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Building on consumer socialization theory, the purpose of this paper is to examine antecedents and consequences of generating and sharing brand-related content on social media in a restaurant context.

A scale development process was undertaken to develop the scale for brand-related user-generated content (BRUGC). Then the authors tested the antecedents and consequences of BRUGC using 375 responses obtained through a mall-intercept survey. The hypotheses were tested using structural equation modeling with AMOS.

Study findings revealed that age, time on Facebook, number of Facebook friends, Facebook usage intensity, and need for self-enhancement were key antecedents of both the generation and sharing of BRUGC. The results also indicated that gender, race and need for self-affirmation were not significantly related to generating and sharing BRUGC. Both generating and sharing BRUGC were positively associated with attitude and intentions toward the restaurants.

This study is the first to develop a BRUGC scale through a rigorous scale development process. It thus contributes to consumer socialization theory literature in considering social media as a socialization agent. The findings provide valuable insights for both academicians and social media managers and aid in enhancing BRUGC.

The purpose of this paper is to develop the international opportunity identification (IOI) scale through psychometric evaluation in an emerging economy context.

Samples consist of international firms operating in the apparel industry in Bangladesh. Exploratory factor analysis (EFA) was conducted on the first wave of responses to unfold the underlying dimensions of IOI. The second wave of data was used to confirm the validity of IOI scale through confirmatory factor analysis (CFA).

EFA suggests a unidimensional scale, which is supported by CFA. The relationship between IOI and financial performance is significant and confirms nomological validity. Results also confirm the validity and reliability of the IOI scale.

This study indicates that IOI is a reliable and valid scale to measure the strategic action of the international firms operating in emerging economies, and has a positive relationship with financial performance.

This paper aims to investigate the antecedents and outcomes of international opportunity identification (IOI) in export-manufacturing firms. The fundamental question addressed in this research is: How does dynamic managerial capability (DMC) of entrepreneurs contribute to IOI and success of the firms?

The research model was tested through structural equation modeling among the readymade garment manufacturing firms in the least developed country, Bangladesh. A survey was conducted with a random sampling approach and responses were collected from 390 firms.

The salient findings are: DMC has direct and indirect impacts through IOI on financial and non-financial performance; IOI mediates the relationship between managerial social capital and non-financial performance and between managerial cognition and non-financial performance; IOI has a negative relationship with the financial performance of the firms; and scope of accelerated internationalization positively moderates the relationship between IOI and financial performance of firms.

This paper notably shows that DMC of export-manufacturing entrepreneurs leads to the identification of the right kind of opportunities, which, in turn, generate better performance. It is advantageous for this type of firm to operate a business in multiple countries.

The purpose of this study is to establish the antecedents and the outcomes of foreign market knowledge (FMK) accumulation in the context of emerging economies. The antecedent is dynamic managerial capability (DMC) with managerial human capital, social capital and cognition as its dimensions. The outcomes are financial and non-financial performances. This study bridges the gap by linking individual-level capability and FMK accumulation to achieve performance.

This study has utilized a survey-based approach to collect data. The sample consists of 365 export manufacturing firms operating in the apparel industry of Bangladesh. Structural equation modeling analysis has been used to test the hypothesized model.

The direct effects of managerial social capital and managerial cognition on FMK accumulation are positively significant. The results also show that FMK accumulation fully mediates the relationship between: managerial social capital and financial and non-financial performances and managerial cognition and financial and non-financial performances.

Export manufacturing entrepreneurs in the low-tech industry should focus more on the network development and leverage on their cognitive mentality as a global mindset to succeed in international markets. These two factors are critical to accumulate foreign knowledge.

This study provides empirical evidence on dynamic managerial capability and FMK accumulation of export manufacturing firms in low-tech emerging economies context. Out of the three building blocks of DMC, this study has found that managerial social capital and managerial cognition of entrepreneurs are crucial as antecedents to FMK accumulation and firm performance.

The international entrepreneurial capability has achieved its legitimacy in international business literature. Leveraging capabilities to recognise opportunities is considered a pivotal strategy to achieve success. Drawing on the entrepreneurship literature and opportunity perspective, this study aims to investigate the role of international entrepreneurial capability in enhancing the international opportunity recognition (IOR) process and the performance of export manufacturing firms.

Structural equation modelling has been used to test the hypothesised relationship on 388 export manufacturing entrepreneurial firms operating in the apparel industry of Bangladesh.

The results signify that three international entrepreneurial capabilities, namely, international networking, learning and marketing capability, positively enhance the IOR process of export manufacturing firms. The IOR process positively mediates the relationships between these international entrepreneurial capabilities and firm performance.

Merely having the international entrepreneurial capability is not sufficient to escalate the firm performance. It must be amplified by various strategic actions such as the IOR process. Entrepreneurs need to capitalise on the international entrepreneurial capability to leverage the IOR process and generate non-financial performance success. Entrepreneurial firms that focus more on stimulating non-financial performance can secure better financial performance.

The purpose of this paper is to perform a psychometric evaluation of dynamic managerial capability (DMC) scale in the context of early internationalizing firms from an emerging economy. Drawing on DMC theory, this study validates the measurement scales to operationalize DMC of entrepreneurs as managerial human capital (MHC), managerial social capital (MSC) and managerial cognition (MC).

Sample firms were drawn from the apparel industry in Bangladesh, an emerging economy. Data were collected from entrepreneurs in two waves through a questionnaire-based survey. In total, 185 firms responded during the first wave and 223 firms responded during the second wave. The first wave of data was used to conduct exploratory factor analysis (EFA) to uncover the underlying dimensions of DMC and the data from the second wave were used to test the validity of the DMC scale through confirmatory factor analysis (CFA).

