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The study here responds to the view that the crucial problem in strategic management (research) is firm heterogeneity – why firms adopt different strategies and structures, why heterogeneity persists, and why competitors perform differently. The present study applies complexity theory tenets and a “neo-configurational perspective” of Misangyi et al. (2016) in proposing complex antecedent conditions affecting complex outcome conditions. Rather than examining variable directional relationships using null hypotheses statistical tests, the study examines case-based conditions using somewhat precise outcome tests (SPOT). The complex outcome conditions include firms with high financial performances in declining markets and firms with low financial performances in growing markets – the study focuses on seemingly paradoxical outcomes. The study here examines firm strategies and outcomes for separate samples of cross-sectional data of manufacturing firms with headquarters in one of two nations: Finland (n = 820) and Hungary (n = 300). The study includes examining the predictive validities of the models. The study contributes conceptual advances of complex firm orientation configurations and complex firm performance capabilities configurations as mediating conditions between firmographics, firm resources, and the two final complex outcome conditions (high performance in declining markets and low performance in growing markets). The study contributes by showing how fuzzy-logic computing with words (Zadeh, 1966) advances strategic management research toward achieving requisite variety to overcome the theory-analytic mismatch pervasive currently in the discipline (Fiss, 2007, 2011) – thus, this study is a useful step toward solving the crucial problem of how to explain firm heterogeneity.

This study aims to examine the antecedents and consequences of strategic online-reputation management among tourism firms. It is proposed that customer relationship management (CRM) is an antecedent of strategic online-reputation management, brand equity is a consequence of strategic online-reputation management and the use of online tools moderates the effect of strategic online-reputation management and CRM on brand equity.

A quantitative empirical study is conducted among online marketing managers of chain hotels. Structural equation modeling (SEM) is used to verify the proposed relationships.

The results show that CRM is an antecedent of strategic online-reputation management, and that strategic online-reputation management and CRM exert a positive effect on brand equity among firms that frequently use a range of online tools. No such effect is found in cases of limited usage of online tools.

Tourism firms seeking to achieve greater brand equity by means of strategic online-reputation management should implement CRM and make extensive use of online tools.

The main contributions of this study are that it analyzes the antecedents and consequences of strategic online-reputation management jointly and empirically; studies the moderating role of the use of online tools in the effect of online strategies – such as online-reputation management and CRM – on brand equity; and studies the consequences of CRM in online media.

本研究探讨旅游公司战略性在线声誉管理的前因和后果。建议 a) 客户关系管理 (CRM) 是战略性在线声誉管理的先决条件, b) 品牌资产是战略性在线声誉管理的结果, c) 在线工具的使用调节战略性在线声誉管理的效果- 品牌资产的声誉管理和 CRM。

本研究对连锁酒店的在线营销经理进行了定量实证研究。结构方程模型 (SEM) 用于验证所提出的关系。

CRM 是战略在线声誉管理的前身, 战略在线声誉管理和 CRM 对经常使用一系列在线工具的公司的品牌资产产生积极影响。在有限使用在线工具的情况下没有发现这种效果。

希望寻求通过战略性在线声誉管理实现更大品牌资产的旅游公司应实施 CRM 并广泛使用在线工具。

本研究的主要贡献在于：(i) 本研究联合实证分析战略性在线声誉管理的前因和后果; (ii) 本研究探讨了使用在线工具对在线战略（例如在线声誉管理和 CRM）对品牌资产的影响的调节作用; (iii) 本研究探讨了 CRM 在在线媒体中的影响。

The purpose of this study is to investigate the manner in which market orientation types facilitate the development of brand management processes (strategic brand management and internal branding), and brand performance.

The research model is assessed using data collected from brand executives. Existing scales are used to measure all the focal constructs. Partial least squares-based structural equation modeling (PLS-SEM) using the Smart-PLS 3.0 software is used to check for the psychometric properties of the scales and to test the hypotheses.

