Followers' entry timing: evidence from the Spanish banking sector after deregulation

Much of the literature dedicated to the analysis of entry timing decisions has been devoted to the study of their consequences in terms of performance. However, only a limited amount of effort has been dedicated to analyzing the factors that determine these decisions. In addition, previous papers have centered their efforts on the product dimension, paying no attention to entry into new geographical markets. This paper departs from previous works in this respect and extends the entry timing literature through a consideration of the geographical side of entry. Our analysis shows that organizational size, organizational competence, and organizational experience appear as key factors when explaining the pattern of geographic diversification. Our results also indicate that diversification takes place sequentially, first proceeding to closer locations, then occupying markets further from the origin. Copyright © 2002 John Wiley & Sons, Ltd.     

Empleo manufacturero en la Región Centro de México. Una estimación por gran división

In this paper, the production performance by great division and its effects on formal job generation in the central region of Mexico is analyzed. The more dynamic manufacturing divisions are identified and with the estimation of an employment function with panel data for each of the nine manufacturing great divisions, it is found that divisions I. Food, beverages and tobacco, II. Textiles, clothing and leather industry, III. Wood and wood products and IX Other manufacturing industries exhibit a high income elasticity of employment (0.716, 1.035, 0.781 and 0.94) and that the more technical divisions, with greater innovation processes and highly exporting divisions such as division VIII. Metal products, machinery and equipment show a lower elasticity.     

Manufacturing labor in the Central Region of Mexico. An estimation by great division

The production performance and its effects in the generation of formal employment in the Central region of Mexico are analyzed at the major division level of manufacture. The most dynamic activity divisions of the manufacturing industry are identified and, by estimating a function of employment with panel data for each of the nine major divisions of manufacture, it is reported that the activity divisions: I. Food products, beverages and tobacco, II. Textiles, clothing and leather industry, III. Timber industry and wood products and IX. Other manufacturing industries show high employment income elasticity (0.716, 1.035, 0.781 and 0.94). Furthermore, the divisions that comprise the more technical branches, with greater innovation processes and high levels of export, such as division VIII. Metal products, machinery and equipment, show lower elasticity.     

Omnichannel Shopper Segmentation in the Fashion Industry

The purpose of this paper is twofold: first, to identify groups of omnishoppers based on their main motivations (usefulness, enjoyment, and social influence); and, second, to characterize the omnishopper clusters. To this end, we surveyed a sample of 628 customers of an omnichannel clothing store and analyzed the data using cluster analysis. The results reveal three different segments: reluctant omnishoppers, omnichannel enthusiasts, and indifferent omnishoppers; and significant differences in gender, age, income level, and omnichannel behavior among these segments. In contrast, we found no differences in the use of channels and devices. These results have theoretical and managerial implications.     

Innovating Beyond the Horizon: CEO Career Horizon,Top Management Composition,and R&D Intensity

Decreasing research and development (R&D) can impair the ability of firms to remain innovative in the long run. CEOs have been accused of curtailing R&D investments as they approach expected retirement, yet received findings on R&D investment behaviors of late‐career CEOs are mixed. We argue that one reason for these inconsistent findings could be that traditional approaches overlook the fact that CEOs are not isolated agents in making R&D decisions. We build on the premise that CEOs interact with their top management team (TMT) when shaping R&D strategy and advance a contextualized view of CEO dispositions in their late career stages as being constrained or enabled by their TMT. We hypothesize that some TMT attributes (e.g., tenure and age) may amplify, whereas others (e.g., functional experience and education) may mitigate inclinations to reduce R&D. Our findings, based on a longitudinal sample of 100 US manufacturing firms from 1998 to 2008, provide nuanced insights into how different TMT characteristics influence CEO‐TMT dynamics, with TMT age and TMT tenure playing particularly pronounced roles. We discuss implications of our CEO‐TMT interface approach for theory and practice. © 2015 Wiley Periodicals, Inc.     

The potential of international coastal mass tourism destinations to generate creative capital

This paper introduces a new line of research in international coastal mass tourism destinations. Such destinations have started to function in a more complex and potentially beneficial way, acting as transitional areas between the global city and local territory while at the same time developing their own unique characteristics. From this perspective, such destinations can potentially become environments for creativity and innovation, two factors that act as economic driving forces in the so-called “knowledge society”, thereby promoting the sustainable development of the destination from a socioeconomic perspective.

The methodology used herein develops 10 indicators that are calculated and mapped out for two case studies which examine the same geographical context and comparable populations in order to demonstrate the creative capacity of a location whose economy is heavily reliant on tourism. The results show that tourist destinations have greater potential for generating creative capital than non-tourist destinations. Therefore, the consolidation of international mass tourism destinations as creative and innovative spaces which are capable of generating creative capital without losing their competitiveness as tourist destinations merits a reconception of their current role in global–local networks.