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The purpose of this paper is to extend the theory of services‐led industrial policy in services dominated but industrially lagging developing Asian economies and discuss its implications for employment, competitiveness, and diversification.

An inductive approach using qualitative methodology is adopted reviewing the available literature and evidence from Pakistan. The critical synthesis of the history of economic growth and industrial policy has followed Kuhn's paradigm approach.

Focusing on Pakistan, the paper synthesizes the history of industrial policy to identify the major paradigm shifts, especially the structural reforms era of the 1990s. The evidence suggests that the reforms under the structural adjustment program (SAP) have proved to be the necessary but not sufficient conditions for inclusive growth and industrial competitiveness in services dominated economies. Services‐led growth without an integrated and competitive industrial sector can lead to severe external accounts deficits and unemployment. The traditional role of services as “driver of demand/growth” is extended as “driver of productivity/competitiveness” through forward linkages with other sectors of the economy. The services sector's enabling role as the “software” of the economy and its impact on total factor productivity growth, diversification, and inclusive growth is postulated.

A quantification of forward and backward linkages is needed to identify the potential of services sub‐sectors in driving growth and productivity, respectively.

The paper identifies the need to match the existing industrial policy regimes with the economic structures in services‐dominated developing economies. The role of forward linkages in the productivity growth has implications for measurement of services output in national accounts in order to fully capture the contribution of this sector.

The purpose of this paper is to explore the relationship between service quality and firms’ global competitiveness in the service industry. A set of moderating effects is formulated to further reveal how the relationship varies under different situations.

This paper tests the model with data collected from multiple sources such as World’s Most Admired Companies and COMPUSTAT. Two types of robust regressions for panel data are employed in the empirical model estimation.

Service quality is found to significantly drive global competitiveness. Specifically, its impact is stronger for large service firms and when the global environment is characterized as low munificence, high dynamism, or high complexity.

The paper provides a set of implications for managers of service firms regarding global expansion and quality management. It generates useful guidelines of maximizing the power of service quality when a firm’s global competitive advantage is considered.

This paper takes the first attempt to formulate service quality’s influence on firm’s global competitiveness with a consideration of specific situational factors.

The purpose of this paper is to explore conceptually and examine empirically the impact of market competitiveness on employee satisfaction, service quality, and customer satisfaction in high‐contact service industries.

An empirical study was conducted in high‐contact service shops in Hong Kong. Dyadic data were collected from 210 high‐contact service shops and were analysed using structural equation modelling.

The results confirm that market competitiveness has a direct impact on service quality, not employee satisfaction. The findings also reveal that service quality affects customer satisfaction, which in turn leads to employee satisfaction, forming a “quality‐customer satisfaction‐employee satisfaction cycle”.

The results recommend that firms take a long‐term perspective towards investment in understanding the competitiveness of the market. Such an understanding helps managers identify and implement appropriate quality‐improvement activities, such as establishing quality standards, providing appropriate job description to service employees, and adopting a customer‐oriented strategy, leading to enhanced customer satisfaction and employee satisfaction in a cyclic manner.

This study contributes to a detailed understanding of how service firms should strategically respond to market competitiveness.

The importance of international dry port integration in the supply chain has received a great deal of attention and been widely discussed in the literature. This study empirically examines the relationship among dry port logistics supply chain integration (DPLSCI), its operational performance (OP) and dry port competitiveness (DPC) in the context of China.

The authors developed a structured questionnaire based on the supply chain integration (SCI) theory and resource-based view, and collected data from the dry port operation enterprises and their stakeholders in central and western China. A structural equation model (SEM) is used to test the research hypotheses.

The results demonstrate that DPLSCI has a positive effect on logistics cost performance (LCP) and service quality performance (SQP), which further improves DPC. Meanwhile, OP (LCP and SQP) is a full mediator between DPLSCI and DPC.

This paper provides guidelines for dry port operators and their stakeholders to integrate supply chain resources and develop the OP for improving the overall competitiveness of an international dry port. The government could also invest in physical infrastructure and system platform to strengthen the OP of a dry port and further enhance its competitiveness.

The authors emphasise that the international dry port is a proactive and integrated system in providing a supply chain logistics service. This study fills up a research gap in the extant literature on theoretically proposing and empirically testing a new theoretical model. It also contributes to dry port stakeholders by providing useful guidelines to enhance OP and dry port competitiveness.

The purpose of this paper is to investigate how service firms across two different cultural contexts use their customer involvement capabilities to create competitive advantage. The study further assesses the possible complementarity effect of innovation and involvement capabilities in enhancing firm competitiveness. Lastly, the study draws on the complementarity of capabilities and social institutions to examine whether different cultural contexts explain the use of involvement capability among service firms.

The study sampled service firms from an emerging economy (India) and high-income economy (The UK), which have different cultural contexts (collectivism/individualist) to assess the hypothesized relationship. Data collection processes were adapted to the contexts to optimize reliability and relevance. Multi-group structural equation modeling was used in analyzing the data.

The study finds that cultural contexts explain the positive relationship between customer involvement capability and firm competitiveness such that in collectivist cultures, involvement capability is more positively related to competitiveness but negative in individualistic contexts. However, in both contexts, service firms can through capability bundling increase firm competitiveness. The study found that the complementarity effects of innovation and involvement capabilities were found to be positive in both contexts.

