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The chapter investigates factors shaping convenience orientation in the 21st century as well as present-day barriers to the consumption of food and non-food convenience products.

A qualitative research approach with two kinds of data triangulation is used. Multiple key informants (marketing managers and consumers) allow a consideration from different angles and multiple methodologies (in-depth and focus group interviews) help to gain deeper insights into the topic.

Convenience orientation comprises dimensions that were previously not considered in marketing research. In addition to the known factors time and effort saving, consumers buy convenience products because of the flexibility they provide. Moreover, concerns for health, environment, and quality are important barriers that prevent consumers from buying and consuming convenience products.

Our results suggest that factors increasing and decreasing convenience consumption depend at least partly on the product category. Future research should integrate various other product groups to further explore domain-specific convenience orientation.

The conceptualization of convenience orientation offers important implications for new product development as well as for the design of the marketing mix. For instance, existing barriers could be overcome by improving transparency or meeting environmental concerns.

The chapter reveals the factors shaping the consumption of convenience products. The presented findings are important to academics researching convenience consumption and practitioners producing and distributing convenience products.

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

Strategy researchers have become fascinated with the possibilities for developing theoretical perspectives rooted in knowledge and intellectual assets as drivers of superior performance. However, there have been many different schools of thought, each with its own conceptualization lenses and operationalization approaches. In this chapter, we focus on three schools of thought: (1) knowledge as stocks; (2) knowledge as flow; and (3) knowledge as a driver of an organizational capability. We use them to: (a) lay out the distinct approaches to conceptualization and operationalization of strategy-related concepts; and (b) identify specific ways to enhance theory-method correspondence. We believe that considerable progress could be made towards developing a knowledge-based view of strategy but only when accompanied by serious attention to measurement and methodological issues.

The provision of value, as a marketing issue, is receiving increasing attention from managers and scholars. This attention, in combination with strong calls for better quantification and stronger measures in marketing, has lead to increased interest in the assessment, quantified where possible, of the provision of value through buyer–seller relationships. This paper identifies dimensions of value provision through relationships in business markets with specific emphasis on the intangible aspects of value, which are important to long-term competitive advantage. The provision of value to the seller is the prime focus in this paper. The paper discusses the meaning of both tangible and intangible relationship value and the interplay between them and notes the importance of assessing the intangible part of the value, particularly the part which derives from the human aspects of the relationship. Despite their importance, the human aspects of relationships and their contribution to value is a sparse topic among researchers. The paper compares and evaluates potentially useful relationship and value conceptualizations. The paper discusses studies of relationship value and then outlines the results of a recent line of empirical research into the provision of value by a buyer to a seller that utilizes a framework synthesized from the intellectual capital literature. This recent research conceptualizes the potential for a seller's relationship with a buyer to provide intangible value to the seller in terms of, first, the resources available in the buyer and second, the capabilities of the buyer's boundary personnel to aid in facilitating the flow of those resources to the seller. The paper also includes the softer human aspects in the dimensions of value. These latter aspects are important to a full assessment of value. The paper concludes with a discussion of aspects of intangible relationship value that need further elucidation and will thus provide opportunities for future research.

This chapter focuses on automating and operationalizing the intelligence models and solutions developed through design and analysis. The authors draw from project management, planning, and implementation practices to identify the activities involved in this capability. Automating is defined more broadly than simply adding technology to a solution. Instead, it includes all aspects of operationalizing a solution for business use, including establishing a business model, building an operating model, operationalizing and deploying the solution in business operations, monitoring the solution, reviewing feedback and anomaly detection, and finally training for sustainability. This capability focuses on deriving the maximum business value from a solution and taking steps to ensure that there is an excellent long-term business return on investment. This chapter also includes practical business stories.

This study empirically identifies three strategies for creating shareholder value for firms who venture into Emerging markets (EMs) in search of corporate growth and profitability.

To uncover these value creating strategies, we apply Cluster analysis techniques, analysis of variance as well as survey several qualitative case-studies of firms who have entered EMs worldwide.

