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Strategy and marketing scholars look at strategic issues from different points of view and attempt to explain strategic choice and performance from their unique perspectives. This paper combines these perspectives in the context of international ventures and develops a conceptual framework integrating international marketing strategy decisions with entry mode decisions. The resulting contingency framework extends the hierarchical entry‐mode decision model and allows for a better specification of the strategy‐performance relationship in international business.

The study aims to investigate whether the perceived problems in exiting a business—as well as the scope of and access to external support—may impact an entrepreneur's decision regarding the exit strategy, that is, the choice between the stewardship and harvest exit strategy.

The authors have collected data from 302 entrepreneurs using a novel survey instrument and subjected the sample to structural equation modeling (SEM) and ordered logit regressions.

The results reveal that potential difficulties in implementing an exit strategy, the scope of external support anticipated by the exiting entrepreneur and access to such support influence the potential choice of an exit strategy. Furthermore, the findings indicate that the stewardship exit strategy is preferred over the harvest exit strategy by entrepreneurs who face potential difficulties in obtaining external support or foresee problems related to a potential exit strategy.

This study provides new insights into an entrepreneur's exit phenomenon by adding new elements, such as perceived problems involved in exiting a business as well as the scope of and access to external support, to the list of factors that may affect the choice of an exit strategy.

In an environment of intensive global mobility, this study aims to investigate the performance role of staffing choices within diverse MNE subsidiary strategies. Incorporating the integration-responsiveness (IR) framework with a contingency perspective, this study proposes that the performance success of distinct MNE subsidiary strategies depends on staffing choices. This study argues that performance differences of staffing choices such as assigned expatriates, self-initiated expatriates, former inpatriates and host-country nationals derive from their different knowledge/experience advantages regarding the intra-firm environment and local market conditions.

The study utilizes a unique sample of 169 foreign subsidiaries located in Greece that faced the outbreak of the COVID-19 pandemic (in 2020). For robustness reasons, this study also captures the imposition of capital controls (in June 2015).

This study finds important mediating performance effects of a diversified human resource portfolio across distinct subsidiary strategies in difficult times. Integration strategy tends to use more assigned expatriates, locally responsive strategy tends to utilize more host-country nationals, whereas multi-focal strategy favors self-initiated expatriates and former inpatriates, with positive subsidiary performance effects accordingly. So, staffing policies that are suitable to balance the needs of Human Resource Management (HRM) portfolio differ from strategy to strategy. Moreover, this study finds that managing HRM diversity is crucial in turbulent times.

While the empirical evidence has been predominantly accumulated from large economies, largely neglecting performance effects of MNE subsidiary staffing in crisis contexts, the analysis sheds light on a small open economy (i.e. the Greek context) emphasizing rapidly environmental deterioration. The findings extend existing theorizing on international performance and HRM management by providing an integrative conceptual framework linking integration-responsiveness motivated strategies with distinct groups of high-quality human resources under contingency considerations, so creatively synthesizing largely fragmented IB and HRM research streams. The study provides valuable insights into the performance role of non-conventional staffing choices such as self-initiated expatriates and former inpatriates, given that relevant studies examine either exclusively expatriates or compare expatriates with host country nationals, reaching inconclusive results.

This study aims to present an integrated framework and investigate the enabling roles of governance mechanisms (i.e. contract, interdependence, trust and communication) in the choice of effective conflict resolution strategies (CRS) that in turn facilitate buyer–supplier relationship (BSR) performance.

Using Web-survey, data are collected from 170 Finnish small- and medium-sized enterprises that have key relationships with suppliers. This study uses structural equation modeling to test the research framework and hypotheses of the study.

The results based on empirical evidence demonstrate how the firms’ choice of CRS depends on the governance mechanisms. The problem solving approach is the most preferable choice, while the legalistic approach remains the last resort influenced by different governance mechanisms. Interdependence and trust between firms drive them to compromise while resolving inter-organizational conflicts. The selected strategies by firms may also either reinforce or deteriorate relationship performance.

