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Managers of public organizations in liberalized sectors face the dual imperative of retaining skilled employees who might be poached by commercial competitors and improving service performance levels without a free hand to invest resources. While employee work engagement (EWE) has been previously suggested as a solution to such management challenges, limitations in its ability to retain employees have been identified. We therefore examine how a social identity crafting (SIC) approach to public leadership that confers a sense of group identity among team members can enhance and extend beyond EWE in addressing this dual imperative.

We report findings from a survey of employees (n = 199) at “ATCO,” a state-owned national airline that is facing challenges from commercial rivals within a new, competitive environment.

We confirm previously identified limitations of EWE and, further, demonstrate that a social identity approach to leadership offers a promising avenue for public managers, not only by enhancing employee engagement but, more importantly, by enhancing retention and service performance.

We contribute to studies of leadership, particularly for managers operating in the public sector and resource-constrained environments, demonstrating how SIC, which does not require costly investment to attain, can deliver improved service performance and reduced employee turnover intention, operating beyond EWE, which reaches a plateau in respect of the latter.

The importance of architectural marketing capabilities (i.e. marketing planning and implementation) in exporting ventures has been recognised. However, extant literature has not taken into account the explicit roles and required synergy between the exporter and their foreign distributor in delivering these capabilities. Drawing from the resource-based theory, the purpose of this paper is to examine the complementarity of distributor implementation capability and market orientation with exporter planning capability.

The study was carried out using a survey. Data were collected from 147 Greek exporters who replied to our questionnaire and the hypotheses were tested using the full information maximum likelihood estimation procedure.

The results support the hypotheses about the importance of exporter planning capability on financial performance and the complementary role of distributor market orientation. Further, the authors find that the distributor’s implementation capability partially mediates the impact of the exporter’s planning capability on financial performance.

This study contributes to a better understanding about the complementarity of exporter and distributor capabilities. It demonstrates the crucial role of the distributor in the deployment of architectural capabilities for the export venture: the distributor’s market orientation and implementation capability have the final say in achieving higher levels of export performance.

Building upon the insights of the resource-based view and contingency theory, the purpose of this paper is to investigate the boundary conditions of green business strategy on the export financial performance of firms from an emerging economy.

A quantitative study was conducted to test the conceptual model. In total, 224 questionnaires were collected from exporting manufacturing companies and were analyzed using full information maximum likelihood.

The results of the study demonstrate that green business strategy has a strong and positive relationship with export financial performance. Also, environmental orientation and cost leadership play a significant and positive moderating role in this relationship. However, green product differentiation is complementary with green business strategy only when a cost leadership strategy is also maintained.

The study has practical implications since it identifies green business strategy as an important lever for emerging export managers. More specifically, they have to be aware of the challenges when they operate outside the cost leadership boundaries and should actively seek to develop the environmental orientation of employees and managers.

This study reveals the relationship between green business strategy and export success for emerging country exporters that are understudied and face unique challenges. In particular, the authors explore the contingency factors that strengthen or weaken the relationship and provide additional insight to the question: “when does it pay to be green?” for exporters from emerging economies.