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Using social network theory (SNT), this study empirically examines the impact of digital supply chain announcements disclosing corporate social responsibility (CSR) information on stock market value.

Based on 172 digital supply chain announcements disclosing CSR information from Chinese A-share listed companies, this study uses event study method to test the hypotheses.

First, digital supply chain announcements disclosing CSR information generate positive and significant market reactions, which is timely. Second, strategic CSR and value-based CSR disclosed in digital supply chain announcements have a more positive impact on stock market, however there is no significant difference when the CSR orientation is either towards internal or external stakeholders. Third, in terms of digital supply chain network characteristics, announcements reflecting higher relationship embeddedness and higher digital breadth and depth lead to more positive increases of stock value.

First, the authors consider the value of CSR information in digital supply chain announcements, using an event study approach to fill the gap in the related area. This study is the first examination of the joint impact of digital supply chain and CSR on market reactions. Second, compared to the previous studies on the single dimension of digital supply chain technology application, the authors innovatively consider supply chain network relationship and network structure based on social network theory and integrate several factors that may affect the market reaction. This study improves the understanding of the mechanism between digital supply chain announcements disclosing CSR information and stock market, and informs future research.

Although scholars in strategic management have identified innovating and exit as firms’ two sequential strategic responses to long-run crisis, the potential interdependency has yet remained implicit. Specifically, in the context of Chinese Privately Owned Enterprises (POEs), this study investigates the interrelationship of these two strategic responses during long-run crisis. Building on resource redeployment perspective, the authors propose that firms tend to simultaneously leverage innovating and exit responses.

The authors use the data from the 2010 Chinese POEs survey to verify how firms in the long-term crisis made strategic responses after the 2008 financial crisis. Besides, the authors utilize Probit regressions as the basic analysis and further employ bivariate Probit regressions to conduct robustness tests.

This study provides empirical evidence confirming that firms in the long-run period of the crisis tend to adopt both exit and innovating strategies at the same time, that is, the strategy of resource redeployment. Moreover, this study further finds that government subsidies, the degree of marketization and firm’s organizational capability could all accentuate the decision-making of firms’ resource redeployment.

The authors thus contribute to the study of strategic responses to crisis in strategic management by dynamically find out the interdependency of two responses and enrich the research on resource redeployment perspective by identifying three influential positive antecedents, adding to the ongoing investigation on positive drivers of resource redeployment.

This paper aims to revisit the relationship between sales growth and profitability by exploring the direct and indirect effects of cost stickiness in the growth process. Cost stickiness refers to asymmetric variations of costs associated with increases and decreases in sales. Cost stickiness is analyzed as a strategic liability that negatively affects profitability because it contributes to organizational rigidity that causes opportunity costs.

The empirical design is based on a large sample of 65,599 French firms drawn from the Amadeus database and it covers the period 2010 to 2019. The authors take advantage of the presentation of expenses made by nature in Amadeus to calculate cost stickiness in a more direct way than what is commonly done in the literature. The authors use various regression models to test the hypotheses.

For firms that experience rapid growth in sales, cost stickiness has a positive moderating effect on the relation between sales growth and profitability because of a higher asset turnover efficiency. However, for firms that experience slow growth, no growth or a decrease in sales, cost stickiness plays a negative moderating effect on the relation between sales and profitability.

This work contributes to the discussion about the conditions under which high growth is associated with greater profitability and conceptualizes cost stickiness as a strategic liability. The empirical context, privately held firms, has been overlooked by previous research.

The rise of emerging economies in the innovation landscape has often been attributed to the positive spillovers of innovation capabilities from multinational corporations (MNCs). However, it is less certain that their innovative capabilities imported from the home country function effectively in the host country from the outset. This study examines the performance of the innovation capabilities of MNC subsidiaries in emerging economies over time by considering the gradual process of their learning about host countries.

We employed stochastic frontier analysis to measure innovation capabilities, our focal construct. For regression analysis, we applied the Mundlak estimator, a variant of the fixed-effects panel estimator, to a sample comprising subsidiaries of MNCs from technologically advanced nations operating in Korea between 2006 and 2016.

Our results indicate that the innovation capabilities of MNC subsidiaries initially underperform those of local firms but improve over time, eventually surpassing the capabilities of their local counterparts. Furthermore, our findings reveal that institutional distance amplifies the underperformance of the innovation capabilities of MNC subsidiaries.

This study contributes to the literature by extending both theoretical development and empirical measurement of innovation capabilities in cross-national settings. Additionally, it deepens our understanding of whether and how MNC subsidiaries adapt their innovation capabilities to the local market environment.

This paper aims to present the impact of several likely trajectories of development for global industries, namely, re-shoring, regionalization, diversification and replication, recently identified by the United Nations Conference on Trade and Development, on the evolution of the corporate parenting styles (CPSs) of multinational corporations (MNCs).

This viewpoint presents a novel view of CPSs as a set of relationships between the corporate centers of MNCs and their subsidiaries, including domestic ones, identifies the most likely connections between anticipated trajectories of development in global industries and the evolution of CPSs of MNCs and outlines directions for further research.