Supply chain managers should recognize the context in which these choices of CRS are made, as it guides them to anticipate their partner’s behavior as well as influences their strategy choice decisions when coping with conflicts. A trustworthy environment supports in providing a certain level of confidence while interdependency drives firms to compromise. The legalistic strategy can hurt the partner’s feelings and diminish relationship performance.

Conflicts in BSR have become inevitable, but the existing literature is missing evidence on how companies use CRS to enhance relationship performance. Hence, this study differs from those of earlier conflict studies, as it provides a more integrative perspective of buyer–supplier conflict resolution process. This study argues that relationship governance mechanisms can be connected to the choice of effective CRS when tensions arise. Moreover, by assessing the relationship between CRS and relationship performance, this study offers valuable insights to understand that effective strategies enable partners to mutually adapt constructive approaches that facilitate cooperative behavior and accommodate both parties’ interests and needs.

This paper aims to investigate the effect of parent–adolescent conflict in step versus biological families on family communication patterns (FCPs) and the conflict resolution strategy adopted by adolescents during family destinations or holiday planning (where to visit?).

The literature on family conflict (i.e. parent–adolescent conflict) and the different types of families (step vs nuclear) supported the proposed framework. The survey was conducted in the Indian subcontinent with a sample size of 437 adolescents. SPSS 22.0 was used for factor analysis (exploratory and confirmatory factor analysis) and structural equation modelling was used through AMOS 26.0 for data analysis.

Significant relationship was observed between the types of families (step and biological), FCP and the resolution strategy chosen by Indian adolescents. Adopting a resolution strategy by adolescents in both families depends on the type of FCP in the family. Adolescents in stepfamilies have socio-oriented FCP and use “positive problem-solving” and “conflict withdrawal” as a resolution strategy. In contrast, adolescents in biological families have concept-oriented families and use “conflict enhancement” as a resolution strategy. It has also been found that adolescents who fall into high-stress categories used conflict enhancement strategies. In contrast, those who fall under low-stress categories used positive problem-solving and withdrawal strategies.

This study will add a new chapter to adolescents’ decision-making literature in line with the previous research. It has practical implications for tourism marketers, academicians/researchers and policymakers. Marketers can segment adolescents into step versus biological families, and the choice of resolution strategies may introduce efficient and competent marketing strategies and promotional campaigns.

This study favours that family type is a robust construct to predict adolescents’ choice of resolution strategy. So, it is one of the most influential variables in adolescents’ resolution strategy adoption.

Change of climate is attributed to human activity that alters the composition of the global atmosphere observed over comparable periods. The purpose of this paper is to explore smallholder farmers' perceptions of climate change and compare it with meteorological data, as well as to identify perceived adaptation barriers and examine the factors that influence the choice of adaptation options in eastern Ethiopia.

In total, 384 sample households were chosen from four districts of the zone. A cross-sectional survey was used to conduct the study. Primary data was acquired through key informant interviews, focus group discussions and semistructured interviews, whereas meteorological data was collected from the National Meteorological Service Agency of Ethiopia. A Mann–Kendall statistical test was used to analyze temperature and rainfall trends over 33 years. A multivariate probit (MVP) model was used to identify the determinants of farmers' choice of climate change adaptation strategies.

The result indicated that temperature was significantly increased, whereas rainfall was significantly reduced over the time span of 33 years. This change in climate over time was consistently perceived by farmers. Smallholder farmers use improved varieties of crops, crop diversification, adjusting planting dates, soil and water conservation practices, reducing livestock holdings, planting trees and small-scale irrigation adaptation strategies. Moreover, this study indicated that sex of the household head, landholding size, livestock ownership, access to extension, access to credit, social capital, market distance, access to climate change-related training, nonfarm income, agroecological setting and poverty status of the households significantly influence farmers’ choice of adaptation strategies.

Further research is required to evaluate the economic impact of each adaptation options on the livelihood of smallholder farmers.

