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The purpose of this paper is to propose lessons learned on how innovation can help facilitate sustainable tourism in regions. Sustainable tourism is a promising concept for a resilient future of tourism destinations, however, its practical implication remains a challenge.

To gain these practical lessons on innovation, a so-called “inspirational journey” was organized. An interdisciplinary group of experts went to the Austrian Alps and many local initiatives and innovative ideas were presented.

As a result of this journey, the authors advocate five lessons that can help improve sustainable tourism in the future.

Being a source of inspiration for policy-makers and planners, these lessons can be applied to other regions.

The added value of this viewpoint paper is that it provides practical examples on how innovation can help improve sustainable tourism in the future.

This study aims to investigate the internal elements that influence service offering. A better understanding of these elements can improve interaction between organizational structure, corporate culture and human resource management, and can leverage interdepartmental collaboration.

In total, 12 global manufacturers that sell products and services to the automotive or to the chemical supply chains were investigated on multiple case studies.

The lack of interdepartmental processes and indicators may induce other departments to not prioritize the demands of the service department, thus lowering the service level. Service professionals who do not combine technical and commercial skills may hinder sales increase (product + service). The isolation of service professionals prevents the dissemination of knowledge among departments, thus reducing manufacturer’s innovativeness.

Further research must focus on how to manage/redesign processes to improve sales and innovativeness; how to hire, qualify and motivate service professionals who possess commercial skills; and how to mitigate the isolation of service professionals.

New interdepartmental processes and indicators can turn on new and better organizational structures, improve the service management and reduce internal conflicts. Service professionals who possess and use only technical skills can hamper the incorporation of the new demands presented by the customers. Isolated professionals may negatively affect the efficacy of the market strategy.

This paper seeks to explore the role that Information and Communication Technologies (ICT) plays in the processes of product innovation and marketing – as an element that strengthens the cooperation and communication among agents within the innovation project, reducing the obstacles to innovation and enhancing the development of differentiated products as well.

The study of a sample of 2,038 companies from all sectors of economic activity in Catalonia allows the contrast of initial hypotheses and establishes a profile of an innovative company based on the significant relationships that exist between innovation and ICT use in marketing and cooperation.

Two ideas stand out from the analysis. First, intensive ICT use in marketing makes the company more innovative, as it perceives that its usage breaks down barriers to innovation and speeds up processes that in turn become more efficient. Second, increasing ICT use in marketing encourages company predisposition to collaborate with and integrate particular agents within the business environment in the development of the innovation process, improving the degree of adaptation of the new product to market demands.

The use of dichotomic scales to measure variables, or restricting the study sample to any type of new product regardless of its degree of novelty or intangibility in company and market terms perhaps limits the usefulness of the paper.

The study shows the relationship between ICT use, cooperation and the innovation process.

This study offers important contributions, and draws conclusions for those directors involved in the development of new products. A new framework is presented for identifying the role that intensive ICT use in marketing plays as an element that strengthens the cooperation and communication relationships in new product development processes. On the other hand, the application of the CHAID analysis allows us to identify the principal traits that define an innovation company.

This paper aims to examine the impacts of relational capital on supply chain quality integration (SCQI) and operational performance from the holistic perspective of the entire supply chain.

Structural equation modeling with LISREL was used to test the conceptual model based on data collected from 308 companies in China.

The results indicate that with the exception of internal relational capital not having a significant impact on customer quality integration, supplier, internal and customer relational capital have positive impacts on supplier, internal and customer quality integration, which consequently improve operational performance. The results also show that internal relational capital has positive impacts on supplier and customer relational capital, and internal quality integration has positive impacts on supplier and customer quality integration.

The results provide important managerial insights for the improvement of operational performance through the development of relational capital and the implementation of SCQI practices throughout the supply chain.

The authors contribute to the relational capital and supply chain quality management literature by exploring the effectiveness of relational capital in improving SCQI and operational performance from the holistic perspective of the entire supply chain. The findings enrich the knowledge of SCQI management from the perspective of relational capital.

Apart from the well-known, high persistence of daily financial volatility data, there is also a short correlation structure that reverts to the mean in less than a month. We find this short correlation time scale in six different daily financial time series and use it to improve the short-term forecasts from generalized auto-regressive conditional heteroskedasticity (GARCH) models. We study different generalizations of GARCH that allow for several time scales. On our holding sample, none of the considered models can fully exploit the information contained in the short scale. Wavelet analysis shows a correlation between fluctuations on long and on short scales. Models accounting for this correlation as well as long-memory models for absolute returns appear to be promising.

Traditionally, firms have been dependent on internal sources such as their own employees – and up to a certain extent, on some external sources, their customers – for innovation. However, in the current scenario of technological dynamism, firms are exploring multiple sources to generate ideas for innovation. Therefore, there is a need to understand the relative effect of various sources of innovations on a firm’s performance.

We offer a conceptual framework where we identify six distinct sources of innovations – firm, customers, external network, competition, macro-environment, and technology and how they create value for focal firms especially their brand equity. We introduce a taxonomy of various costs and benefits related to innovations. We then argue using our proposed taxonomy to understand the relative strengths of various sources of innovation affecting a firm’s brand equity.

