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The purpose of this study is to investigate coproduction behavior in networking alumni communities via the progress from platform belongingness, knowledge sharing and citizenship behavior. Alumni networking communities have emerged as valuable assets for conserving institutional resources, supporting members and contributing new resources for alumni-institutional professional development. However, the previous literature has not yet captured the explicit processes by which these contributions are made.

Data from 711 respondents selected from an alumni collaboration network were subjected to structural equation modeling analysis.

The study explored resource conservation (belongingness) as the primary relational mechanism for alumni to share their instrumental resources (knowledge sharing), supporting resources (citizenship behavior) and competent resources (coproduction behavior). Knowledge sharing and citizenship behavior act as intermediate agents to trigger coproduction behavior. The authors show how subjective norm, group norm and trust is regarded as a tool to reduce bonding intrusiveness (i.e. the intrusive side-effects of a bond) and moderate the indirect effect of belongingness on coproduction and the direct effect of citizenship on coproduction.

By applying attachment theory, conservation of resources theory and digital platform networking perspectives, this study describes major implications for designing inspiring and compatible community platforms.

Guidance is provided for improving sustainable alumni communities through citizenship-sharing and coproduction behavior.

Online alumni communities are regarded as resource conservators, which can result in valuable coproduction, via the sharing of knowledge, expertise and skillsets to create profit for a range of institutions and industries.

Alumni networking platforms encourage alumni cohesiveness, stimulate knowledge exchange and improve professionalism.

The purpose of this paper is to provide evidence regarding the contributions of ambidextrous workforces as a source of value for dynamic companies and organizations facing emerging market turbulence.

Using structural equation modeling, the paper analyses the data collected via a semi-structured questionnaire administered to a sample of 1,227 employees from 37 Italian small- to medium-sized enterprises to investigate the effect on companies’ economic performance of ambidextrous workforce-related elements such as study background, previous work experience, work flexibility and soft capabilities.

The research shows that multidisciplinary human resources’ study background, previous human resources’ work experience and human resources’ soft capabilities are positively linked to companies’ return on sales, providing indirect evidence about the role of ambidextrous workforces in supporting companies facing emerging market turbulence.

The research demonstrates the relevant role of human resources in supporting companies to better align themselves to the emerging social and economic variety.

The purpose of this paper is to investigate the relative contribution of tangible resource (TR) and intangible resource (IR), and capabilities on firm performance based on the measures of market share, sales turnover and profitability.

A cross-sectional survey research design was used in the study. The modified version of Galbreath and Galvin’s (2008) resource-performance questionnaire which included a total number of 45 questions was applied on 243 Turkish firms operating in different industries. The data collected were analysed by hierarchical regression analysis.

The findings revealed that IRs and capabilities contributed more greatly to firm performance compared to TRs. However, in contrast to the proposition of resource-based theory that views capabilities as the most important skills that underpin the development and deployment of both TR and IR, capabilities offered rather limited additional explanatory power to the prediction of firm performance only with respect to profitability against the combined effects of TR and IR.

The vast majority of the empirical resource-based view (RBV) research concentrates on developed countries and very little is known about results outside of this domain. This study employs Turkish business databases to assess the relative importance of TR and IR and capabilities on performance differences among firms in Turkey which was the 17th largest economy in the world trade in 2016. Second, in the RBV literature, limited research tests the contribution of capabilities to firm success after simultaneously accounting for the effects of other resources (namely, TR and IR) available to the firm. Finally, this research offers practical contributions to executives and managers who have to make adequate decisions for firm survival and growth in the competitive business arena.

In this paper, the author develops a game theoretical model to understand why Union Government of India, as a third party, has used different schemes at different times in history to assist the State Governments in fighting the Naxalite insurgency. Comparing across schemes, it was found that though Matching Security Grants scheme was preferred in general, during asymmetric information scenario it led to an emergency situation wherein the Union Government had to provide the less preferred Bulk Security Grants. Later, it became difficult to withdraw these grants as the State Governments free rode by reducing own security contribution. The author finds that instead, in this scenario, Matching Development Grants are more suitable, as they incentivize the State Governments to reveal private information and help the Union Government exit its third-party role. For a practitioner involved in conflict resolution, these conclusions imply that as the desirability of policies can change diametrically overtime, Union Government must spend resources only on those heads of expenditure that provide both security and development benefits provided they aid in preventing flow of resources to Naxalites. Further, to end its assistance, the Union Government’s expenditures should also complement the capabilities of the State Government rather than substituting them. These results can also guide policy in other protracted civil wars with substantial third-party intervention, which are common these days.

