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This study investigates the effects of diversity and specialty on the performance of public research and development (R&D) teams and addresses a gap in research that has largely focused on diversity without adequately considering specialty. It explores the influence of educational background and level, as aspects of diversity, and specialty on team performance and innovation, particularly among leaders and members.

Employing panel data from the National Science and Technology Information Service and a modified rank-normalized impact factor index for innovation performance, this study differentiates between educational background and level. It examines their influence on the performance of public R&D teams by focusing on the dynamics between diversity and specialty in leader and member groups.

The study finds that diversity in educational level boosts performance in member groups, whereas “leaders” performance is more closely linked to their educational background and specialty. The results underscore the importance of managing educational diversity and specialty within leader and member groups and highlight the need to avoid a unilateral emphasis on singular necessity.

This study’s novelty lies in its examination of the influence of educational diversity and specialty on innovation performance within the framework of inter-organizational public R&D teams, considering the interaction between these factors among leaders and members. It offers new insights for establishing inter-organizational teams and contributes a unique perspective to the literature on innovation management.

This study investigates the impact of human capital (managers' capital, employees' capital) and orientation (market orientation, entrepreneurial orientation) for accelerating the digitalization process and improving the firm performance. It also studies the role of supply chains as both direct and indirect mediators of the correlation between digitalization and business performance.

This article aims to develop an empirical study using a random sampling technique and survey data collected from 368 managers and owners of different food enterprises in Vietnam. The study adopted a methodological approach quantitatively. Analysis of the relationships and confirmatory factors was performed using structural equation modeling (SEM), a technique to evaluate the proposed relationships.

In line with expectations, the findings emphasize the impact of human capital (managers' capital, employees' capital) and orientation (market orientation, entrepreneurial orientation) for accelerating the digitalization process and the role of supply chains as both direct and indirect mediators of the correlation between digitalization and improving the firm performance, in the context of emerging markets.

This is an important investigation, according to the authors' knowledge, regarding the role of developing human capital (managers' capital, employees' capital) and orientation (market orientation, entrepreneurial orientation) as a key strategy for accelerating the digitalization process and improving the firm performance. Further, the study's novelty reinforces the role of supply chains as both direct and indirect mediators of the correlation between digitalization and business performance in the Vietnamese food companies, where a market economy is emerging.

This paper aims to deepen the strategic choices of wineries by identifying their strategic reference points in their internal and external dimensions, and presenting their strategic positioning typology.

Strategic reference point theory (Fiegenbaum et al., 1996) and strategic positioning (Lavie and Figenbaum, 2000, 2003). The Rasch methodology (1960) is applied to a sample of wineries in the Canary Islands (Spain).

The principal internal reference is the quality of the wine and of the service offered, followed by social and environmental protection. The principal external reference are the customers, followed by society. Surprisingly, competitors, as an external factor, do not affect wineries’ strategic choices. Strategic positioning shows a polarisation of wineries: the largest group evidences a myopic strategic positioning, attaching little importance to internal and external references. In contrast, the second group of wineries is comprised of adaptive wineries who attach considerable importance both to internal as well as external references, and who are likely emerging as competitive wineries.

These references urge wineries towards a conservative approach that focuses on satisfying their regular customers by offering the same quality products and services. Results also evidence a particular sensitivity towards society and the environment. Strategic positioning shows that the largest group of wineries (myopic) lack strategic orientation and are subject to high rates of failure.

Wineries’ strategic positioning emerges as a tool to help management and institutions in their strategic diagnosis. The Rasch method (1960) is applied for the first time to the strategic positioning of wineries according to the choices of their managers.

Firms seek to improve their decision-making and enable more “fact-based” decisions by using business analytics. While the benefits of using business analytics to monitor, develop and improve daily operations have been reported by many scholars, using it in more complex top management decisions has received less attention. Building on the resource-based view of the firm, this study aims to investigate top management perceptions of using business analytics for making decisions on firm resources.

This study uses semi-structured interviews to collect perceptions of 12 top managers in large firms on when and why they use business analytics in their decision-making.

Top managers use business analytics output as their main source of information for monitoring ongoing business performance against set targets and taking corrective actions. Concerning future-oriented planning and strategic decision-making involving more complex changes on the firms’ resource base, top managers proactively complement knowledge derived via business analytics with other sources of knowledge, such as stakeholder and expert opinions. Moreover, top managers use of business analytics depends on their own expectations of its value potential and on the expectations of their organization.

This study adds to the extant literature on the business value of business analytics by outlining the purposes and reasons for top management business analytics use. By demonstrating when and why top managers apply business analytics when making decisions on the firm’s current and future resource base, this study contributes to the discussion on the resource-based view and decision-making practices of the firm.

This study investigates how firms build strong dynamic marketing capability (DMC) from open innovation (OI) to enhance the performance of entrepreneurial firms. Moreover, this study unfolds DMC's mediating and moderating mechanisms underlying inbound and outbound OI and performance relationships, respectively.

To test the research model and hypotheses, this study drew a sample of 251 firms operating in Malaysia using the time-lagged survey method. Structural equation modelling was used in this study to investigate the model relationships.

The findings of this study reveal the positive interplay between inbound OI (knowledge acquisition) and DMC. The outbound OI (knowledge exploitation) in this study is found to mediate the relationship between inbound OI and firm performance. In addition, while the DMC has a mediating effect in the relationship between inbound OI and firm performance, such a capability reinforces the positive relationship between outbound OI and performance.

