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The purpose of this paper is to reflect and comment upon Nenonen et al.’s paper on theorizing with managers.

The paper is a personal comment and reflection.

The author finds much to support in Nenonen et al.’s work, although also some areas where future work could build on it further.

This commentary extends Nenonen et al.’s work.

Factors that affect the use of carbon credit trading (CCT) by industries include as follows: avoiding carbon taxes, international expansion, venture capital, competitive advantage and clean technology. The impact of these factors is examined here in relation to the profile of 14 Canadian organizations to investigate factors that influence CCT practices.

This research involves a survey of 150 employees at 14 industries in British Columbia (BC) Canada to review and analyze their perceptions of factors that impact CCT.

Results demonstrate the potential for enhancing the use of CCT by organizations. It was shown that organizations perceive that CCT enhances their competitive advantage, which is an incentive that needs further investigation as having potential for encouraging CCT and greenhouse gas (GHG) reduction.

Due to limited funding and workforce, as well as geographical constraints, only 14 industrial organizations were engaged in this research in BC Canada. The scope of future research needs to be enlarged by considering neighboring countries such as the USA and Mexico. This research regarding factors that impact organizations in adopting carbon crediting trading has the potential to provide and shape inter-continental comparisons.

This study illustrates how CCT has the potential to enhance competitive advantage and may impact the industry toward reducing GHG emissions through CCT. This concept adds a new environmental protection factor and dimension to trade and industry. As organizations plan to invest funds in different carbon reduction projects this may result in expanded employment opportunities.

Organizations are interested in CCT but may hesitate in engaging in CCT as it can be a complex procedure. In addition to further research, workshops and seminars regarding CCT and dissemination of research should be organized by the universities, related authorities and government organizations to make CCT more known and feasible. This study shows that financial and non-financial benefits may be gained by any organization when involved in CCT. Larger advertising and information campaigns may motivate more organizations in this regard.

This study extends the study of Garg et al. (2017) regarding challenges for CCT practices. International Journal of Management, 10(1), 85–96. It contributes evidence that the size (revenue) of an organization does not affect the level of carbon credits traded and shows potential for smaller organizations to be encouraged to take part in CCT.

This study is to investigate relationships between business performance of overseas subsidiary and market orientation, firm specific factors, competitive strategy, market specific factors. Author also tests whether market environment might affect market orientation – performance relationship. As the results of research, market orientation affects performance of overseas subsidiary larger than any other variables and market environment factors might moderate relationship between market orientation and performance.

The purpose of this paper is to employ a quantitative approach to explore the intellectual structure of the market orientation (MO) field over the course of its development.

This research was conducted by using the bibliometric techniques of citation and co-citation analyses to investigate 1,892 publications in the MO field from 1990 to 2016, as well as factor analysis and multidimensional scaling to present a clear visual experience of the knowledge structure of the MO filed.

This study reveals meaningful outputs to assist in: delineating the critical authors, institutions and countries related to the study of MO; identifying the published documents that have had a significant influence on the field; clarifying the subfields that have developed from the MO field; and mapping the intellectual structure of the field in a two-dimensional space that allows for the visual representation of different themes.

Given the sheer volume of works that exist, these bibliometric techniques cannot completely measure, describe and present the entire intellectual structure of the MO field. Instead, co-citation analysis was performed using the data from only the top publications to identify the level of integration of the field, the changes of each knowledge group and the maturity of its evolution.

First, this study extends the approach to identify the subject of MO from a quantitative perspective. Second, our analysis shows the intersection between the marketing discipline and management discipline in the MO literature. Finally, this study reveals the development tendency of the MO field in recent years. The results of this study are valuable to readers interested in MO research, especially those newly interested in this field.

The purpose of this study was to identify those factors that are supposed to be the most important in terms of small business success in tourism industry. The empirical data is collected within one region in Finland. The respondents were asked to evaluate the importance of the given factors for the firm's success and how highly the respondent evaluated the company's expertise in each factor in their operations. Questionnaires were sent by mail to a total of 214 tourism businesses. The final response rate was 43% (92 businesses). According to the analysis of the data, the respondents emphasise the importance of customer orientation, good skills in leadership, internal marketing and a good reputation of the firm and the product. The impact of external advice (incubators, consultants, research organisations) was evaluated as the least important factor of success. So, market orientation seems to play a key role in the performance of small and micro tourism firms. Customer orientation is also well mastered according to the businesses. The greatest development needs would be in the areas of price and accessibility, as well as in customer orientation. The results of this study indicate that there are no statistically significant differences in the views held by slowly or fast growing tourism businesses regarding the importance of the success factors. The same factors are considered important and less important in both slowly and fast growing businesses. Neither were there any statistically significant differences in these businesses as to the expertise in these success factors.