The paper is an historical analysis of strategies used by Union and State Governments and Naxalites. The analysis is based on game theoretic tools supported with examples.

The Union Government must provide matching grants instead of bulk grants such as Central Armed Police Forces, and the grants should be aimed at building complementarities with the state governments’ security contributions. Under asymmetric information scenario, the Union and State Governments reduce their expenses incurred to fight the Naxalites. A Matching Development Grants scheme would have done better. Union Government must spend resources on heads of expenditure that provides both Development and Security benefits, to curb flow of resources to Naxalites, besides complementing the Security Contributions of the State Government.

The research is limited by disaggregated data to test the hypotheses. It is also limited by the data on hidden variables like the contribution of the Naxalites to fighting. The research is also limited to the extent that individual groups in the war like police commanders, politicians and Naxalite commanders are not incorporated. Multiple asymmetric parties are also not considered; that may generalize the model to other theaters of insurgency.

Certain heads of expenditure such as roads, mobile communication, improving quality of investigation, preventing human rights violations by the security forces, etc. are both security and development enhancing. The Union Government's expenditures must be directed toward this end. Therefore, from a practitioner's perspective, the debate between greed and grievances exists not as a limitation but as a guide. The relevant articles of Constitution of India must be redrafted on these principles. Third-party interventions in other insurgencies may be revisited under these conclusions.

Security and Development policies are tools for controlling Naxalite insurgency, which can also be used to prevent flow of resources to Naxalites. Security and development policies to resolving insurgencies are useful at different information scenarios. Therefore, information neutral policies should be preferred.

This paper has contributed theoretically in modeling continuing conflicts like Naxalite insurgency, explicitly. The author also shows that though the field of civil wars may have evolved along the Greed vs Grievance debate (Collier and Hoeffler, 2004), for a practitioner, the lines blur when it comes to solutions, as many heads of expenditures have features of both security and development. This paper also shows that when the Union Government faced asymmetric information scenario, the policy of matching development grants would be beneficial in long run though of limited value in short run. This is an important conclusion as the most intense period of violence was preceded by the asymmetric information scenario. Besides, it has relevance for the other civil wars with third-party intervention, such as NATO in Afghanistan.

The research presented here contributes to our understanding of strategic planning and its relationship to performance in nonprofit organizations. Based on a sample of 303 nonprofit organizations, the study emphasizes individual and diverse elements of the planning process. Multiple measures of performance highlight a nonprofits need to garner resource contributions from several constituencies. Using factor analysis and canonical correlation analysis, we find a positive association between scope of planning and executive satisfaction and a negative association between administrative informality and volunteer involvement. Our results suggest that two critical resource contributors, executive directors and donors, may not value formalized decision-making and planning to the extent previously assumed.

The purpose of this paper is to assist organizations in understanding the nature of quality management from a resource‐based perspective by investigating the relationship between strategies needed to drive quality enhancement, and resources being allocated to support effective strategy implementation. The resource‐based view of TQM elements led this case study research to deal with quality management from a strategic viewpoint, or what is known as Strategic Quality Management (SQM).

The paper employs the analytic network process (ANP) to model the interactions between eight SQM strategies and the three types of resources (human, organisational and technological) needed for effective strategy implementation. The paper then formulates a goal programming (GP) model in order to identify the extent to which each single strategy is inhibited by a lack of (or overloaded by) resources. Using a case study approach, the hybrid ANP‐GP methodology is employed to illustrate the application in the context of enhancing quality in the food‐processing industry.

The ANP analysis quantitatively differentiates between the amount of resource support each strategy receives and the support it needs. The GP model offers insight on how to re‐allocate resources to minimize identified discrepancies related to how the company utilizes their resources.

This paper argued that practicing QM with the consideration of the firm's strategic need for resources provides better understanding of why quality gurus still disagree on whether soft or hard TQM is more connected to organizational performance. Therefore, rather than focusing on “generalizing” the TQM model, as has traditionally been done in previous attempts, the main contribution of this paper is to propose a methodology that assesses a firm's utilization of resources considering its strategic need for these resources.

