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The aim of the paper is to demonstrate how business process‐based approach (PROPHESY) facilitates integration of resource‐based and market‐based approaches to strategy management. The paper begins by presenting resource‐based and market‐based strategy management approaches generally. It extends earlier research by examining the linkages between markets and resources as practised by three case study companies representing a cross‐section of the manufacturing industry. It continues with a discussion on the reasons behind the choice of the criteria used for cross case analysis. Although the results are exploratory, they provide a comparative analysis of how market‐based strategies could relate and integrate with resource‐based strategies through business processes.

The relationship between diversification and organizational performance has been the subject of numerous studies over the years (Palepu, 1985; Rumelt, 1974). However, strategy scholars have universally defined diversification using a narrow definition, namely that corporate diversification is a function or reflection of the number of products/businesses in a firm's portfolio. The present study argues that such a definition has become outdated given the impact of international market diversification (Kim, Hwang, & Burgers, 1989; Rugman, 1979). Integrating these two views of corporate diversification, we investigate diversification‐performance differences using market‐ and product‐based measures of diversification and an international sample. Results suggest that the traditional model of diversification may not be applicable to all countries and that international differences exist.

This study compares U.S. firm international strategies between two starkly different industries. We find that firms are more inclined to adopt global strategies in the integrated global industry than in the multidomestic industry. The global strategy does not seem to be effective unless a firm possesses substantial intangible assets. R&D-based intangible assets play a more significant role than marketing-based intangible assets in both the integrated global industry and (to a lesser extent) the multidomestic industry. Additionally, internationalization pace has a positive direct impact, and a negative interaction effect with the global strategy on firm performance in the integrated global industry.

Intangibility plays a critical role in the field of services and brings great managerial problems to services firms, particularly for cross‐national firms that operate in unfamiliar host markets. This study attempts to explore how to raise the tangibility of services in foreign markets by marketing‐based activities, rather than the conventional perspective based on operational activities.

Based on the literature, this study builds a six‐element model to circumscribe and define the managerial problems caused by intangibility. Moreover, this study proposes six strategies to raise consumers’ sense of tangibility toward services, namely: quantitation, ranking, factualization, substantialization, word‐of‐mouth effect, and information frequency. Following that, this study samples US‐, Japan‐, and Europe‐owned firms operating in China and Taiwan to examine the proposed model.

The results indicate that the six strategies can improve the tangibility of services sufficiently, especially quantitation, ranking, and substantialization. This study also builds a three‐construct, nine‐item services tangibility scale to measure consumers’ perceptions of tangibility toward a particular service. Statistical evidence confirms the reliability, discriminant, and convergent validity of the scale.

This study not only conducts an academic model construction on the service tangibility issue, but also provides a new insight on the services practices cross‐nationally. This study constructs the model by reviewing the literature primarily, while seeming to neglect opinions from the practical world. Future studies could solidify the model by involving more practical viewpoints with deep expert interviews and observations.

The purpose of this study is to empirically investigate the impact of incumbents’ defensive strategies, specifically price-cut and capacity expansion, on new entrants’ (NEs) exit decisions and examine the moderating role of incumbents’ relational market-based assets (RMBAs).

Drawing upon real options theory, an empirical study using logistic regression is conducted on a rich, multi-market data set of NE exits between 1997 and 2019 in the U.S. airline industry.

Contrary to intuitive expectation, the results show that cutting prices in response to entry reduces NEs’ likelihood of market exit. However, when incumbents possess strong RMBAs, using a price cut proves to be effective in pushing NEs out of a market. Moreover, an NEs’ exit likelihood is higher when incumbents expand capacities in response to entry.

In this study, market exit is defined as a complete withdrawal from the market and operationalized as a binary variable. Future research could examine different degrees of downscaling by NEs while remaining in the market.

This research demonstrates the opposing effects of price-cut and capacity expansion and the crucial role of RMBAs and advises managers to be cautious and consider trade-offs when implementing their defensive strategies to push NEs out of their markets.

This study contributes to the literature by examining the impact of incumbents’ defensive strategies, price-cut and capacity expansion, side by side and exploring the moderating role of RMBAs. Extant research has focused on antecedents of defensive strategies, whereas the consequences are the focus of this research.

Argues that operations strategy research should integrate recent theories from the resource‐based view of strategic management. Going beyond the model of Hayes and Wheelwright, this would call for the end of the market‐based view, where operations strategy merely follows the directions set by the marketing function. It would emphasize the dynamic development and leveraging of competencies and capabilities in order to set new business diversification strategies. A new paradigm of operations strategy could emerge, where “management fundamentals” such as learning and culture would be actively integrated within operations, in order to become key sources of competitive advantage. Accordingly, the operations function could progressively: take the leadership of strategy formulation; create “portfolios” of optional capabilities for strategies of organizational agility; and implement world‐class practices more effectively through evolutionary strategic frameworks.

This paper aims to present a concise review on the variant state-of-the-art dynamic task allocation strategies. It presents a thorough discussion about the existing dynamic task allocation strategies mainly with respect to the problem application, constraints, objective functions and uncertainty handling methods.