EFA suggested a three-dimension scale which was supported by CFA. The findings of the study demonstrate that DMC is a valid and reliable scale to capture the individual-level capability of entrepreneurs.

DMC is rooted in three underlying attributes as MHC, MSC and MC. It is advisable to the practitioner and researcher to operationalize DMC as a second-order construct in future studies.

More companies embrace flexible work arrangements (FWA) as one of their employee retention strategies, yet its effectiveness is not consistent. Generally, past researchers use the social exchange theory to explain how FWA lowers turnover intention, while the rest adopts the border theory to justify why FWA can be ineffective. Here, the authors compare the competing theories for the first time to differentiate the theoretical reasoning of three forms of FWA (flex time, flex leave and homeworking). Two mediators (organisational commitment and work−family conflicts) are chosen to represent the mechanism of each theory.

The authors employ the latest wave of the International Social Survey Program (ISSP) Work Orientation Module from 2015. Based on nationally representative data from 35 nations and 17,604 participants, the authors employed simple mediation and parallel double-mediation models via bootstrapping procedures to investigate the theoretical reasoning behind each FWA.

The results indicate that organisational commitment and work−family conflicts as significant mediators in all models, supporting both theories. The authors first tested each mediator in separated models. In models concerning the social exchange theory, all FWA lead to increased organisational commitment before lowering turnover intention, implying the beneficial outcomes of FWA. However, findings also support the border theory's perspective where flex time and homeworking increase turnover intention through heightened work−family conflicts. The parallel double-mediation further suggests that all three FWA forms have their unique theoretical framework, impacting turnover intention differently.

Both the social exchange theory and border theory are well-developed theories but grounded on different theoretical reasoning. This is the first paper that compares both theoretical perspectives in the context of FWA. It offers a new perspective in explaining the inconclusive effectiveness of FWA and provides future researchers a more integrated interpretation and prediction of FWA's impact on turnover intention.

The significance of market orientation (MO) in industrial marketing literature is immense. Separately, the role of dynamic managerial capability (DMC) as an individual-level capability has been found to be beneficial to business-to-business (B2B) transactions. However, the assessments of DMC as the antecedent to complement MO in achieving firm performance are rare. To address this knowledge gap, this study builds upon a research framework on the DMC theory and MO literature. Additionally, this study aims to investigate how export assistance avails MO-firm performance relationship and assists entrepreneurs to thrive in the international market.

The research was conducted among the entrepreneurial export manufacturing firms in the apparel industry in Bangladesh. Structural equation modelling was used to investigate the hypothesized relationship among 329 firms.

Two attributes of DMC, namely, managerial social capital and managerial cognition of entrepreneurs improve the MO process of export manufacturing firms. MO mediates the relationship between DMC and firm performance. Additionally, export assistance positively moderates the relationship between MO and the financial performance of the firm.

MO requires complementary capabilities to realize the value of it efficiently. This study strongly advocates entrepreneurs to nurture DMC to leverage MO and capitalize on emerging opportunities by productively using export assistance. Firms in the emerging economies often suffer from resource-scarcity and export assistance mitigates barriers to expand international operations and yield financial liberty to the firms operating in the international B2B market.

The purpose of this study was to examine the influence of organizational climate and trust (TR) on knowledge-sharing (KS) behaviour in selected multinational firms in an emerging market – Malaysia. Two dimensions of KS – knowledge collecting (KC) and knowledge donating (KD) – were separately studied for this research.

Survey data were collected from 231 participants from 25 multinational firms. Multivariate analysis was used to assess the research model.

The research findings indicate that organizational climate dimension, affiliation, is positively related to both KD and KC, while fairness dimensions of organizational climate are not positively related to KD and KC. Among the two dimensions of TR (cognitive and affective), it was found that cognitive TR is positively related to KD, while affective TR is positively related to KC.

The sampling was confined to the Klang Valley area of Malaysia.

The study is useful because it makes an attempt to study the relationship between organizational climate and the two dimensions of KS, KC and KD, separately. The study examines the similar relationship with TR.

This research has provided both theoretical and managerial implications to further advance the literature on the impact of organization factors such as organizational climate (OC) and individual factors such as TR on KS behaviour. This research examines the relationship of OC with specific KS dimensions such as KD and KC. Limited research has addressed this. This research has also contributed further to business literature by applying social capital theory in explaining the impact of multidimensional categories of TR: affective TR and cognitive-based TR on KD and KC.

The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product development, and it provides a comparison to an earlier review of the management accounting (MA) literature (Wouters & Morales, 2014).

This structured literature search covers papers published in 23 journals in IOM in the period 1990–2014.

The search yielded a sample of 208 unique papers with 275 results (one paper could refer to multiple cost management methods). The top 3 methods are modular design, component commonality, and product platforms, with 115 results (42%) together. In the MA literature, these three methods accounted for 29%, but target costing was the most researched cost management method by far (26%). Simulation is the most frequently used research method in the IOM literature, whereas this was averagely used in the MA literature; qualitative studies were the most frequently used research method in the MA literature, whereas this was averagely used in the IOM literature. We found a lot of papers presenting practical approaches or decision models as a further development of a particular cost management method, which is a clear difference from the MA literature.

This review focused on the same cost management methods, and future research could also consider other cost management methods which are likely to be more important in the IOM literature compared to the MA literature. Future research could also investigate innovative cost management practices in more detail through longitudinal case studies.

This review of research on methods for cost management published outside the MA literature provides an overview for MA researchers. It highlights key differences between both literatures in their research of the same cost management methods.