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This paper aims to evaluate commercial bank branches' performance in dynamic and competitive conditions where decision-making units (DMUs) seek a greater proportion of shared resources as it happens in the real world. By introducing the concepts of cross-shared and serial-shared resources, the authors have emphasized the role of evaluation results of past periods on branches' total efficiency.

In this study, a new mixed-integer data envelopment analysis (MI-DEA) model has been proposed to evaluate the performance of a dynamic network in the presence of cross-shared and serial-shared resources.

The proposed model helps bank managers to find the source of inefficiencies and establish a connection between the results of the periodic performance of the DMUs and the distribution of serial and cross-shared resources. The results show that the weighting coefficients of the periods do not significantly affect the overall efficiency of commercial bank branches, unlike desirable and undesirable intermediates.

This paper presents the following factors: (1) A new mixed-integer network data envelopment analysis model is developed under dynamic competitive conditions. (2) For the first time in DEA models, the concept of cross-shared resources is proposed to consider shared resources between DMUs. (3) All controllable, uncontrollable, desirable and undesirable outputs in the model are considered with the possibility to transfer to the next periods. (4) A case study is given for the performance evaluation of 38 branches of an Iranian commercial bank from 2016 to 2020.

Intellectual capital creation (ICC) in networks has been considered as central to the processes for responding to wicked problems. However, knowledge on the factors that explain ICC in networks is limited. We take a step toward filling this research gap by drawing on an extended view of social capital to identify specific network features that should explain ICC heterogeneity in engineered intergovernmental networks.

A sample of 655 local authorities participating in 8 networks was used to test the framework proposed. Data analysis followed a three-step approach. Firstly, confirmatory factor analysis was applied to assess the convergent and discriminant validity of the measures. Secondly, a non-parametric median test was conducted to determine whether the variables under study were statistically different for the eight networks. Lastly, the structural model underlying the conceptual framework was tested.

The authors found that the eight intergovernmental networks studied differed significantly in their levels of social interaction and ICC. At a structural level, three variables usually considered representative of social capital (social interaction, trust and shared vision) and two supplementary variables (shared resources and shared decisions) were proven to have significant direct and/or indirect effects on ICC.

No previous cross-sectional research has studied the link between the creation of social capital and intellectual capital in engineered intergovernmental networks. As this research focuses on networks and climate change, it contributes to the fourth and fifth stages of intellectual capital research.

The purpose of this paper is to derive a measure for the performance of human resource shared service providers (HR SSPs) and then to develop a theoretical framework that conceptualises their performance.

This conceptual paper starts from the HR shared services argument and integrates this with the knowledge‐based view of the firm and the concept of intellectual capital.

The authors recommend measuring HR SSP performance as HR value, referring to the ratio between use value and exchange value, that together reflect both transactional and transformational HR value. They argue that transactional HR value directly flows from the organisational capital in HR SSPs, whereas human and social capitals enable them to leverage their organisational capital for HR value creation. The authors argue that the human capital of HR SSPs has a direct effect on transformational HR value creation, while their social and organisational capitals positively moderate this relationship.

The suggested measure paves the way for operationalising and measuring the performance of HR shared services providers. This paper offers testable propositions for the relationships between intellectual capital and the performance of HR shared service providers. These contributions could assist future research to move beyond the descriptive nature that characterises the existing literature.

The purpose of this paper is to derive a measure for the performance of human resource shared service providers (HR SSPs) and then to develop a theoretical framework that conceptualises their performance.

This conceptual paper starts from the HR shared services argument and integrates this with the knowledge‐based view of the firm and the concept of intellectual capital.

The authors recommend measuring HR SSP performance as HR value, referring to the ratio between use value and exchange value, that together reflect both transactional and transformational HR value. They argue that transactional HR value directly flows from the organisational capital in HR SSPs, whereas human and social capitals enable them to leverage their organisational capital for HR value creation. They argue that the human capital of HR SSPs has a direct effect on transformational HR value creation, while their social and organisational capitals positively moderate this relationship.

The suggested measure paves the way for operationalising and measuring the performance of HR shared services providers. The paper offers testable propositions for the relationships between intellectual capital and the performance of HR shared service providers. These contributions could assist future research to move beyond the descriptive nature that characterises the existing literature.

The traditional view of the process of value creation suggests that it occurs inside the firm through its activities or resources. However, there are special cases where firms create value using external shared resources, e.g. a territorial brand. The purpose of this study is to demonstrate how the combination of both internal and external resources co-create value in wine regions.

An in-depth case study of nine firms covering different co-creation processes in Champagne, France. The selection of interviews was designed to cover the diversity of firms within the area with different market positioning. Most firms in the region have been selling champagne for more than 50 years, so they have established long-standing relationships with their markets.

While there is only one value, Champagne, firms create many different values based on owners’ perceptions with diverse effects on the process of value co-creation in the territorial brand. Some firms have strategies which could deteriorate the value of shared resource. This threat needs institutional changes with unknown consequences on the territorial brand.

The research only involved one case study with a highly developed territorial brand system. There are multiple wine regions that have considered managing either implicitly or explicitly their shared strategic resources (e.g. a territorial brand). Consequently, the findings may not be applicable to all wine regions but it can provide a “gold standard” for regions and wineries that do not realize the impact that their value creation actions can have on the wine region.

Collective management of shared strategic resources, such as a territorial brand, can be a powerful action to sustain competitive advantage rather than individual actions to develop individual brands. However, it can work only with an institutional organization managing the collective process.

