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This study aims to investigate the effects of perceived tangible and intangible resource inequity and the moderating effect of long‐term orientation on future collaboration.

Outcome and moderating measures were developed using structural equation modeling. Data were collected at the project level of customer‐supplier relationships via survey among German and Swiss firms. The results were generated with regression and subgroup analyses.

The higher the negative tangible inequity or intangible inequity, the lower the customers' willingness to collaborate on future projects with suppliers. However, negative intangible inequity showed a stronger negative effect than negative tangible inequity. When long‐term orientation is in the model, the effects of inequity are stronger in short‐term relationships.

The study extends equity theory and provides a fruitful basis for future research at the project level of the customer‐supplier relationships. Specifically, since the effects of negative intangible inequity are stronger than the effects of negative tangible inequity, intangible resources may be more important than tangible resources to the future of customer‐supplier relationships. Since prior research does not delineate between tangible and intangible inequity, this is a unique finding and an important contribution to the application of equity theory in business. Cultural homogeneity is a limitation of the study. Furthermore, a longitudinal study could add insight.

This research offers a distinction between the effects of tangible and intangible resource inequity; it disaggregates the concepts of tangible and intangible resource inequity and tests the effects of either “positive inequity” (i.e. receiving more than deserved) or “negative inequity” (i.e. receiving less than deserved); and it separates short‐term from long‐term oriented companies to allow for a more discrete analysis, than prior approaches, of the effects of inequity on the propensity for future collaboration.

The purpose of this paper is to examine the relationship among joint venture survival in Sichuan and two types of trust: intangible trust and tangible trust. Intangible trust encapsulates the internal affective aspects of trust, whereas tangible trust captures the external and more easily visible willingness to commit resources to the partnership.

The primary data used in this research are based on surveys conducted in 2002-2003 of 274 foreign invested firms in Sichuan province and are from a follow-up investigation of firm survival in 2009.

The results show that both intangible trust and tangible trust are significant in predicting survival in joint ventures seven years into the future. In addition, the authors explore determinates of intangible and tangible trust. Management control had no impact on intangible trust, but it had a significant positive impact on tangible trust via the presence of a foreign general manager. Cultural distance had the expected negative effect on intangible trust, but an unanticipated positive influence on tangible trust.

The main contribution of this research is establishing a link between measures of trust taken in 2002 with a performance measure from 2009. Trust today, whether it is tangible or intangible, predicts performance in the future. The majority of prior research linked a current measure of trust with a current measure of performance, which blurs the trust and performance relationship, as it is likely that the relationship is reciprocal and higher levels of trust may be the result of good performance just as much as good performance is a result of higher levels of trust.

In this paper, we investigate the information content of non-current assets (NCA) among firms listed on the main board of Bursa Malaysia. Specifically, we investigate the information content of tangible and intangible NCA during the economic crisis period of 1997–1998. Our empirical analysis uses time-varying and fixed effects models for the period 1995–1999. We measure information content based on the association of analysts’ earnings forecasts errors (AFE) with both capitalized tangible and intangible NCA. We find evidence of higher information content in tangible NCA compared to intangible NCA during the Asian economic crisis period of 1997–1998. Our evidence is consistent with the assumption that tangible assets are more reliable compared to intangible assets for prediction of expected cash flows during economic crisis periods.

To explore the role of intangible project management assets in achievement of competitive advantage from the project management process through it being valuable, rare, inimitable, and having organizational support.

Data were collected on tangible and intangible project management process assets and competitive characteristics of the project management process using an online survey of North American Project Management Institute™ members. Three key tangible asset factors, one intangible asset factor, and three competitive characteristics were identified using exploratory factor analysis. The relationship between these project management assets and project management process characteristics are examined using multivariate analysis.

Intangible project management assets are found to be a source of competitive advantage, directly and through a mediating role in the relationship between tangible project management assets and the competitive characteristics of the project management process.

This study highlights the importance of developing intangible project management assets, in addition to investment in tangible project management assets, to achieve competitive advantage from the process.

This was an exploratory study. The authors expect to further develop the instrument, refine the model and constructs, and test it with a larger sample.

Few papers have used the Resource Based View lens and applied it to project management. This paper contributes to the literature on the Resource Based View of the firm and to an improved understanding of project management as a source of competitive advantage.

This paper is focused on studying homogenous structure for tangible and intangible measurement systems. The aim is (1) to develop a conceptual homegenous structure for the combined tangible and intangible measurement and management system, (2) to present the connection between tangible and intangible measurement and management systems (3) to discuss the benefit of a developed system. The literature on intellectual capital (IC) advocates the use of an IC measurement system and stresses the importance of strategic planning and development. This paper describes how the structure of BSC can beutilized for both tangible and intangible measurement systems. The paper also illustrates the link between tangible and intangible systems. From the prior research a conceptual framework for the BSC‐based IC with causalities between perspectives is presented in the paper and used in the developed system. The paper is a conceptual analysis and provides a new innovative model for empirical testing.

A growing body of literature reveals that the domain of customer co-production of goods is expansive. Many research articles in the area of co-production of goods, however, have focused on specific sub-areas within the larger domain. One result of these multiple lines of inquiry is that they establish overlapping construct names and definitions. The purpose of this article is to propose a classification schema of customer co-production of goods based on general systems theory (GST).

A logical partitioning approach was employed.

A classification schema of co-production of goods is derived from two criteria: the nature of the customer's input and the customer's autonomy. The classification suggests six sub-areas of co-production of goods: restricted co-manufacturing, unrestricted co-manufacturing, co-ideation, co-design, mass customization, and participation loop.

The distinction of activities involving co-production of goods guides practitioners in the generalization of research findings and the selection of participation opportunities for their customers.