We discuss and compare the relative effects of these sources of innovations on a firm’s brand equity by rank-ordering the sources. The customers and the technology as a source of innovation have the maximum impact on the firm’s brand equity followed by the marginal impact of macro-environment and external network of a firm. The firm itself has a moderate impact on its brand equity, while competition has the minimal impact. Further, we also discuss how the relationship is moderated by different innovation characteristics (nature and type of innovations).

The main practical implication is to create awareness among managers about various costs and benefits of the proposed six sources of innovations and their effects on brand equity. Managers would be able to prioritize their sources of innovation based on firms’ current needs, and whether to focus on lower costs or building higher brand equity in the scarce resource environment.

We offer a comprehensive list of six sources of innovation, build a conceptual framework wherein we discuss the relative strengths of these sources affecting brand equity.

Advanced information technologies, and particularly big data, provide new affordances to facilitate inter-organizational collaboration. Rich flows of real-time data provide transparency across organizational boundaries and enable greater automation of inter-organizational routines. Taking stock of the literature and building on observations from the research in an industrial setting, the authors introduce the concept of technological embeddedness as an important characteristic of inter-organizational relationships, denoting the degree of monitoring, control, and optimization of intra- and inter-organizational tasks accomplished through technology at the interface of the inter-organizational relationship. The authors theorize how increasing technological embeddedness created by big data technologies affects the development of inter-organizational trust, mutual adaptation, and temporal structuring of collaboration. The propositions elaborate how greater technological embeddedness enables collaboration, and warn about the potential limiting effects of technological embeddedness on the development of interpersonal trust, strategic learning, and long-term orientation.

Advances in Econometrics is a series of research annuals first published in 1982 by JAI Press. In this paper, we present a brief history of the series over its first 30 years. We describe key events in the history of the volume, and give information about the key contributors: editors, editorial board members, Advances in Econometrics Fellows, and authors who have contributed to the great success of the series.

The purpose of this study is to understand the concept of stakeholder marketing orientation (SMO), its dimensionality and the development of an SMO scale. Further, the study also aims to analyze the impact of SMO on business performance (BP) in Indian pharmaceutical marketing companies. The moderating role of organizational culture between the study variables (i.e. SMO and BP) is also evaluated.

The data regarding SMO are gathered from 93 owners/managers of pharmaceutical marketing companies operating in North India. The underlying dimensions of the scale are identified through exploratory factor analysis. Further, the reliability and validity of the scales are also checked. Further, the partial least square (PLS) technique is used to analyze the study variables.

SMO is established as a multi-dimensional scale comprising system thinking (personal consideration of stakeholder, the relationship of stakeholder, systematic problem-solving and interdependence), paradoxical thinking (decision control and autonomy, uniformity and individualization and distance and closeness) and democratic thinking (ease for the stakeholders to share their voice, involvement in decision-making, the existence of participatory culture in the organization). The SMO showed a positive and significant impact on BP (market growth, return on investment, return on asset and market share). Further, the results also indicated the moderating role of organizational culture between SMO and BP relationship.

This study primarily focuses on the measurement of SMO, exploring its dimensions (system thinking, paradoxical thinking and democratic thinking) and validating using exploratory factor analysis (EFA) and PLS techniques. Further, the sample size of the study is small (n = 93), and hence confirmatory factor analysis (CFA) and covariance based-SEM could not be applied. It is suggested that future research needs to be undertaken with a bigger sample in the pharmaceutical sector and later in other sectors to validate the results of the study. The impact of moderating variables such as organizational culture, industry size, type and owner experience can also be explored between the study variables in the future. The study is limited to the measurement of SMO from owners/managers’ perspectives, other internal (employees) and external stakeholders such as suppliers, distributors, chemists and hospitals were not contacted because of time constraints. Future research needs to consider the perspectives of these stakeholders in grounding the conceptual framework of SMO.

This research contributes to the development of the SMO scale. It is identified as a practice, based on system thinking, paradoxical thinking and democratic thinking, which provides an organization with better performance. The study results help in strengthening SMO and BP in pharmaceutical marketing industries.

In B2B markets, the demand for a supplier's products is derived from demand further down the supply chain. This complexity poses several challenges for B2B firms, especially when they are located near the beginning of a supply chain. This study aims to investigate to what extent firms near the beginning of the supply chain are oriented towards downstream customers, the problems they encounter in extending their market orientation to include downstream customers, and how they deal with these problems.

This study uses an exploratory research method. It is based on in‐depth interviews with 31 managers from 21 upstream suppliers.

The findings suggest that firms are aware of the importance of downstream customers, but frequently fail to establish effective relationships with them. The paper identifies several barriers that hamper an orientation on downstream customers and shows how firms may deal with these barriers.

The paper includes several implications for further research, including the suggestion to test a set of seven propositions.

This study identifies several barriers that may prevent a firm from implementing a downstream customer orientation as well as several strategies to deal with these barriers.

The paper explores the neglected implications of derived demand, one of the most distinctive characteristics of B2B marketing.