The results of this study indicate that proactive and reactive market orientation influence the internal branding and strategic brand management. The mediating role of strategic brand management in the relationship between proactive market orientation (PMO) and brand performance is significant. Similarly, internal branding mediates the relationship between PMO and brand performance. Also, strategic brand management and internal branding mediate the relationship between responsive market orientation (RMO) and brand performance. Results also indicate that market turbulence negatively moderates the relationship between strategic brand management and brand performance.

Building on literature from brand management, organizational capabilities and market orientation, this study explicates the role of PMO and RMO in influencing different strategic brand management and internal branding, and subsequently, brand performance. The perspective used in this study provides an insight into how organizations can develop and manage brands from a process perspective.

To develop the brand management capability, organizations may benefit from cultivating processes that seek to meet the latent customer needs through explorative and proactive information seeking, and at the same time, pursing processes that focus on capturing the existing customer and competitor trends in the market.

This study hopefully helps marketers realize that brand management function needs to move toward being more dynamic in nature.

This study borrows from the existing research on market orientation, branding and brand management to argue that organizations are required to not only maximize the brand returns in the existing market but also to adapt to the changes in the future.

This study aims to develop and test a theoretical model to delineate the effects of target market characteristics, firm characteristics and strategic resources, and product characteristics on standardization decisions in brand management of emerging market firms. The effects of standardization on brand performance in international markets are also to be explored.

The study develops a model based on the extant literature and tests its relevance through a survey of eligible managers in charge of international brand operations of 94 strategic business units in Turkey.

The empirical findings indicate that several factors exist as significant drivers of standardization decisions at various levels of brand management. Interestingly, even though firm characteristics and strategic resources were found to be the most critical drivers of brand performance, standardization versus adaptation approaches did not have any significant impact on strategic brand performance.

The study takes a standardization perspective to strategic brand management in international markets and tests it from the perspective of emerging markets.

The purpose of this study is to examine the extent to which an organization’s pursuit of radical and disruptive innovations and refinement of existing processes and incremental innovations influence the brand management capability, and subsequently, the brand performance in business-to-business firms.

The key informant approach is used for data collection. Panel data are obtained using the services of a reputable research firm. Existing scales are used to measure all the focal constructs. Partial least squares based structural equation modeling is used to test the hypotheses.

The results of this study indicate positive associations of both exploitative and exploratory innovation types with brand management processes. These findings signify the need for organizations to balance both these innovation types to maximize their performance.

This study prescribes an insight into the complex relationship that exists between organizational ambidexterity, brand management processes and brand performance, providing a framework that reconciles the seemingly conflicting goals of relevance and consistency in the development of brand management capability.

Given that very few firms can achieve ambidexterity, this study provides a means to maximize the potential of this organizational process.

This study borrows from the existing research on brand management to argue that organizations are required to balance both exploitative and exploratory innovation types to maximize their performance.

The purpose of this paper is to learn how strategic hybrid orientation – constructed from brand and market orientations – is related to the brand awareness, brand credibility, and financial performance of business-to-business (B2B) small- and medium-sized enterprises (SMEs).

The questionnaire was used in a survey to collect data from 250 Finnish B2B SMEs. The sampled firms were categorized into four clusters according to a two-by-two matrix, and their relationships with the brand performance outcomes were examined using one-way ANOVA and multiple regression.

The results indicate that strategic hybrid orientation is positively related to all three dimensions of brand performance, showing that two dissimilar orientations can complement each other in improving brand performance outcomes. However, the strength of complementary interaction seems to vary depending on the degree to which brand- and market-oriented attributes dominate in a firm’s strategy.

This is one of the first studies to provide empirical evidence to support the concept of strategic hybrid orientation for branding in B2B SMEs. This study aims to contribute to existing research on SME branding by capitalizing on B2B branding and strategic management literatures.

The purpose of this paper is to outline a growth strategy and a conceptual model for large consumer packaged goods (CPG) firms that involves venturing with brand entrepreneurs to access innovative or disruptive new brands called “strategic brand venturing” (SBV). It aims to ground the model conceptually using the intersection of three domains: entrepreneurship, strategic management, and marketing.