This paper briefs the introduction of multi-robot dynamic task allocation problem and discloses the challenges that exist in real-world dynamic task allocation problems. Numerous task allocation strategies are discussed in this paper, and it establishes the characteristics features between them in a qualitative manner. This paper also exhibits the existing research gaps and conducive future research directions in dynamic task allocation for multiple mobile robot systems.

This paper concerns the objective functions, robustness, task allocation time, completion time, and task reallocation feature for performance analysis of different task allocation strategies. It prescribes suitable real-world applications for variant task allocation strategies and identifies the challenges to be resolved in multi-robot task allocation strategies.

This paper provides a comprehensive review of dynamic task allocation strategies and incites the salient research directions to the researchers in multi-robot dynamic task allocation problems. This paper aims to summarize the latest approaches in the application of exploration problems.

Rising energy demand and the quest for achieving climate change targets have been pushing emerging markets like India to bolster the natural gas share in their energy mix. The country has set an aggressive target of increasing natural gas share in the energy mix to 15% by 2030. The purpose of this study is to acknowledge the need for adopting and developing strategies for natural gas business market development to ensure a reliable supply at an affordable price. Hence, this study explores the natural gas market business development strategies and assesses them through cause/effect analysis.

This study proposed an integrated framework based on the Grey concept and Decision-Making Trial and Evaluation Laboratory (DEMATEL) technique to assess and determine the interdependence among the natural gas business market development strategies by cause-and-effect group analysis. The application of Grey theory reduced the uncertainty and subjectivity involved in the decision-making process. Later, sensitivity analysis is also performed to check the robustness of the framework.

The natural gas business market development strategies are identified through a systematic literature search and contributions from industry experts. The findings of this study highlight the importance of developing pipeline and storage infrastructure facilities, ensuring supply security through long-term imports and overseas investment, implementing free-market-based pricing, simplification and standardization of regulatory processes at state and national levels, etc., for the development of the natural gas market development in India.

This study acknowledges the natural gas market development strategies and evaluated them into cause-and-effect groups which are limited to Indian context. All evaluations in the Grey-based DEMATEL method were made in this study based on the decision team inputs which limits the generalization to other geographies. Moreover, the opinions of the experts can be subjective and differ. The selection of the experts is done through non-probability sampling process.

This study could support the government and decision-makers in formulating the appropriate strategies to develop the domestic natural gas market. The cause-and-effect relationships are helpful for the companies, management, government, regulators and other stakeholders to understand the criticality of the causal strategies that must be implemented for developing the favorable natural gas business market scenario.

This study explores and evaluates the strategies that successfully bolster the natural gas business demand in India using Grey-based DEMATEL framework. By focusing on those critical strategies, relevant stakeholders would ensure a reliable natural gas supply at affordable prices.

The study examines the effects of corruption activities on new product development of firms. The roles of senior managers in the relationship between corruption activities and new product development are also studies.

The data of Indian firms are collected from the Enterprise Survey conducted by World Bank in 2014. Variables on corruption, new product development, and other firm level factors are considered in the study. Logistic regression is used to examine the effect of firm's engagement in corruption activities on new product development.

Corruption activities of firms is negatively related to new product development. Senior manager's industry experience and engagement in regulatory activities weaken the negative relationship between firm's engagement in corruption activities and new products development.

With the increased focus on innovation, organizational managers have to work on the development of new products, and understanding of the negative relationship between engagement in corruption activities and new product development will help them to achieve the desired organizational goals.

The study contributes in three ways. Firstly, the paper extends the theoretical understanding of the implication of a non-market strategy, corruption on new product development. Secondly, the study contributes to the existing literature on the antecedents of new product development. Finally, the roles of senior managers helps to understand the importance of their industry and regulatory experience in the main relationship.

High-specification food products that reach prices or expert reviews above average, results from buyer-supplier engagement in quality management. The purpose of this paper is to identify the main attributes of the coffee industry supply chain that deals with high-specification products. Coffee may be included in this category of consumption goods that has increasing importance at consumption level around the world. Several groups of high-quality food products such as wine, coffee, spirits and cheese seem to have a very similar supply chain.

This study was based on multiple case studies. Three research techniques were used in the investigation: secondary data analysis, direct observations and interviews with coffee company’s managers and experts. The within-case and the cross-case analyses made it possible to find the main attributes of a high-specification product supply chain.

The cases studies pointed out differences between the two groups of coffee shops in relation to their supply chain strategies. The first group can be called Independent Coffee Shops, since they are focussed on the coffee preparation business. The second group can be called Integrated Coffee Shops, due to the fact that these organizations are responsible to manufacturing activities in addition to the coffee preparation activities. Despite this supply chain configuration difference, both groups have a similar perception about their role for the final consumer, to provide a premium experience with coffee.

The main limitation of this research comes from the fact it was possible to interview only one person in each organization. Only the commercialization of the supply chain was analyzed, if the agricultural production was also analyzed, this paper could have broader implications.

The results of this research show the configuration of a supply chain that handles a high-specification product. They are set to transform the trade of a product that has a component of volatility in its quality attributes into a trade of a product that embodies all the desirable attributes preferred by a specific group of costumers. The logic of a supply chain that deals with commodities is different, since in most of the cases it will try to accommodate the variations on quality that comes from nature. This paper describes the market based strategy of 12 organizations and their supply chain configuration in order to offer a premium product.