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Process innovation is a key determinant of performance. While extant literature paints a clear picture of the drivers of process innovation, the effect of process innovation on performance has received little attention. This paper aims to examine how the divergence of process innovation impacts performance. Divergence concerns the extent to which the observed level of process innovation diverges from the expected level of process innovation. Positive divergence occurs when the observed level of process innovation is higher than expected while for negative divergence the opposite occurs. In turn, the authors consider how divergence acts as a driver of performance.

The authors use survey and archival data from 5,594 firms across 15 countries. The authors analyze the data using an advanced two-step random-effects estimator that accounts for the multi-level data used.

The authors find negative divergence to reduce performance under high competitive intensity, whereas positive divergence is detrimental under high environmental uncertainty.

The authors present new and unique insights into the relationship between divergence and performance. The authors argue that each firm has an “ideal” level of process innovation, based on their resources and business environment, relative to which performance diminishes. Specifically, the authors argue that divergence from the firm’s expected level of process innovation is associated with the reduced performance during high environmental uncertainty or high competitive intensity. Furthermore, the authors argue that there can be “too much” process innovation. This nuance of the majority of prior empirical studies in this area suggests that more innovation is always better for firms. The more nuanced approach reveals that the process innovation-performance debate should not focus on more or less innovation per se, but on how innovation is constructed and supported.

Some argue the existence of an academia-practitioner gap, with both living in different worlds (Reibstein et al., 2009). The findings suggest that theory is not only useful to practitioners but also has a crucial and central role regarding decisions relating to efficiency and effectiveness of scarce resources, in the field of process innovation. More specifically, the authors demonstrate that the prior study on process innovation seems to be useful in that relative to a theory-predicted level, divergence diminishes performance in the global sample of companies across a wide range of industries. In addition, the authors suggest that firms should not strive for more innovation per se. The findings suggest that positive divergence or too much innovation is detrimental for performance under environmental uncertainty, while negative divergence or too little innovation is harmful to performance under competitive uncertainty. Moreover, the divergence approach is also useful for comparing performance to that of other firms, typically referred to as benchmarking.

This paper is useful and important for managers and theory development as it provides insight into situations where a firm may have “too little” or “too much” process innovation. Thus, divergence advances understanding as, in contrast with the previous study, the authors do not suggest that more innovation is always better.

This paper aims to investigate the variations in brand personality trait items to describe both global and local brands in Malaysia.

The authors adopted both factor analytic and experimental methods to investigate the internal and external validity of Malaysia brand personality (MBP) scale. They followed a stringent scale development process that ensures the scale conform to psychometric properties.

In seven studies, the results show that the 22-item four-factor Malaysian brand personality scale adheres to strong psychometric properties of scale development process. The findings further indicate that there are seven indigenous traits, while most traits emerge from factor analyses originate from studies of Aaker (1997) and colleagues (2001). This confirms universality of some brand personality traits and dimensions.

Within the limits of the study, we did not examine the MBP facet level, and were confined to those respondents in Klang Valley only.

The MBP scale enables marketing managers in Malaysia to focus on brand personality dimensions that their customers can relate to. In other words, marketing communications can be more efficient when managers can identify brand personality traits that enhance customers’ behaviors and profitability.

Malaysia is a multicultural and multiethnic country which is increasingly becoming the focus of international brand expansion. The authors view that the development of the MBP scale is timely and should provide managers further insights into the brand personality structure that is relevant in Malaysia.

Australia is one of the Anglophone countries that readily adapted to a public management approach. Reforms since the 1980s have shown remarkable breadth, longevity and significance. The reforms acknowledge failure of existing approaches and the need to address management deficiencies, fiscal stress and increased complexity. This chapter discusses four cases, reflecting leadership from core agencies as well as executives. Financial management reform was initially led by Finance, and then a broader agenda was pursued through a senior management committee under the Department of the Prime. However, devolution of responsibilities from central agencies did not appear to make managers more accountable. Finance was weakened by devolution and unable to exercise appropriate leadership, and agencies did not integrate performance management reform with internal planning processes. By contrast, a one-stop shopping service for welfare was successful, although later folded in the Department of Human Services. DPMC also launched reform process in the 2010s, although not a priority of the prime minister, some recommendations, such as leadership development and talent management, were implemented that increased public service capacity. The case of Australia shows that in spite of variable political support and leadership by central agencies, a relatively stable environment (governments serving multiple terms) allowed implementation to proceed in the mid-term, including incentives to ensure responsiveness at department levels.

Current conceptualisations of strategic flexibility and its antecedents are theory‐driven, which has resulted in a lack of consensus. To summarise this domain the paper aims to develop and present an a priori conceptual model of the antecedents and outcomes of strategic flexibility. Discussion and insights into the conceptual model, and the relationships specified, are made through a novel qualitative empirical approach. The implications for further research and a framework for further theoretical development are presented.

An exploratory qualitative research design is used applying multiple data collection techniques in a branch network of a large regional retailer in the UK. The development of strategic options and the complex relationship to strategic flexibility is investigated.

The number and type of strategic options developed by managers impact on the degree of strategic flexibility and also on the ability of the firm to achieve competitive differentiation. Additionally, the type of strategic option implemented by managers is dependent on the competitive situation faced at a local level. Evidence of managers' limited perception of competition was identified based on their spatial embeddedness.

A single, in‐depth case study was used. The data gathered is rich and appropriate for the exploratory approach adopted here. However, generalisability of the findings is limited.

Strategic flexibility is rooted in the ability of front‐line mangers to develop and implement strategic options; this in turn facilitates competitive differentiation.

The research presented is unique in this domain on two accounts. First, theory is developed by presenting an a priori conceptual model, and testing through in‐depth qualitative data gathering. Second, insights into strategic flexibility are presented through an examination of managerial cognition, resources and strategic option generation using cognitive mapping and laddering technique.

The purpose of this paper is to outline the articles presented in the Special Issue on the topic of “Marketing and flexibility”, and to discuss key issues associated with major debates relating to flexibility in order to position the articles within a wider context and highlight some key issues for further research.

Themes in prior research relating to “Marketing and flexibility” are documented and the growth of research interest into strategic flexibility is tabulated. The contributions of each article are briefly discussed.

There has been a steady growth of research interest into flexibility. To provide an example of this growth, the increase in the number of articles published on the topic of strategic flexibility in scholarly journals is highlighted over a 20‐year period. Key issues in prior research such as alternative definitions and the different postulated relationships between market orientation and strategic flexibility are revealed, as are issues for future research.

Key issues relating to research into flexibility for marketing scholars are revealed.

He has been with the company, as personnel manager, since 1982. The new position of manager — customer services, will encompass spares and service, installation and commissioning, rebuild and refurbishing and customer training.