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This study aims to explore how not-for-profit organisations (NFPs) adopt service innovation and improve their employee resilience capabilities as a response to environmental changes arising from marketisation of public services.

Using a multiple case-study research design, this study involved 32 interviews with frontline employees working in a not-for-profit care-providing organisation.

This study finds that the development of absorptive capacity can facilitate service innovation adoption in NFPs and improve employee resilience in times of transition.

This study offers theoretical insights on service innovation, absorptive capacity and employee resilience in NFPs. It makes practical recommendations that will enable NFPs to help frontline employees better adopt service innovation practices in business models endorsed by the private sector.

Guided by resource-based theory, this study unpacks the relationship between an export entrepreneurial marketing orientation (EMO) and export performance. This is undertaken by investigating quadratic effects and the moderating role of export coopetition (cooperation amongst competitors in an international arena).

Survey responses were collected from a sample of 282 smaller-sized wine producers in Italy. This empirical context was ideal, as it hosted varying degrees of the constructs within the conceptual model. Put another way, it was suitable to test the underlying issues for theorising purposes. The hypotheses and control paths were tested through a three-step hierarchical regression analysis.

An export EMO had a non-linear (inverted U-shaped) association with export performance. Furthermore, this link was positively moderated by export coopetition. With too little of an export EMO, small enterprises might struggle to create value for their overseas customers. With too much of an export EMO, owner-managers could experience harmful performance outcomes. By cooperating with appropriate industry rivals, small companies can acquire new resources, capabilities and opportunities to help them to boost their export performance. That is, export coopetition can stabilise some of the potential dangers of employing an export EMO.

The empirical findings signified that an export EMO has potential dark-sides if these firm-wide behaviours are not implemented effectively. Nevertheless, cooperating with competitors in export markets can alleviate some of these concerns. Collectively, unique insights have emerged, whereby entrepreneurs are advantaged by being strategically flexible and collaborating with appropriate key stakeholders to enhance their export performance.

It is important for an exporting manufacturer to motivate its foreign channel partners to sell and promote its products. An excellent way to motivate such foreign channel partners is to give them exclusive territories. Unfortunately, there is a lack of knowledge regarding the determinants of territorial exclusivity. This study aims to investigate the relationship between organizational culture and territorial exclusivity and the moderating role of firm size in this relationship.

Survey data were collected from manufacturing small and medium-sized enterprises (SMEs) in Japan. To test the hypotheses, a regression analysis was conducted using the ordinary least squares technique.

Empirical evidence shows that the cultural values of collectivism and uncertainty avoidance influence territorial exclusivity; collectivist exporters are likely to use territorial exclusivity, whereas exporters with high uncertainty avoidance are not likely to use it. Furthermore, the larger the firm size, the smaller the impact of cultural values on territorial exclusivity; this suggests that large SMEs do not rely on their organizational culture to make decisions about exclusive territories.

The export marketing literature emphasizes the advantages of exclusive territories. By contrast, the channel management literature suggests that exclusive territories also have disadvantages. As exclusive territories have both advantages and disadvantages, it is crucial to answer the following question: What kinds of exporting manufacturers grant exclusive territories to their foreign channel partners? By addressing this question, this study contributes to a better understanding of export channel strategy.

Business growth is one of the most studied areas over the years. However, with the current uncertainty and entrepreneurial dynamism it becomes relevant to consider new variables such as entrepreneurial skills and competencies that influence its development. Accordingly, this research refers to the impact that the individual's skills have on the entrepreneurial environment. For this purpose, a survey has been developed of employees of different organizations considering the variables of high degree of proactivity in the employees' attitude, entrepreneurial training, innovation, previous experience or risk aversion.

The research has been conducted through fuzzy set qualitative comparative analysis (fsQCA) and the result shows the differences between the combination of variables for business growth through the consideration of sales growth and profit.

The results of this research provide new insights that allow the development and boosting of business growth.

The main contribution of this work is to pay attention to the human team of startups and show the role that this has in their growth.

Replication is a primary self-correction device in science. In this paper, we have two aims: to examine how and when the results of replications are used in management and organization research and to use the results of this examination to offer guidelines for improving the self-correction process.

Study 1 analyzes co-citation patterns for 135 original-replication pairs to assess the direct impact of replications, specifically examining how often and when a replication study is co-cited with its original. In Study 2, a similar design is employed to measure the indirect impact of replications by assessing how often and when a meta-analysis that includes a replication of the original study is co-cited with the original study.

Study 1 reveals, among other things, that a huge majority (92%) of sources that cite the original study fail to co-cite a replication study, thus calling into question the impact of replications in our field. Study 2 shows that the indirect impact of replications through meta-analyses is likewise minimal. However, our analyses also show that replications published in the same journal that carried the original study and authored by teams including the authors of the original study are more likely to be co-cited, and that articles in higher-ranking journals are more likely to co-cite replications.

We use our results to formulate recommendations that would streamline the self-correction process in management research at the author-, reviewer- and journal-level. Our recommendations would create incentives to make replication attempts more common, while also increasing the likelihood that these attempts are targeted at the most relevant original studies.

This article aims to explore the connections between tacit knowledge management and the capacity to create new products and services for stimulating organizational performance.

This research utilizes a questionnaire-based study and 378 questionnaires gathered from different provinces of China between August and October 2022. The SmartPLS technique was used to evaluate the regression and mediation analysis on lower-order and higher-order components of the research hypotheses behind the model.

This investigation's results indicate that the tacit knowledge management process (TKMP) significantly drives product and service innovation and impacts organizational performance (ORP). According to the results, TKMP did not directly influence ORP and product innovation to mediate between Tacit knowledge and organizational performance.

Future research should concentrate on different combinations of influences on innovation and other consequences of introducing innovation into businesses. Moreover, researchers may add moderators to innovation and organizational performance.

This study assists managers in how tacit knowledge management affects organisational performance by examining product/service innovation capabilities. Product innovation also mediates between tacit knowledge and organizational performance. Service innovation improves organizational performance, prioritizing knowledge creation, sharing and retention to increase innovation and organizational success.

This study contributes to the literature on tacit knowledge management, innovation capability and organizational performance by concentrating on the tacit knowledge process and using the resource-based view. This study gives a solid theoretical and practical basis for understanding the component interactions.