The anticipated trajectories of the development of global industries may result in changes in prevailing CPSs and lead to the proliferation of previously less common parenting styles. Although many of the anticipated changes in CPSs may be pursued by corporate headquarters (CHQs), a combination of powerful subsidiaries putting bottom-up pressure on CHQs and powerful owners capable of imposing requirements on top management teams and generating top-down pressure may affect the CPSs used by corporations.

The authors connect possible trajectories of development for global industries with the evolution of CPSs of MNCs.

The purpose of this study is to investigate if a firm's exchange complexity profile (that is, the linkages between the firm and its environment) influences investor behavior at the negotiation table where a firm valuation is derived.

The authors utilize Qualitative Comparative Analysis (QCA). Specifically, the authors utilize fuzzy-set Qualitative Comparative Analysis (fsQCA), a QCA variant that allows the researcher to assign graduated membership in sets.

When the authors dichotomize their positions as either higher stakes that favor the seller (high capital, low equity, high valuation) or lower stakes that favor the buyer (low capital, high equity, low valuation), and when the authors focus primarily on the equity outcome, the authors find that investors adopt a reductionist stance that adheres to a transaction cost economics logic under conditions of lower stakes and higher complexity as well as higher stakes and lower complexity conditions. The authors interpret this to mean that equity serves as a counter-balancing lever for a firm's exchange complexity configuration.

On a theoretical level, the authors showcase the exchange complexity framework and differentiate its position within the extant frameworks that address a firm's competitive advantage. More generally, the authors note that this framework brings the discipline of micro-economics and the field of strategic management closer together, providing scholars with a new tool enabling research across industries for the portfolio level of analysis.

This study aims to explore the career transition process of women professionals when they return to the workplace after a break and re-integrate with their career aspirations.

This research used a qualitative approach with semi-structured interviews for data collection. All 20 women participants have returned to their careers after a break.

The data analysis reveals women’s career transition and re-integration process into the workplace after a career break. Supervisory support, work–life balance practices, role models, coworker support and career success emerged as factors enabling successful transition. The employing organisations’ diversity, equity and inclusion (DEI) hiring strategy emerged as an important mechanism for re-entry.

Although previous research has studied women professionals returning after a break, the “transition process” that enables re-entry is missing.

This case is based on an existing firm. The names have not been changed, and all data on the firm’s history and opportunities is accurate. Primary data is based on interviews with the owner of the firm. One of the authors is a client of the studio and friend of the owner. The case has been reviewed and approved by Jill Murphey, owner of yogaErie. The purpose of this paper is to introduce students to industry analysis, to entrepreneurial decisions and to issues with organizational growth and change.

Jill Murphey, owner of Yoga Erie, is considering whether to or how to expand her studio operations into adjacent communities. Her studio has been very successful since she opened in 2009: the studio has been named Erie’s Best for most of the years since then. Classes were filled and students were asking about the prospects of a satellite studio in other parts of the community. Information on the options Murphey was considering are presented as well as Murphey’s motivations in opening her own studio, and the opportunities as well as concerns she faced in the expansion decision.

This case was originally targeted toward graduate and undergraduate courses in Strategy because of the industry definition and diversification problems but can also be used in classes on Organizational Change or Entrepreneurship.

3D printing has been warmly welcomed by clothing enterprises for its customization capacity in recent years. However, such clothing enterprises have to face the digital transformation challenges brought by 3D printing. Since the business model is a competitive weapon for modern enterprises, there is a research gap between business model innovation and digital transformation challenges for 3D-printing garment enterprises. The aim of the paper is to innovate a new business model for 3D-printing garment enterprises in digital transformation.

A business model innovation canvas (BMIC), a new method for business model innovation, is used to innovate a new 3D-printing clothing enterprises business model in the context of digital transformation. The business model canvas (BMC) method is adopted to illustrate the new business model. The business model ecosystem is used to design the operating architecture and mechanism of the new business model.

First, 3D-printing clothing enterprises are facing digital transformation, and they urgently need to innovate new business models. Second, mass customization and distributed manufacturing are important ways of solving the business model problems faced by 3D-printing clothing enterprises in the process of digital transformation. Third, BMIC has proven to be an effective tool for business model innovation.

The new mass deep customization-distributed manufacturing (MDC-DM) business model is universal. As such, it can provide an important theoretical reference for other scholars to study similar problems. The digital transformation background is taken into account in the process of business model innovation. Therefore, this is the first hybrid research that has been focused on 3D printing, garment enterprises, digital transformation and business model innovation. On the other hand, business model innovation is a type of exploratory research, which means that the MDC-DM business model’s application effect cannot be immediately observed and requires further verification in the future.

The new business model MDC-DM is not only applicable to 3D-printing garment enterprises but also to some other enterprises that are either using or will use 3D printing to enhance their core competitiveness.

A new business model, MDC-DM, is created through BMIC, which allows 3D-printing garment enterprises to meet the challenges of digital transformation. In addition, the original canvas of the MDC-DM business model is designed using BMC. Moreover, the ecosystem of the MDC-DM business model is constructed, and its operation mechanisms are comprehensively designed.