This study proposes the first classification schema of co-production activities resulting in tangible goods. The classification reduces the overlap of constructs and definitions, defines the domain of co-production of goods, aids in the construction of nomological networks, and delimits generalizations drawn from empirical research. The authors recommend that researchers interested in co-production of goods should use the schema to guide their theory development and empirical research designs.

Although numerous articles emphasize the importance of the servicescape (the physical facilities of a service company), the effect of the servicescape on quality perception has been inadequately captured by previous empirical research. The purpose of this paper is to examine the impact of the servicescape on perceived quality in a more comprehensive way.

The article proposes a new model for assessing the effects of the servicescape on quality perception based on SERVQUAL. The model considers the special role of the servicescape (or what is called “tangibles” in SERVQUAL) by taking into account that the servicescape elements act as search qualities, while the other SERVQUAL dimensions represent experience or credence qualities. In doing so, the model captures direct and indirect influences of the servicescape. Additionally, a more comprehensive scale for the servicescape is suggested, which exceeds the mostly tangible aspects of the physical environment covered in the SERVQUAL scale. The model is tested in a population survey in two service industries (retail banking and restaurants).

The results show that the servicescape plays a greater role than was supposed in most previous studies. The servicescape is not only a cue for the expected service quality, but also influences customers' evaluations of other factors determining perceived service quality. Thus, the servicescape has a direct and an indirect effect on perceived service quality, which leads the servicescape to have a high overall effect. The results also show that the servicescape is of greater importance in determining customers' evaluations of the expected service quality in a hedonic service compared to a utilitarian service.

Since the results of the study refer to two specific industries, the empirical results should be used with care. Thus, it would be conceivable that the influence of the servicescape might be larger even in utilitarian services if the customer spends an extended period in a facility. It is also worthwhile to consider the price paid for the service and consumer perceptions of quality relative to the price paid in future research. Further shortcomings of the study result from problems in examining the measurement models. Clearly, more effort is needed to develop a comprehensive measurement tool for assessing the service quality as well as the servicescape. Since the present study was primarily aligned with the general question about the meaning of the servicescape, the results obtained do not allow concrete managerial implications for the use of different servicescape elements. There is a need for further research examining the effect of single aspects as well as the entire servicescape.

Service providers should give careful consideration to their servicescape. In accordance with findings from environmental psychology, the servicescape may not remain limited to tangible elements, but must also consider ambient components such as odours and background music.

This paper provides a better assessment of the meaning of the servicescape from previous approaches. The servicescape is shown to be of greater importance for the perceived service quality than has been assumed.

The purpose of this paper is to introduce and discuss a process for specifying project scope and success criteria more completely – in terms of expected project outcomes, benefits and outputs.

The paper reports on the third in a series of five action research case studies along with a validation exercise conducted at an Australian state police force senior management conference.

The findings confirmed that project stakeholders are able to identify, prioritise and define intangible project outcomes when provided with a process for doing so. The process described in this paper provides project stakeholders with the means to cross‐reference hitherto inexplicit intangible outcomes to explicit tangible outputs. Results indicate strong support for the process as a planning/review tool for projects required to deliver a combination of tangible and intangible outcomes.

The series of five action research case studies was drawn from the public sector. Nevertheless, the authors propose that the approach can be applied more generally to projects which require the delivery of intangible project outcomes. The validation exercise conducted at an Australian state police force senior management conference collected workshop attendees' responses to brief pre‐ and post‐workshop surveys. Whilst encouraging, the results should be treated with caution because survey responses were only collected from people responsible for delivering project outcomes, not receiving them.

The key breakthrough contribution of the process described in this paper is the use of outcome profiles to cross‐reference intangible outcomes to tangible outputs; making the intangible tangible.

We build on the resource-based view and extend entry mode research by focusing on firms’ intention to transfer different resources from the parent firm to its overseas subsidiary. In line with our hypotheses, we find that parent firms that plan to transfer high levels of intangible resources to their foreign subsidiaries tend to choose wholly owned subsidiaries, while firms that intend to transfer high levels of tangible resources tend to choose international joint ventures. Moreover, we find that these relationships are moderated by institutional distance. We test our hypotheses using unique primary data from a sample of 128 foreign subsidiaries in the People’s Republic of China. Our results have important theoretical implications for international business strategy research as they develop further existing entry-mode theories.

The purpose of this study is to present the relationship between family support factors and Chinese college students’ online-startup thinking on live streaming platforms. Considering China's specific online entrepreneurial environment, this paper divides Chinese college students’ online-startup thinking according to the liberal–conservative thinking theory. This study classifies family support factors based on the tangible–intangible resource division theory. Different tangible and intangible factors have different impacts on their online-startup thinking.

This study tests 588 samples based on the partial least squares path modelling and variance-based structural equation modelling. This study promotes importance-performance map analysis to explore additional findings of influencing factors and provide suitable suggestions for Chinese college students and related departments.

Tangible family support factors, such as labour resources support, and intangible family support factors, such as verbal encouragement, can positively enhance Chinese college students’ liberal thinking to online-startup and decrease their conservative thinking. Meanwhile, according to importance-performance map analysis results, verbal encouragement from the intangible unit instead of financial resource support from the tangible unit has a higher total effect and performance on Chinese college students’ liberal thinking and conservative thinking.

This study draws on psychology research based on Chinese college students’ unique entrepreneurial mentality. This paper divides Chinese college students’ thinking in online-startups into liberal thinking and conservative thinking based on the liberal–conservative thinking theory. Meanwhile, according to the feature of Chinese family support factors, this paper classifies various elements based on the tangible–intangible resource division theory, which is helpful for scholars to understand that the student perceptions of the value of family support are critical to the success of the online-startup.