Coalition-proof supply function equilibria in oligopoly

In an industry where firms compete via supply functions, the set of equilibrium outcomes is large. If decreasing supply functions are ruled out, this set is reduced significantly, but remains large. Specifically, the set of prices that can be sustained by supply function equilibria is the interval between the competitive price and the Cournot price. In sharp contrast, when the number of firms is above a threshold we identify (e.g., three if demand is linear), only the Cournot outcome can be sustained by a coalition-proof supply function equilibrium.     

The tourism SMEs in the global value chains: the case of Andalusia

This paper examines the implications of the globalization of value chains for the role of small and medium-sized enterprises (SMEs) in the tourism industry. To begin with, the configuration of the global tourism value chain is analysed. Next, the participation of Andalusian SMEs in the global tourism value chains is investigated. A number of case studies have been developed in two relevant sectors, hotels and travel agencies, giving priority to the main tourist typologies existing in Andalusia: sun and sand, business and congress, cultural and rural. As a result, a SWOT analysis has been produced. Finally, from the key findings some policy recommendations supporting the role of tourism SMEs in global value chain are made.

Circular business models in high value manufacturing: Five industry cases to bridge theory and practice

The transition to a circular economy (CE) requires companies to evaluate their resource flows, supply chains, and business models and to question the ways in which value is created. In the high value manufacturing (HVM) sector, this evaluation is critical, as HVM enables value in nonconventional forms, beyond profit, including unique production processes, brand recognition, rapid delivery times, and highly customized services. We investigate the role of value, cost, and other factors of influence in the selection of a circular business model (CBM) for HVM. Explored through five case studies using a qualitative evaluation of circularity, we then contribute to the emerging field of CBMs by modifying the CBM canvas that can capture the nontraditional value, traditional value, cost, and other influencing factors enabled via CBM adoption in HVM. Finally, the important role of digital technologies for incentivizing and enabling CBM adoption, is clarified.     

Green Practices and Organizational Design as Sources of Strategic Flexibility and Performance

Green competences are dynamic capabilities based on practices (green practices), routines and structures that can be used to detect opportunities, make the most of them and use them to transform organizations. With this in mind, we explore the relationships between environmental management, organizational performance, and organizational processes and practices. We identify three key constructs related to green competences: (1) hybrid structures, (2) environmental best practices and (3) strategic flexibility, a key variable connecting structural design and green practices to organizational performance. We propose that the implementation of specific organizational structures characterized by the inclusion of market‐driven control practices within hierarchies (internal hybrids) could enhance firms' environmental responsiveness and deployment of green best practices. In addition, we suggest that green practices and structures are positively related to the development of strategic flexibility, driving above‐average returns in dynamic environments. To test these hypotheses, we use data from the European aviation industry. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment     

Big Data and Automation in Strategic Communication

Big data and automation pose huge challenges for strategic communication. This article contributes to the limited body of knowledge in the field by introducing the concepts, outlining opportunities and potential problems, and identifying current perceptions and applications in the professional field. A large-scale survey, with respondents from across more than 40 countries, explores the expertise of communication professionals, applications within communication departments and agencies, and consequences for the profession at large. The study shows a large gap between the perceived importance and current practices, a lack of competencies and ethical reflection, and a limited use of opportunities. The full potential of big data analytics and algorithms has not been leveraged until now, which calls for new initiatives in the practice and further research.     

Previous beliefs and continuance intention

This work analyses the role of previous beliefs and attitudes on the intention to continue using online platforms. Although the literature has ignored the role of those variables in determining the continuance usage, this work makes use of the mediated relationships to verify its relevance. The conclusion is that, although previous attitudes do not have an impact on the continuance usage, the previous beliefs about the effort expectation, the perceived usefulness and trust do have an impact on the continuance intention to use an e-learning platform.     

Strategy-proof allocation mechanisms for economies with public goods

We show that strategy-proof allocation mechanisms for economies with public goods are dictatorial—i.e., they always select an allocation in their range that maximizes the welfare of the same single individual (the dictator). Further, strategy-proof and efficient allocation mechanisms are strongly dictatorial—i.e., they select the dictator’s preferred allocation on the entire feasible set. Thus, our results reveal the extent to which the conflict between individual incentives and other properties that may be deemed desirable (e.g., fairness, equal treatment, distributive justice) pervades resource allocation problems.     

Causality as validity: some implications for the social sciences

We analyse the concept of causality in the social sciences, whose development is insufficient and lesser than the methodology developed for its study. The nature of the causal process as the production of effects remains unclear and the relationships considered to be manifestations of that process cannot be taken for proof of its existence. Given these difficulties, we suggest that, aside from the inherited interpretations, the practice of the concept of causality makes reference to correctly specified relationships not confounded by others; characteristics identical to those which define validity. In that way, causality is equivalent to the validity of a relationship. Beyond merely re-understanding causality, this proposal permits the deduction that the temporal precedence of the cause is a necessary condition only for one type of causality, making it possible to consider other types, not admitted by the traditional notion, in which the cause is consequent or simultaneous to the variable to be explained. Examples and characteristics of these types of causality are presented and considered to be useful for the social sciences.     

Decoupling market incumbency from organizational prehistory: Locating the real sources of competitive advantage in R&D for radical innovation

The creative destruction literature has argued that differences in R&D performance of incumbent vs. entrant firms can be explained through organizational change theories about established vs. de novo firms. A disconnect exists between these theories and the available empirical evidence because often the best performing firms are established firms as well. I propose to resolve this disconnect by distinguishing between market incumbency (presence in a market prior to a discontinuity) and organizational prehistory (organizational experience prior to a transition, whether between technologies or between markets). Doing so allows me to contrast incumbent vs. entrant and de alio vs. de novo studies, and to suggest more robust future research designs. I illustrate my proposition using qualitative data from the anticancer and AIDS‐treatment drug markets. Copyright © 2012 John Wiley & Sons, Ltd.