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This paper reports some results of an investigation of the product innovation strategies of Australian high technology firms. While theoretical and empirical research undertaken outside of Australia reveals the importance of firms' adopting appropriate new product strategies to enhance their profits and prospects for growth (Booz, Allen & Hamilton 1982, Maidique & Zirger 1984, Cooper 1985), very little is known about the strategic behaviour and performance of Australian manufacturing firms whether high, medium or low technology.

This study aims to focus on a key unanswered question about how digitalization and the knowledge processes it enables affect firms’ strategies in the international arena.

The authors conduct a systematic literature review of relevant theoretical and empirical studies covering over 20 years of research (from 2000 to 2023) and including 73 journal papers.

This review allows us to highlight a relationship between firms’ international strategies and the knowledge processes enabled by applying digital technologies. Specifically, the authors discuss the characteristics of patterns of knowledge flows and knowledge processes (their origin, the type of knowledge they carry on and their directionality) as determinants for the emergence of diverse international strategies embraced by single firms or by populations of firms within ecosystems, networks, global value chains or alliances.

Despite digital technologies constituting important antecedents and critical factors for the internationalization process, and international businesses in general, and operating cross borders implies the enactment of highly knowledge-intensive processes, current literature still fails to provide a holistic picture of how firms strategically use what they know and seek out what they do not know in the international environment, using the affordances of digital technologies.

This chapter discusses the theoretical framework of the strategic knowledge creation process for realizing business innovation. It presents an explanation of the relationship between the concept of the business community that originates with the formation of “Ba” (which is required in the formulation and execution of the strategic knowledge creation process) and the strategic knowledge creation process. The chapter also analyzes and examines the theoretical framework where the holistic leadership of practitioners achieves new business innovation through the formation of a business community, which is the organizational platform for practicing strategic knowledge creation, that is, the sharing, inspiration, creation, and stockpiling of knowledge.

In particular, the chapter presents a dynamic, theoretical framework where all practitioners at every level of management demonstrate holistic leadership across a three-layered structure (three practice layers) including the formal organization layer, the informal organization layer, and the psychological boundary layer to connect elements for formulating and executing macro and micro strategies and the business community, which has its origins in the formation of “Ba,” to drive the strategic knowledge creation processes.

Taking the dialogic organizational development perspective, this study aims to investigate the framing processes when engaging in dialogue for strategy implementation and how these enable the evolution of implementation opportunities.

Through a qualitative exploratory study conducted in a large multinational, the authors analyse the dialogue and interactions among 25 dyads when identifying opportunities to contribute to strategy implementation. The data analysis relies on a process-coding approach and linkography, a valuable protocol analysis for identifying recursive interaction schemas in conversations.

The authors identify four main framing processes – shaping, unveiling, scattering and shifting – and provide a framework of how these processes affect individuals’ mental models through increasing the tangibility of opportunities or elevating them to new value hierarchies.

From a theoretical perspective, this study contributes to the strategy implementation and organizational development literature, providing a micro-perspective of how dialogue allows early knowledge structures to emerge and shape the development of opportunities for strategy implementation.

From a managerial perspective, the authors offer insights to trigger action and change in individuals to contribute to strategy when moving from formulation to implementation.

Rather than focusing on the structural control view of strategy implementation and the role of the top management team, this study considers strategy implementation as a practice and what it takes for organizational actors who do not take part in strategy formulation to enact and shape opportunities for strategy implementation through constructive dialogue.

The purpose of this paper is to examine the impact of social media marketing on new venture performance utilizing Structure-Conduct-Performance (SCP) theory.

A survey approach was employed, and questionnaires were sent out to the representatives of new ventures established in the previous six years at the time of data collection. Measures were adapted from SCP theory and the measurement model examined. A total of 248 responses were analyzed using structural equation modelling (LISREL 11).