Institutional variables significantly influenced how farmers adapted to climate change, and all of these issues might potentially be addressed by improving institutional service delivery. To improve farm-level adaptation, local authorities are recommended to investigate the institutional service provision system while also taking demographic and agroecological factors in to account.

This study compared farmers' perceptions with temperature and rainfall trend analysis, which has been rarely addressed by other studies. This study adopts an MVP model and indicated the adaptation strategies that complement/substitute strategies each other. Furthermore, this study discovered that the choice of adaptation options differed between poor and nonpoor households, which has been overlooked in previous climate change adaptation research.

In responding to competitors' strategic choices, firms must choose whether to allocate their customer relationship management (CRM) resources primarily to retaining existing customers or to acquiring new customers. To address this critical but understudied question, the authors examine the strategic choices of two competing firms between retention- and acquisition-focused strategies in consideration of switching costs, technological advancement level, and market share.

The authors develop and analyze a game-theoretic model to investigate the strategic choices of two competing firms between retention- and acquisition-focused strategies.

When switching costs are high, findings show that when the degree of technological advancement is high (low), both firms should employ acquisition-focused (retention-focused) strategies to maximize their profits. When switching costs are low and there are a low degree of technological advancement and asymmetric market shares, the firms choose retention-focused strategies in equilibrium, but only the firm with the higher market share can maximize its profit. When switching costs are low, technological advancement levels are high, and the market shares are asymmetric, the firm with the higher market share chooses a retention-focused CRM strategy, while the rival with lower market share adopts an acquisition-focused strategy in equilibrium. However, neither firm can maximize its profits.

Prior research focused on a single firm's price discrimination decision without considering a competitor's strategic choice. To address this research gap, the authors examine where firms should assign their CRM resources (retention vs. acquisition) in response to a competitor's CRM strategy. This study provides guidance for optimal decision-making regarding a firm's CRM resource allocation in a duopoly market.

Considers the idea of linking decisions on business strategy, product market characteristics and personnel/human resource management policies. Initially explores some theoretical aspects of business strategy‐personnel policy linkages and then considers some empirical evidence from a survey of Irish organizations. While some of personnel literature suggests that organizations should adapt particular “best practice” modes in each personnel area, it is increasingly accepted that optimal personnel policy choice is linked to the unique characteristics of the individual organization. Consequently, argues that organizations need to achieve a fit between personnel policy choice and broader strategic considerations, particularly product market conditions and business strategy. However, the Irish survey evidence considered presents quite a mixed picture. While some organizations appear to be successfully aligning HR policies and business strategy this development does not seem widespread.

This article aims to synthesize the tension between agency notions inherent in strategy and deterministic notions inherent in ecology, and in doing so, develop a research agenda.

In this study, emerging themes around the strategy-ecology literature will be analyzed and synthesized from a socio-ecological perspective.

The following propositions can be synthesized. First, the socio-ecological level of analysis is useful, because from this level, strategy and ecology are mutually exclusive, enabling resource-based views of competitive advantage. Second, the order of strategy and ecology is found to be changeable, given they are mutually exclusive. Here, ecological mechanisms and relationships in the ecosystem can provide information on a strategic choice.

These propositions contribute toward a research agenda. Nevertheless, evolutionary mechanisms will need to be more specific in addressing what is being selected.

By introducing the socio-ecological perspective as the way of synthesizing organizational strategy and ecology, new research ideas can foster.

Previous studies on international competitive strategies identify a number of loosely defined strategy types and suggest that the choice among them is based on their relative productive efficiency (i.e. ability to exploit such factors as economies of scale, economies of scope, and location economies). Our analysis highlights the additional role of motivational efficiency. We propose that the proportion of available productive efficiency that is actually realized under each strategy depends on the motivational efficiency of the best possible incentive system for implementing the strategy. Our conceptual framework allows the identification of precise theoretical relationships for empirical measurement and testing.