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How an entrepreneurial organisation sets the problem space determines the future venturing mode. However, the factors that contribute to differences in problem space are still not well-developed. Based on sensemaking theory, this study explores the influence mechanism and boundary conditions of organisational sensemaking on effectual problem setting.

The study is based on survey data from 162 entrepreneurial organisations in China. Hierarchical regression is used for analysing the data and testing the hypotheses.

Organisational sensemaking has a negative effect on effectual problem setting and a positive impact on outside-in entrepreneurial marketing capability; outside-in entrepreneurial marketing capability has a negative effect on effectual problem setting; outside-in entrepreneurial marketing capability plays a partially mediating role in the relationship between organisational sensemaking and effectual problem setting. Organisational size negatively moderates the relationship between organisational sensemaking and outside-in entrepreneurial marketing capability. It also negatively moderates the indirect effect of organisational sensemaking on effectual problem setting through outside-in entrepreneurial marketing capability.

First, this study contributes to the research on effectual problem setting by introducing organisational sensemaking as an antecedent. Second, this study extends the literature on organisational sensemaking by showing how organisational sensemaking affects entrepreneurial uncertainty, instead of treating uncertainty as an exogenous shock. Third, this study introduced the outside-in entrepreneurial marketing capability to reveal the mediating mechanism between organisational sensemaking and effectual problem setting.

The objective of this chapter is to introduce the new concept of outside-in-content, which facilitates a new perspective in the decoupling discourse. Based on the requirements for the contents of strategic communication, the concept of outside-in- and inside-out-content is introduced. The mechanisms of outside-in-content are explained using examples of practices from strategic communication management, such as sponsorship, corporate giving, celebrities and brand worlds. Next, the effects of outside-in-content are described. Lastly, in the context of the discourse on decoupling, the question of whether – or how – outside-in-content encourages talk–action inconsistency is answered. In inside-out-content, strategic communication looks within the organization for events, characteristics, services, persons and topics capable of attaining strategic communication targets. In the case of outside-in-content, the path is reversed: here, the selection process for strategic communication begins outside the organization and asks which existing or new events, persons or topics outside the organization are capable of attaining strategic communication goals and raising interest among the target group. Outside-in-content tends to be more reliable in attaining profile-raising and image goals. Outside-in-content encourages decoupling for three reasons: (1) like a lighthouse, it draws attention away from negative issues. (2) As neither-true-nor-false-content, it encourages noncommittal and arbitrary strategic communication. (3) If organizations no longer talk about themselves, or do so less frequently, talk and action can also no longer be examined using the standards of tight or loose coupling.

This paper aims to explore how manufacturing firms pursue business model innovation (BMI) through their use of outside-in thinking.

Survey data were collected on 175 Chinese manufacturing firms. A regression model was used to verify the research results.

Manufacturing firms rely on outside-in thinking to develop BMI under different market and institutional environments. From a whole-value-chain perspective, interacting with customers and sharing information with suppliers are two key ways to develop BMI.

Firms focus on customer needs, sense the dynamics of external markets and technology and seize market opportunities to measure outside-in thinking. Empirical results suggest using other measures of outside-in thinking. BMI itself can be multidimensional, so scholars could consider BMI’s diverse dimensions and measurements, which may demand different kinds of outside-in thinking.

Manufacturing firms can use outside-in thinking to overcome inertia and rigidity and increase their knowledge, information and technology. Managers should develop outside-in thinking to respond quickly to emerging economies. Managers should use value chain collaboration and improve the firm’s capacity to interact with customers and suppliers to apply the benefits of outside-in thinking to their BMI.

The study explores how outside-in thinking is a key driver of BMI. Applying the whole-value-chain view, it finds that interacting with customers and suppliers connects outside-in thinking with BMI. It also highlights the effects of intense market competition and volatile government regulation on BMI.

Building upon the firm market orientation theories, this study aims to examine the individual and synergistic effects of the firm inside-out and outside-in marketing capability on its incremental and radical product innovation outcomes.

By collecting cross-sectional data from 203 manufacturing firms in Pakistan, confirmatory factor analysis in AMOS and hierarchical multiple regression analysis in SPSS are performed to validate the study measurement models and test the hypothesized relationships, respectively.