Our findings demonstrate how firms can – and do – tap into the potential that EMs offer, despite the inherent riskiness of these markets and/or constraints on corporate resources. Statistically, no single shareholder value creating strategy is more (or less) remunerative than other strategies. Many equally profitable trajectories coexist vis-à-vis corporate growth in EMs.

Our findings are based on stock-markets’ expectations of firm performance; these expectations may not correspond to the actual future firm performance.

The principles we have isolated have a broad appeal because they identify variety of paths that facilitate shareholder value creation via participation in EMs. We expose the inner workings of these trajectories and illustrate particular firm-specific and location-specific combinations associated with profitable EM ventures.

This study seriously challenges the conventional view that value creation is a function of singular positive influences. On the contrary, this study establishes that value creation is multi-dimensional and submits that a more refined way to augment performance is to develop an ability to combine relevant firm-specific and location-specific factors so that they can, if needed, offset the impositions of each other.

Despite extensive adoption of Simons’ Levers of Control (LoC) framework, there is still considerable diversity in its operationalization which impedes the coherent development of the literature and compromises its value to researchers. The purpose of this paper is to draw researchers back to the conceptual core of the framework as a basis for stable, consistent definitions of the domain of observables.

We derive the conceptual core of the framework from Simons’ writings. We highlight instability in existing operational definitions of the LoC, weaknesses in the extent to which these definitions reference this conceptual core, and inconsistencies in the restriction of LoC to formal information-based routines.

We draw on the inconsistencies identified to build the case for commensuration or a “common standard” for the framework’s use on two levels: the constructs within the framework (through reference to the conceptual core of the framework) and the framework itself (through explicit inclusion of informal controls).

We illustrate the benefits of commensuration through the potential to guide the scope of the domain of observables in empirical LoC studies, and to study LoC as complementary or competing with other management control theories.

Our approach to resolving tensions arising from inconsistencies in the empirical definitions of LoC differs from others in that we focus on the strategic variables underlying the framework to define the conceptual core. We believe this approach offers greater potential for commensuration at the level of the constructs within the framework and the framework itself.

The age diversity climate construct is gaining greater attention in the organizational literature due to the demographic changes in the workplace. While the few existing studies on age diversity climate (ADC) are rather encouraging, this construct is still at an early stage of conceptual and operational development. This chapter helps to advance this field of research by analyzing the conceptual issues stemming from the theoretical definition and empirical measurement of the ADC construct. We first review and compare ADC with other age-focused climate concepts, highlighting overlapping and diverging factors regarding their conceptual framework and operationalization. Subsequently, we consider several open issues related to the operationalization of ADC, including the level of analysis, the choice of referent, and the dimensions of analysis. We conclude the chapter by outlining possibilities for future research on ADC.

Research related to firm export performance dates back to the early 1960s, ever since many studies have been conducted with mixed results. The three main goals of the present study were to analyze (1) the impact of the selected firm, management, and the export strategy-related variables on the export performance; (2) the possible variation in the results depending on the measure of export performance; and (3) the similarities and differences in the results depending on the type of SME – traditional exporters vs. born international companies. Based on a literature review, 14 hypotheses were developed to be tested. Consequently, the empirical part of the study is based on a survey conducted among Finnish SMEs in early 2002. The export performance was analyzed using six different types of performance measures. None of the 14 hypotheses were fully supported by all employed measures of performance. However, the export performance was positively impacted by firm size, product/service quality, international orientation, and market diversification along five measures. Additionally, the study indicated some similarities, but also some differences depending on the measure of export performance, type of the exporting SME, and the operationalizations used for the born international companies. Based on the results, management implications and proposals for future research are presented.

The use of artificial intelligence (AI) in management research is still nascent and has primarily focused on content analyses of text data. Some method scholars have begun to discuss the potential benefits of far broader applications; however, these discussions have not led yet to a wave of corresponding AI applications by management researchers. This chapter explores the feasibility and the potential value of using AI for a very specific methodological task: the reliable and efficient capturing of higher-level psychological constructs in management research. It introduces the capturing of basic emotions and emotional authenticity of entrepreneurs based on their macro- and microfacial expressions during pitch presentations as an illustrative example of related AI opportunities and challenges. Thus, this chapter provides both motivation and guidance to management scholars for future applications of AI to advance management research.