The paper offers lessons from a comprehensive and well-known case study where resource bundles co-create value with a territorial brand.

HR shared service centers (SSCs) have been claimed to innovate human resource management service delivery by centralizing resources and decentralizing control and, in doing so, create value for other business units. In response, to explain the value of HR shared services for the business units served, the purpose of this paper is to test hypotheses on the joint influence of HR SSC operational and dynamic capabilities and of control mechanism usage by the business units.

A survey methodology was applied to collect data among business unit representatives from 91 business units in 19 Dutch organizations. The data were analyzed using structural equation modeling in AMOS.

This study found that the use of formal control mechanisms (e.g. contracts, service-level agreements) relates negatively with HR shared service value, but that this relationship becomes positive once mediated by informal control mechanisms (e.g. trust and shared language) and operational HR capabilities. Furthermore, it shows that the dynamic capabilities of HR SSCs relate positively to HR shared service value for the business units, but only because of their effect on operational capabilities.

Whereas previous studies into HR SSCs have examined the two antecedents independently, this study shows how organizational control and capabilities interrelate in explaining the value of HR shared services.

This paper aims to conceptualize and characterize service ecosystems, addressing calls for research on this important and under-researched topic.

The authors draw on four meta-theoretical foundations of S-D logic – resource integration, resource density, practices and institutions – providing a new integrated conceptual framework of ecosystem well-being. They then apply this conceptualization in the context of a complex healthcare setting, exploring the characteristics of ecosystem well-being at the meso level.

This study provides an integrated conceptual framework to explicate the nature and structure of well-being in a complex service ecosystem; identifies six key characteristics of ecosystem well-being; illustrates service ecosystem well-being in a specific healthcare context, zooming in on the meso level of the ecosystem and noting the importance of embedding a shared worldview; provides practical guidance for managers and policy makers about how to manage complex service ecosystems in their quest for improving service outcomes; and offers an insightful research agenda.

This research focuses on service ecosystems with an illustration in one healthcare context, suggesting additional studies that explore other industry contexts.

Practically, the study indicates the imperative for managing across mutually adapting levels of the ecosystem, identifying specific new practices that can improve service outcomes.

Examining well-being in the context of a complex service ecosystem is critical for policymakers charged with difficult decisions about balancing the demands of different levels and actors in a systemic world.

The study is the first to conceptualize and characterize well-being in a service ecosystem, providing unique insights and identifying six specific characteristics of well-being.

The purpose of this paper is to describe research on the relationship between the shared resources of entrepreneurial clusters and the innovative performance, from the perspective of resource acquisition of new firms.

For the purpose of this empirical research, the author chose a high‐tech and development district in China as the cluster sample. First, 240 firms were identified from a district list of firms. The next week, prior to interview, each of the firms listed was called. After this contact there were 156 firms willing to be interviewed. Finally, 93 responses indicated availability. For analyzing the data, structure equation model was employed, and Amos software used for solving the equations.

The findings show that, as shared resources, the common reputation and participation of local institutions play a positive role on new venture resource acquisition. Meanwhile, this mechanism appears to promote innovation within the cluster firms.

The research explored the mechanism of share resources and innovation in China's new firm cluster. Suggested advice to the policy makers would be that merely supporting a good policy environment is not enough; governing the network, making institutions play a positive role in strengthening the connection between firms, and building up a knowledge resources exchange base, are all necessary for the creation and growth of new ventures in new firm clusters.

The purpose of this paper is to draw insights from the actors-resources-activities (ARA) model and social capital literature to identify relevant activities shared by university-industry (U-I) actors prior to R & D cooperation.

Based on a qualitative methodology, a series of interviews were carried out with researchers from the biological sciences domain.

This study found that, at the outset of U-I links, companies’ motivations are strongly organizational, while academics are motivated at a personal level. The interactions grow from low-risk activities to partnerships on complex tasks, and depend on relational resources framed within the ARA and social capital theories. Results showed that shared interests are present at the outset of U-I links and grow thereafter. Trust and commitment were not ubiquitous at the outset, but rather at later stages of the cooperation, as a result of the developed interdependencies.

The combination of the ARA model and social capital in U-I links highlighted the different relationship levels (individual vs organizational), the disparities between early and established ties, and the interplay between low- and high-investment activities underlying researchers’ relationships. Several managerial contributions are presented for universities to promote greater integration with industry partners.

A new direction of research is presented towards lower levels of U-I cooperation, taking into account the relational resources and the activities shared in each level. This work distinguished the different actors’ motivations and clarified the role of trust and commitment at the outset of U-I links. This first assessment of Portuguese U-I interactions within the biological sciences provided valuable insights for both academics and practitioners.

A number of subject-orientated and general websites have emerged to host academic resources. The purpose of this paper is to evaluate the uptake of such services in order to decide which depositing strategies are effective and should be encouraged.

This paper evaluates the views and shares of resources in the generic repository Figshare by subject category and resource type.

Figshare use and common resource types vary substantially by subject category but resources can be highly viewed even in subjects with few members. More active subject areas do not tend to have more viewed or shared resources.

The view counts and share counts analysed may reflect author accesses or may be spammed.

Limited uptake of Figshare within a subject area should not be a barrier to its use. Several highly successful innovative uses for Figshare show that it can reach beyond a purely academic audience.

This is the first analysis of the uptake and use of a generic academic resource sharing repository.