The findings of this study suggest both inside-out and outside-in marketing capability critical for incremental and radical product innovation. Specifically, inside-out marketing capability is found positively associated with incremental product innovation and non-linearly (inverted U-shaped) associated with radical product innovation. Conversely, outside-in marketing capability is found positively associated with radical product innovation but non-linearly (inverted U-shaped) associated with incremental product innovation. However, the results indorse that developing synergy between the inside-out and outside-in marketing capability positively impacts both incremental and radical product innovation.

Drawing from the firm inside-out and outside-in market orientation theories, the study extends the existing research on product innovation outcomes from the marketing capabilities perspective. Previous literature highly recognized the value of the firm market orientation and being market-driven in market-based product innovations. However, there was a lack of understanding of how the firm marketing capabilities facilitate incremental and radical product innovation. This study provides a novel understanding of the firm inside-out and outside-in marketing capability role in inducing incremental and radical product innovation which enrich and extend the current literature on firm capabilities and product innovations from a marketing perspective.

The purpose of the study is to develop, measure and empirically validate marketing capabilities (MARKCAPB) scale in banking sector.

Data are collected from a branch manager and three next senior managers of 144 branches of 21 public and 7 private banks operating in Jammu city, North India.

The study finds that marketing capabilities are of multi-dimensional scale, comprising three dimensions – outside-in, inside-out and spanning. Further, the study results demonstrate that all three dimensions are significantly related to marketing capabilities; with outside-in capabilities to be most strongly associated with marketing capabilities development followed by inside-out and spanning dimensions.

The study focused on only operational perspective of marketing capabilities to develop a reliable and valid measurement scale. Hence, developing marketing capabilities scale from remaining three perspectives – intellectual capital, marketing mix and competition would prove to be an interesting line of future research. Second, as marketing capabilities scale is developed and tested in banks, that too, in a single city of a country (India), it becomes important to examine whether the same scale can be applied to different sectors and countries. Moreover, future research could be carried on at identifying various antecedents that facilitate the development of marketing capabilities.

This is the first study of this type that contributes to the development of multi-dimensional scale of marketing capabilities in banking sector in Indian context. The study provides banks’ managers with the deeper understanding of how to develop and establish marketing capabilities in an organisation. Besides, it also put light on the significant role of outside-in, inside-out and spanning capabilities that facilitate the managers in enhancing financial performance by focusing on varied sub dimensions such as relationship, regularity, communication (outside-in), Web technology and employee bonding (inside-out), advertising, pricing and product/service skills (spanning).

This study aims to build a theoretical model including intermediate-level outside-in marketing capabilities (ILOIMC), radical and incremental technological innovations and management innovation.

This research used 272 pairs of survey questionnaires from Chinese firms’ managers to examine the hypotheses.

The results indicate that ILOIMC enhance management innovation by stimulating radical technological innovation. Furthermore, the mediating effect of incremental technological innovation depends on technological turbulence.

This study may have several limitations which future research could try to overcome: cross-sectional data, Chinese samples, exclusive focus on ILOIMC, sociotechnical approach to innovation typology and measuring ILOIMC as a first-order variable.

ILOIMC can significantly improve innovations in technology and management systems by using customer value and market information.

This study proposes a new taxonomy to classify marketing capabilities into lower-level inside-out marketing capabilities, ILOIMC and higher-level outside-in marketing capabilities. It also provides an explicit discussion and examination of the influence of ILOIMC on technological and management innovations and the contingency effect of technological turbulence. Thus, it responds to Musarra and Morgan’s (2020) call for more research into the mechanism that explains when (the conditions under which) and how (the process by which) outside-in marketing capabilities could contribute to firm innovation.

This paper aims to explore the importance of three information technology (IT) capabilities, namely, outside-in, spanning and inside-out in the development of tourism supply chain (TSC) agility and resilience. Furthermore, the study also explored the moderating role of technology orientation (TO) on the proposed linkages.

The study adopted a multi-unit study of TSC. Consequently, perceptual data were gathered from two prominent entities in a typical TSC, namely, hotel managers and travel and tour operators. The responses were gathered using an email survey and were analysed using partial least squares in SmartPLS 2.0.M3.

Based on 221 completed responses, our study showed outside-in IT capability as an essential enabler for tourism agility and resilience. While spanning IT capability did not have any significant influence on tourism agility; it is a prominent enabler for tourism resilience. Inside-out IT capability did not have any significant influence on tourism resilience; however, it is a prominent enabler of tourism agility. Furthermore, TO was found as a positive moderator in outside-in IT capability? tourism agility; outside-in IT capability? tourism resilience linkages. Furthermore, it also acted as a positive moderator in spanning IT capability? tourism resilience linkage and inside-out IT capability? tourism agility linkage.