The study investigated the relationship of career instrumental and expressive intra‐organizational network resources with extrinsic and intrinsic career success and with the Big‐Five of personality in a sample of 264 white‐collar workers. Total network resources were associated with extrinsic and intrinsic career success above the contribution of human capital, demographics and mentoring received. And instrumental network resources contributed more strongly than expressive network resources to extrinsic career success. Furthermore, instrumental network resources emerged as important for intrinsic evaluations of hierarchical and interpersonal career success while expressive network resources emerged as important for intrinsic evaluations of job and interpersonal career success. There was limited support for the influence of personality on the accumulation of network resources. As hypothesized, conscientiousness was negatively associated with instrumental network resources; however, extra‐version, openness and agreeableness failed to make significant contributions to network resources over and above the contribution of human capital and demographics. The implications of the findings for individual career tactics and for organizational practices are discussed and the limitations of the study are considered along with directions for future research.

Resource integration is a central idea within service-dominant logic (S-D logic), but there has been little scholarly research on this aspect of theory. This paper aims to explore resource integration between marketing agencies and their clients.

In total, nine case studies have been developed using a dyadic approach of interviewing clients and members of their agency teams. This is followed-up with presentations and workshops with over 200 practitioners who validated the findings and added new perspectives.

The key operant resources in the client/agency context have been identified. The ways the operant resources of the actors developed during the course of resource integration, building potential resources for future co-creation are shown. The differing perspectives of the actors to each other’s contribution are highlighted.

This study suggests that resource enhancement and development, as a result of integration, is important. For agency/client research, resource integration and development brings new perspectives complementing existing relationship approaches to research. The findings have implications for relationship marketing theory across business-to-business (B2B) contexts.

The findings suggest a resource integration approach that could be jointly addressed between agency and client in improving the way they work together. The discourse of co-creation suggests a way for them to talk about how to work together effectively. Suggestions are made for teaching.

This study develops the S-D logic theory through exploring resource enhancement and development in a B2B co-creation context. The dyadic nature of the research is novel in studying how marketing agencies and clients work together and new perspectives emerge from the approach.

We examine collaborative complexity arising from strategic alliances among competitors. In high technology industries, rapidly evolving and modular technologies increase the likelihood that collaborative alliances will develop between partners who also compete with one another. Partnering under these conditions involves choosing collaborative structures that foster the transfer and integration of some resources, while simultaneously protecting other resources from unintended transfer. Using resource-based, transaction cost, and industrial organization economic theories we develop a model to depict the risks and rewards of collaboration under different modes of competitive interdependence. Two dimensions underlie our conceptual model: resource interdependence and competitive interdependence. Resource interdependence is the degree of integration needed for the resources contributed by alliance partners as reflected in the nature of the resources and their co-specialization. Competitive interdependence gauges the similarity between partners in their overall strategic capabilities and customer markets. We conclude with a discussion of the contingent use of inter-organizational structures to enable partners to balance resource contributions and resource protection in collaborative-competitive relationships.

Twenty-first century crises reaffirm the need of faster mobilization of resources during crises. Without interorganizational collaboration and resource mobilization, organizing efficient response is not possible. Resource mobilization is an essential aspect of response. It ensures a faster and better response. Collaboration between teams of emergency responders may include commonly known boundary spanning activities such as resource sharing, information sharing and communication. The purpose of this paper is to contribute our knowledge of how to organize a better crisis response through collaboration. More precisely, what strategies work as drivers for emergency responder teams during collaboration in crisis scenarios.

Through design of experiments, using tabletop exercises and online surveys, this study investigates the drivers of collaboration during a crisis scenario. Participants of this study are decision makers and emergency responders from various public actors in crisis management from Sweden.

Collaboration is essential to manage cross-functional services in normal times, as well as meet the growing needs during crises. In absence of collaboration, boundary spanning activities such as sharing resources or information to provide any kind of service will not be possible. For teams to survive in fast-changing environment, they must be able to adapt to the changing demands accordingly. This paper demonstrates which factors are drivers for emergency responders to mobilize resources, especially during crises. It captures the tension between individual and collective goals in crisis response and highlights the drivers that affect decision-making during crises.

The novelty of the paper lies in its methodology using tabletop exercises, design of experiments as part of Six Sigma toolbox and online surveys in combination with weightage of agreements and disagreements and free text answers. Although scientific research so far has demonstrated the need for collaboration during crises, however, which factors act as drivers for emergency responders to collaborate, is lacking scientific evidence. Incentives for collaboration have not been studied enough. These can tell us which strategies can improve collaboration during crises. This research paper is a scientific contribution in that direction.