This study departs from previous studies by arguing that customer involvement is a complementary capability that helps exploit the potential of innovation capability of service firms. This study further demonstrates that cultural context defines the effectiveness of involvement capability in achieving firm competitiveness.

The purpose of this study is to perform an international comparison of logistics/port operations with a main focus on India.

Using data from the transportation and freight service industry during 2000‐2005, this study first conducts revealed comparative advantage (RCA) analysis to investigate India's logistics competitiveness and then uses data envelopment analysis (DEA) to analyze the efficiency of India's container port operations.

The study's findings suggest that in terms of India's logistics competitiveness, its freight industry is relatively competitive while its transportation industry is not. Overall, while the study indicates that India's largest container port (Jawaharlal Nehru) is not very efficient; the RCA analysis shows that India still has a relative comparative advantage over its industrialized counterparts except for Japan and France in the transportation service industry. Interestingly, the DEA results also indicate that the efficiency value of the container port in India is second only to the US port of Los Angeles among the ports examined in industrialized countries.

RCA indicators are only able to examine past and present industry conditions based on export results, and do not provide a detailed explanation of the reasons for changes in levels of competitiveness. As for DEA analysis, this study focused only on land and equipment as input variables primarily because of a lack of data on worker efficiency. It is suggested that there is an urgent need for an overhaul of port equipment if India wants to accommodate the growing volume of imports and exports in the future.

This paper provides a first step toward gaining insights into India's current logistics/port competitiveness position in comparison with other emerging markets and advanced economies. This paper also contributes to providing a better understanding of the competitiveness of emerging economies (BRICs & Next 11), which are viewed as rising stars and have not yet been fully investigated in the existing literature. Several recommendations are also provided.

In the past few years, the concept of competitiveness developed by the World Economic Forum has become the focal point. Global competitiveness index (GCI) presents the constructs which are possible means of productivity of the country. The purpose of this study is to explore whether boosting the productivity of agriculture, services and industry sector is the possible channel of competitiveness leading to growth.

For this, panel GMM moderator model has been used for 16 low-income countries.

The results indicate that competitiveness helps agriculture and industry sector to become more growth productive, while it reduces the productivity of services sector.

This study urges that the gains from following the competition promotion policies overweigh the costs. Hence, low-income countries can break the low productivity trap.

The aim of this study is to investigate the competitiveness of the selected services in Turkey in comparison with the EU and the selected EU countries based on three comparative advantage indices.

Three different revealed comparative advantage indices were utilised in a combined way. Import and export figures of six service sectors were taken into account for the period of 2000-2010. The selected services are: transportation, travel, construction, financial services and insurance, communications and IT services, and personal, cultural and recreational services. Consistency of the results was achieved through correlation analyses.

Strong comparative advantages exist for Turkey in construction, tourism and transportation sectors. Although Turkish financial and insurance and communication and computer-information sectors appear to be weak compared to EU, there is a substantial potential for improvement.

A detailed comparative investigation of services' competitiveness for Turkey was provided. The policy decision makers in Turkey and in Europe's selected countries can utilise the findings and recommendations of the study for projection of the investigated sectors.

The business landscapes in Asia and Africa are predominantly characterized by small and medium enterprises (SMEs) facing significant resource constraints. Understanding the capability dynamics of these enterprises in such contexts carries significant implications for theory and practice. This paper aims to addresses a crucial question of whether increasing customer involvement capability consistently yields the necessary rent for enterprises operating under resource constraints in emerging markets in Asia and Africa. By investigating this question, the paper offers SMEs a more nuanced approach to capability development, enabling them to achieve better returns on their investments.

To ensure the robustness of the findings, data were collected from SME service firms operating in two emerging economies: India (Asia) and Ghana (Africa). Data were collected in two waves to allow for catering to specific environmental conditions not accounted for in the study. Two-stage data analysis was then conducted to test the hypothesized relationships across the two countries.

The findings reveal that customer involvement capability does not always lead to an increase in firm-level competitiveness, and the effect follows an inverted U-shaped pattern. However, the nature of this relationship varies under different market conditions in both contexts. Specifically, in periods of low customer demand and intense competition, the relationship is linear and positive. On the other hand, in periods of high demand and competition, the relationship becomes inverted U-shaped, returning to a direct relationship with firm-level competitiveness.

This paper provides a resolution to the critical issue of whether customer involvement capability consistently delivers firm performance benefits, particularly for resource-constrained SMEs in emerging markets. By explaining how SMEs in emerging markets can fully capitalize on their capability development to optimize their resources, this paper makes a distinctive contribution. Moreover, it sheds light on the importance of aligning involvement capabilities with prevailing market conditions for SMEs to reap the maximum benefits.

The quality improvement strategy (QIS) helps managers decide where changes in an organization′s services will improve its competitiveness. The QIS measures customer perceptions of the organization′s services relative to its competitors′ offerings (competitiveness) and relative to what its offerings ought to be (satisfaction). The QIS logic uses the intersection of competitiveness and satisfaction data for each service to identify and prioritize improvements that will result in a competitive advantage.