The study is the foremost to explore the importance of IT capabilities in the development of dynamic capabilities of agility and resilience in tourism. Furthermore, the study also is the foremost to explore the contingent role of TO in enhancing the influence of IT capabilities in tourism agility and resilience.

本论文探索三大IT能力通过引进来、跨境、和走出去等方式, 在旅游供应链变化和弹性方面的重要性。此外, 本论文还探索了在其关系中科技导向的调解作用。

本论文采样了旅游供应链的多单元数据。因此, 两大旅游供应链团体的数据被采集：酒店经理和旅游和旅行团。采样方式采取邮件问卷的方式, 数据采用 M3 软件使用偏最小方程来计算SmartPLS 2.0

完整样本量为221份。 本论文结果表明, 引进来IT能力是旅游变化和弹性的有效作用者。然而, 跨境IT能力并没有对旅游变化有显著效果；其对旅游弹性却有着显著作用。走出去IT能力对于旅游弹性没有显著效果；然而, 其对旅游变化有着显著效果。此外, 科技导向在引进来IT→旅游变化；引进来IT能力→旅游弹性等关系中起到有效调解作用。还有, 科技导向对于跨境IT能力→旅游弹性以及走出去IT能力→旅游变化的关系中起到积极调解作用。

本论文是首篇探索IT能力在旅游多样变化和弹性发展中的作用的文章。此外, 本论文还是首篇探索科技导向在加强IT能力对旅游变化和弹性中的影响的文章。

关键词 – 旅游、变化、弹性、科技导向、it能力

The purpose of this paper is to identify and characterise executives’ inside-out (firm-oriented) and outside-in (market-oriented) mental models. As these two orientations are vital for strategic decision-making, yet potentially contradictory, it is important to understand the role of inside-out and outside-in thinking in executives’ agendas.

Qualitative, semi-structured interviews of 15 senior executives were used to capture insights into executives’ mental models. Data analysis was conducted following the principles of abstraction, theory emerging from data and constant comparison.

Four archetypes of executive mental models are identified and characterised along two dimensions (inside-out or outside-in orientation and focus on rational or emotional aspects).

The study introduces a tentative framework for practitioners to identify and deploy the potential of the mental models that guide executive decision-making.

The study extends prior research on mental models by combining this approach with inside-out and outside-in orientations and customer value propositions. In addition, it introduces four archetypes that illustrate the distinct potential of different mental models.

The authors question the traditional approach to service design, which merely leads to model replication. In order to design a service effectively for a local community this article identifies a need for ‘outside‐in’ service design to truly reflect the needs and environment of a particular community. Using the example of volunteering projects, the authors identify nine key factors that impact on the effective implementation of projects and suggest that consideration of these should form a template for other outside‐in analyses by leaders. The authors pose a series of questions that leaders can apply to their own settings in order to explore the issues raised in this article.

Drawing on the resource-based view and resource complementarity theory, the purpose of this paper is to investigate two research questions: To what extent are logistics information system (IS) resources associated with improved operational performance? And to what extent are these relationships contingent on organizational factors?

A conceptual model with a nested structure is presented to link logistics IS resources and organizational factors with operational performance. The findings are validated using a cross-sectional sample of secondary data from domestic logistics firms in China.

This paper extends existing operational-level measures for logistics IS resources into a three-tier tactical-level typology: inside-out resources (operation-focused IS, decision-focused IS and IS development capability); outside-in resources (relation-focused IS and market-focused IS); and spanning resources (IS integration capability and IS management capability). Though logistics IS resources, in general, are positively related to operational performance, inside-out IS resources have the most significant impact. Organizational factors, such as firm size, firm age and firm ownership, may enhance or suppress the effects of logistics IS resources on performance.

The findings are valuable to both logistics firms and buyer firms in an emerging market, as logistics IS resources may affect costs and quality of logistics service. The tactical-level typology allows logistics firms to better plan for and manage emerging IS resources in a competitive environment.

This paper extends prior work regarding the complementary effects of logistics IS resources and organizational factors on operational performance. Logistics firms should carefully manage the three types of tactical-level IS resources according to their organizational environment to achieve a sustainable competitive advantage.