This study provides a noble insight into the complex interplay between OI and entrepreneurial firms' performance by developing and testing an integrated framework underpinned by a knowledge-based view and dynamic capability theory. The findings highlight the significance of taking an interdisciplinary and integrated approach to better understand the determinants of entrepreneurial firms' performance in an emerging country context.

The purpose of this study is to examine the connections between knowledge-based economies, entrepreneurial orientation (EO), sustainable business model innovation and technology transfer (TT). This study specifically investigates whether TT might foster EO and long-term business model innovation in small and medium-sized enterprises (SMEs). This study focuses on economies that are knowledge-based, where information is viewed as a vital resource for economic growth.

This study uses structural equation modelling method and a quantitative research strategy to analyse data gathered from 309 SMEs in knowledge-based economies. A survey questionnaire created to examine the relevant factors was used to gather the sample data from PROLIFIC platform using judgemental sampling technique.

This study’s conclusions point to an association between TT and EO that is favourable, SMEs’ ability to use TT to strengthen their EO and the significance of EO in fostering innovation in SMEs. This study offers empirical proof of the role that TT may play in fostering innovation in sustainable business models and EO in SMEs.

Policymakers, business professionals and academic researchers who are interested in the function of TT in knowledge-based economies will find it to be a helpful source of information. According to this study’s results, TT can assist SMEs in using outside expertise and assets to grow their entrepreneurial capacities, promote innovation and build long-term business strategies.

This study provides empirical evidence of the role of TT in fostering innovation within sustainable business models and cultivating EO within SMEs, contributing to the literature on these critical topics.

The purpose of this study is to develop and validate a scale for measuring the uptake of process innovations by SMEs in the food industry, from a resource-based view perspective.

Based on the Resource-Based View (RBV) theory and the existing literature, a measurement scale was proposed. The scale was then empirically validated through a survey of 315 SMEs. Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) were utilized for scale validation.

The findings suggest that the uptake of food process innovation can be measured from a resource-based view perspective, but not with respect to all dimensions of RBV. Particularly, the items related to value and inimitability of new food processing equipment and methods were confirmed as valid measures. Nevertheless, the findings do not confirm the validity of measurement items related to the rareness and non-substitutability of new processing methods and equipment.

The main limitation of this study is the lack of consideration beyond the resource-based view perspective. In this respect, it is worth validating this measurement scale using samples beyond the SMEs and in other countries. Furthermore, the statistical analysis is limited to EFA and CFA, which may be prone to the exploratory nature and subjectivity in factor selection.

The main contribution of this study is the development and validation of a scale for measuring the uptake of food process innovations. Hence, firms can utilize this scale to evaluate the efficiency of food process innovations in the quest for maximizing output. Furthermore, researchers can utilize this scale for further explorations and investigations on aspects related to the uptake of food process innovations.

The utilization of Resource Based View (RBV) opens a rather different approach for measuring process innovation from a resource-based view perspective. While the existing literature in the food industry has measured innovation from a general approach, this study offers a different approach by paying specific attention to process innovation from a resource-based view perspective.

Open-source communities are platforms that promote knowledge sharing. The mitigation of open-source risks is crucial to these communities. Therefore, this article explores the governance mechanisms of knowledge sharing in open-source communities.

To answer the core research question – “What are the governance mechanisms of knowledge sharing in open-source communities?” – we conducted an in-depth case study analysis of two open-source communities based in China.

Two types of open-source communities were found: technology-driven communities and enterprise ecosystem-oriented communities. Hence, their governance mechanisms differed. For the former type, it was important to integrate social and commercial value to encourage knowledge exchange and enhance business scenarios through community-user experience. For the latter type, mutual collaboration and knowledge sharing could be fostered through differentiated layouts and the distributed collaboration of developers around data-driven innovation scenarios. This required the integration of individual and ecosystem value through value exchange.

This study advances our understanding of the coordinated development between founding firms and digital technology-based open-source communities. The findings offer important guidance to business practitioners seeking to manage knowledge-sharing activities during digital transformations.

This paper aims to reassess Professor Ibrahim Kavrakoğlu’s contributions to management, focusing on his Total Management Quality (TMQ) concept. It examines how his ideas offer an alternative and practical perspective, emphasizing the integration of theory and practice across various contexts.

This paper uses a multidisciplinary approach, integrating a literature review of Kavrakoğlu’s works and interviews with his collaborators. It compares his management theories to prominent scholars like Michael Porter and Peter Drucker. The framework emphasizes Kavrakoğlu’s intellectual contributions within the context of broader critiques of management scholarship.

Kavrakoğlu’s work, particularly the concept of TMQ, provides an alternative by offering a holistic approach, integrating quality management across strategic, operational and human resources dimensions. His locally adapted concepts, such as 3D Data-Driven Decision-Making, Asymmetric Education, Synergic Management and Knowledge Leveraging provide practical tools widely applied in Turkish industries but overlooked globally.

Based on Kavrakoğlu’s works and firsthand testimonials, further empirical research is needed to explore the practical applications of his theories.

Kavrakoğlu’s principles provide valuable insights for integrating global theories with local business realities, improving overall managerial quality and decision-making in various contexts. This study highlights the importance of incorporating diverse management perspectives to enrich management education and practice.

By emphasizing the contributions of management thinkers from diverse cultural backgrounds, this study promotes inclusivity and broadens the global discourse in management education and practice.

This study highlights Kavrakoğlu’s overlooked contributions, emphasizing his practical impact on management and advocating for a more inclusive view of global management history.