An emerging development among large CPG firms known for their branding and marketing prowess has been to create dedicated brand/consumer venturing units (e.g. Coca‐Cola, P&G, Nestle, Clorox, General Mills, Unilever) as a means of creating new growth horizons. The paper notes this recent development and opportunity. It offers a conceptual explanation of how to think about this using domain intersection literature and a practice‐based description of the dimensions involved in executing such a strategy.

The paper is conceptual and practice‐oriented. No fieldwork was conducted. However, the work is based on industry practice and a longitudinal participant observation within a Fortune 100 firm over a five‐year period.

Researchers are encouraged to empirically examine this new option in further depth.

The capability dimensions needed to execute are outlined.

External corporate venturing in technology‐intensive industries is an established and growing practice. However, equity investments by large CPG corporations in entrepreneurial brand firms represents a corporate entrepreneurship opportunity that has hitherto received scant/no attention in the literature. A conceptual model is proposed based on industry practice but grounded in a novel use of domain intersection literature to encourage further action and research.

The paper aims to provide both academics and practitioners a strategic framework for integrating brands in horizontal mergers and acquisitions (M&As) in order to create and deliver value.

A conceptual framework developed from a review of the existing literature and pilot case studies.

The paper first discusses the importance of brand integration for value creation in horizontal M&As from a practical perspective. The paper then reviews three related bodies of existing literature that are critical to this research – M&As, product and brand management, integration approach. This review leads to the identification of the research gap in the area of brand integration in M&As. The paper then develops and proposes a strategic framework for integrating brands in horizontal M&As based on the pilot case studies and existing literature.

The paper structures and classifies the fragmented existing literature in the domain of product and brand management into four major views – customer (market) perspectives, supply (manufacturing) concerns, product development (innovation and technology) considerations and value creation. This classification can be a useful approach for future research in reviewing the diversified product and brand management literature. The strategic framework developed here consolidates the four perspectives of product and brand management and the two views of strategic management (positioning and resource‐based) and presents four major strategies and a process for the successful integration of brands in post‐horizontal M&As. The paper also provides an overview of overseas M&A activities on the part of Chinese companies in terms of trend and motives and considers some implications of the brand integration strategic framework for Chinese companies when they acquire international brands. Future research priorities are also discussed and research methods recommended.

The purpose of this paper is to develop a luxury brand management (LBM) framework that accounts for the changing luxury environment (i.e. heterogeneous consumer populations, operations within markets of varying maturity, need for seamless customer experiences, and Omni-channel retailing). Framework set within this new luxury business environment and environmental phenomena unique to the fashion industry (i.e. fashion adoption, zeitgeist).

Case study of leading luxury conglomerate, Louis Vuitton Möet Hennessy (LVMH), combined with in-depth historical review of luxury industry. Primary and secondary data sources yielded thick descriptions of brands in LVMH portfolio and larger luxury industry, in which conglomerate is the predominant organizational structure. Content analysis of data-tracked relationships and emergent patterns. Recontextualization techniques were employed to identify key dimensions of brand management operations for sample company and further explicated indicators, sub-variables, and measurements. Macro and micro dimensions were combined for the final framework.

Findings revealed a LBM framework with specific dimensions at the micro or company level that are combined with variables and indicators in the macro-business environment. Strategic management response was also identified as a tool companies can use to synthesize brand management strategies throughout company and remain adaptive to environment.

Contributes to company-based luxury research. Holistic findings; framework was constructed from the micro-company level within a macro-environmental context, increasing its relevancy for firms. Potential to be employed in strategic brand management decisions of luxury companies, regardless of their corporate structure, size, or age.

The purpose of this paper is to unfold the strategic direction of different brand management paradigms.

The paper is based on comparison between diverse brand management paradigms.

A make or buy approach to brand management eventually allows for an improved integration of brand strategy with business strategy, compared to more traditional approaches.

The perspectives and ideas discussed may potentially encourage a more entrepreneurial and business oriented approach to brand management.

The value of this paper emerge from the juxtaposition of different approaches to brand management, unfolding alternative approaches to the integration of brand and business strategy.