The results indicate that social media marketing capabilities have a positive impact on the marketing performance of new ventures through a mediating effect of social media marketing performance. Thus, social media marketing performance affects new venture performance through marketing performance.

This research supports the vitality of social media in the lives of new firms and the importance of social media when executing marketing activities. The perceptive measurement of social media marketing capabilities on the firm level can be useful for new ventures to evaluate their competencies related to social media, and thus help firms improve those capabilities over time.

This research contributes to the existing knowledge on linkages between social media marketing capabilities and new venture performance acknowledging the role of a turbulent market environment. Therefore, the recognition of industry structure articulated by a turbulent market environment, social media marketing capabilities and social media support for competitive marketing strategy answers the question of how social media marketing capabilities drive competitive marketing strategy and subsequently influence performance.

This study aims to investigate the interaction between branding strategies, levels of perceived fit and consumer innovativeness on the evaluation of new products from the perspective of situational strength.

Two experiments were conducted to empirically test the hypotheses.

A significant three-way interaction of branding strategy, perceived fit and consumer innovativeness on the evaluation of the new products was found. A significant two-way interaction of branding strategy and perceived fit was also found. Situational clarity fully mediates the relationship between branding strategy and consumer product evaluations at various fit levels.

The theory of situational strength may shed light on the selection of target market when managers launch new products. Innovative consumers are the target market for the new products under new branding or low fit sub-branding; under brand extension or high fit sub-branding, consumers are the target for the new products regardless of their degree of innovativeness.

This is the first work to apply situational strength theory to a new product evaluation context. The theory provides a unified framework for explaining the cognitive processes involved when consumers use and combine marketing cues (i.e. branding strategies and fit levels) to evaluate new products; it also facilitates evaluating how the effects of consumer innovativeness are accentuated or attenuated based on various combinations of marketing cues. Most research on the evaluation of new products has examined the influence of consumer innovativeness, perceived fit or branding strategies as distinct entities. This study simultaneously examined the three.

This paper aims to study the drug launch strategies and their effects on new drug performance in an intensely competitive emerging pharmaceutical market such as the one in China.

Data on market share, sales, related firm size and annual profit were obtained for the period, 2004-2008. Profile deviation and cluster analysis approaches were applied in this study.

There is a significant effect of an optimal launch strategy on new drug performance given the respective resource availability and the market environment situations.

The study suggests that multi-national corporations may prove resilient in the emerging economies through both innovative and cost-driven offerings in different therapeutic categories.

This research is unique in studying the drug launch strategies across both foreign firms and local firms in a competitive emerging pharmaceutical market.

This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into ten sections covering abstracts under the following headings: Marketing strategy; Customer service; Pricing; Promotion; Marketing research; Product management; Channel management; Logistics and distribution; New product development; Purchasing.

The purpose of this paper is to explore both the strategy types and strategic growth trajectories of new ventures and examine the relationship between these trajectories and new venture performance.

The paper uses evidence from six case studies of Greek high technology new ventures over a lengthy time frame. The longitudinal research design of the study allowed for the complexities of the growth phenomenon to be captured in an effective and efficient manner.

Based on an integrative three‐dimensional framework of new venture strategies, four strategy types are identified. At a static level, evidence suggests that the more strategic dimensions are emphasised in a venture strategy, the more balanced the venture's strategic position and thus, the higher its performance. With respect to the venture's dynamic trajectories, among all possible alternatives, it was found that two are the most successful. The first secures growth through focusing first on a specific innovative product/service in the domestic market and then expanding in the global market. The second secures growth through focusing first on a specific innovative product/service in the global market and then expanding the venture product scope.

The findings imply that the product and geographic dimensions of new venture strategies are the main performance differentiators, while the innovativeness dimension is a sine qua non of new ventures growth and performance. Implications for theory, business practice and policy making are discussed.

The paper contributes to knowledge in the area of new venture growth by developing a strategic typology in a catching‐up economy, where little research can be found.