Michele Esteves Martins, Guilherme Silveira Martins, João Mario Csillag and Susana Carla Farias Pereira
The purpose of this paper is to characterize and discuss the collaborative network formed by researchers that published about services in the top journals in Operations…
Abstract
Purpose
The purpose of this paper is to characterize and discuss the collaborative network formed by researchers that published about services in the top journals in Operations, Marketing, and Human Resources Management, and provide further comparison with major Service journals.
Design/methodology/approach
The method used was designed documentary research using papers published in the top three relevant international journals specific to Operations, Marketing, and Human Resources from 1995 to 2010. Papers were selected using a search of the ABI/Inform Global (Proquest) database on the word “service” in the title, abstract, or keywords. Additionally, it included two major Service journals. A total of 1,481 papers and 2,457 authors composed the Social Network Analysis (SNA).
Findings
The co‐authorship network revealed that the social structure is highly fragmented. However, its main component can be classified as “small world”, indicating that authors are connected to others outside their group through a small number of intermediaries. This type of structure is favorable both to knowledge flow and development.
Practical implications
The results may be valuable to the community of researchers interested in the theme of Services, as well as in the fields of Operations, Marketing, and Human Resources to identify researchers and research groups. Thus, it can serve as guidance for publishers, colleges, and companies in the search for scholars in the service subject.
Originality/value
The paper uses SNA to investigate the interaction/collaboration of co‐authors using authorship as the unit of analysis.
Details
Keywords
Yen-Tsang Chen, Ronaldo Gomes Dultra-de-Lima, João Mário Csillag and José Carlos Tiomatsu Oyadomari
The purpose of this paper is to investigate if the organization competitive orientation can really make firms emphasize different internal capability. This paper aims to revisit…
Abstract
Purpose
The purpose of this paper is to investigate if the organization competitive orientation can really make firms emphasize different internal capability. This paper aims to revisit and extend the study proposed by Fleury and Fleury (2003).
Design/methodology/approach
The survey instrument was employed to collect the sample composed by 163 companies from different sectors of Brazilian market. Additionally, several statistic techniques were applied such as cluster analysis, ANOVA test and hierarchical regression analysis to investigate the phenomenon.
Findings
It was observed that three possible clusters can be built based on cumulative capabilities perspective and the Operation oriented group has no emphasis on production, logistic nether R & D capability, while other two clusters have a distinctive attentions on their internal capabilities.
Research limitations/implications
The limitation of this research lies in using perceptual scale for performance and few constructs with one item for measuring. On the other hand, this research has revisited the taxonomy topic based on cumulative capability perspective and discussed the trade-off concepts assumed in past studies.
Practical implications
This study has demonstrated the absence of systematic strategy implementation of those that are considered Operational oriented. Additionally, the authors have demonstrated that market share and customer satisfaction performance are impacted by different competitive priority as well as internal capability.
Originality/value
The authors reviewed the work proposed by Fleury and Fleury (2003), and went further in proposing a taxonomy complementation suggested by them. Additionally the authors discussed the assumptions of the taxonomies that have been adopted up today and explored this issue using cumulative capabilities concept. This work is based on competitive orientations, internal capability and cumulative capabilities suggested by seminar papers.