes extant research on the link between pricing approach and profitability in industrial markets. The paper thirdly proposes a framework for value delivery and value-based pricing strategies in industrial markets. Proposing such a framework is both useful as well as necessary. Useful, since this framework guides new product development and pricing decisions and assists in the implementation of price-repositioning strategies for existing products; necessary, since the theoretical and practical adoption of value-based delivery and pricing strategies may have suffered from the lack of a unifying conceptual framework. Two case studies, one involving the pricing decision for a major product launch at a global chemical company, the other involving value delivery at an industrial equipment manufacturer, illustrate the practical applicability of the proposed framework.

The paper aims to address the question of how and how often companies change their manufacturing strategy in the medium and long run, thus addressing a lack of evidence in the literature.

This paper explores the movements made by companies among four manufacturing strategy configurations drawn from the literature (market‐based, product‐based, capability‐based and price‐based configuration). Analyses are based on three longitudinal samples from the International Manufacturing Strategy Survey (IMSS) database.

Results show that while strategic configurations are rather stable, many companies do indeed change strategy and identifies which patterns of change prevail. Product‐based strategy is the most‐widely spread and most stable strategy. Capability‐based competition is the rising star. The market‐based strategy is struggling and price‐based competition is on its way out.

The main limitation is the small size of longitudinal samples, leading to tentative propositions for further testing.

No strategic configuration appears to be the final “maturity” target for manufacturers. Companies select their configurations according to life cycle of the organization and market competition.

The paper contributes to fill a lack of longitudinal evidence of strategic change and flexibility of manufacturing companies.

Countries have differences in competition policies, which are cause for friction in international trade and investment. This paper discusses those issues and develops a model to try to explain the willingness of countries to participate in a cooperative competition policy. The model suggests that countries which are economically advanced, active in trade, and already involved in trade regimes are most likely to cooperate in competition policy.

Extant literature has indicated that government support is one of the main drivers of international expansion of Chinese multinational enterprises. However, research on the influence of governors on firm internationalization is still limited. Drawing upon the institution-based view, we theorize a novel concept of institutional enablement to illustrate the influence of a governor's pro-market ideology on Chinese firms' internationalization.

We analyze the relationship between a governor's pro-market ideology (consisting of a pro-market political ideology, an overseas educational background and a business background) and firm internationalization with a sample of Chinese public companies during 2014–2017.

We find a direct and positive effect of a governor's pro-market ideology on firm internationalization. We also find an indirect and positive effect of a governor's pro-market ideology through regional, inward foreign direct investment.

To the best of our knowledge, this paper is the first to investigate an underexplored question of the impact of governors on firm internationalization and to develop a novel concept of institutional enablement, based on discursive institutionalism.

The purpose of this paper is to examine the social entrepreneurship focussed organizations in the context of challenges faced and strategic actions adopted by them during the different stages of self-sustainable business model design and implementation.

The empirical context involves the use of qualitative multi-case-based research methodology for data collection and analysis. The sampling involves undertaking the field study of social entrepreneurship oriented organizations, which have made the perceptible socio-economic difference in the lives of the rural and semi-urban population lying at the base of the pyramid (BoP) in India.

The findings of this study are presented in two complementary stages. The first stage involves presenting the narrative incorporating the emergent themes and key characteristics of the social entrepreneurship focussed organizations based on the field-research based data collection and analysis. The second stage involves mapping the challenges with the strategic actions thereby formulating a challenge-action framework.

The paper strengthens the belief in social entrepreneurship as a viable alternative for creating a market-based ecosystem at the BoP. This paper highlights the conception of social entrepreneurship in terms of challenges and corresponding strategic actions.

The derived challenge-action framework will enable the social entrepreneurs to learn, understand, design and implement a better informed and transparent market-based business models at the BoP resulting in reduced market risks and uncertainty.

The government needs to recognize the social entrepreneurs as partners having a separate legal entity as well as consider their inputs and on-field experiences while framing the policies in favor of the BoP. In addition, the government needs to facilitate the social entrepreneurs in leveraging the government network and institutions for reaching the BoP segment.

This study is an original contribution to the field of social entrepreneurship in number of ways. The first contribution lies in reviewing the research literature from the definition perspective. The second contribution lies in reviewing the research literature to determine the key challenges faced by the social entrepreneurs at the BoP. The third contribution lies in identifying the propositions and conceptualizing the challenge-action framework depicting the challenges faced and strategic actions required by the social entrepreneurs for successful and sustainable social intervention at the BoP.

The purpose of this paper is to propose an alternative, interdisciplinary teaching of health, health care and medical care based on three pillars: social economics, the social determinants of health (SDH) and ethics. Based on these three pillars, the global financial crisis is presented as the moment of manifestation of the SDH at individual and aggregate levels that require a critical analysis from a broader perspective that is possible with social economics and ethics.

The author designed a writing-intensive course based on four modules about definition of health, health care, medical care and determinants of health; political economy of financing and organization of medical care; policies including reform proposals; and medical ethics and moral philosophies that reflect back on the previous topics, respectively.

The course attracts students from different disciplines who found it realistic and comprehensive so that it can be related easily to other disciplines owing to its interdisciplinary design. It also helps students to improve their writing skills.

The course is taught only in US context and is still open to further development.

The theoretical pillars of the course can be adopted and experimented with in different contexts (e.g. wars, plagues, immigration, etc.) and inform the participants about the subject matters from a broader perspective.

This paper provides a successful and novel teaching experience of health and medical care by putting social economics, SDH and ethics together.

This study explains the international opportunity development of SMEs from emerging economies during institutional transition. This research enriches our understanding of how these firms adopt different approaches to developing international opportunities when they confront the turbulent institutional environment. We develop a phase-based framework for the evolution of transitional institution for SMEs’ internationalization and the SMEs’ internationalization process in that framework. By providing an empirical case study of a privately owned SME from China, the main finding is that SMEs from emerging economies become more entrepreneurial and proactive in developing the international opportunity during the institutional transition.