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This article calls for a multi-perspective innovative strategic outlook to examine the matter across its varied managerial and marketing functions and across geographic regions and organizational types.

Traversing the typological and geographic spectrum of businesses, one observes an incessantly changing environment, characterized by constant shape-shifting of all macro- and micro-environmental forces. Amidst this ultra-competitive new setting, organizations globally are struggling to evolve in a manner that befits their individual and collective contextual developments. Irrevocably, time-honored strategies and tactics, appear decreasingly capable to deliver the means to increasingly obscure effects, thus, creating a visible gap in extant theoretical knowledge and a definite need for effective contemporary practices. Inescapably, organizations have begun to abandon the habitual road of conventional strategic practices to adopt innovative means to often innovative ends, urged also by the pandemic condition of 2020+.

It endeavors to implicitly define and communicate a changing organizational spirit and philosophy, infused with innovativeness, and which transcends the limitations of tangible functionality to embrace strategic, managerial and marketing notions pertaining to the wider business environment shifts and developments.

This article endeavors to implicitly define and communicate a changing organizational spirit and philosophy that transcends the limitations of tangible functionality to embrace strategic management and marketing notions pertaining to the wider business environment shifts and developments.

The purpose of this paper is to operationalise the collaborative cross-border innovation process employed by multinational corporations in their effort to penetrate new markets.

The paper is based on the case study of a leading European telecommunications group (OPERACOM). Methodologically it relies on 32 interviews, observation and secondary data analysis, and is theoretically founded on an extensive (mostly narrative and partly meta-synthetic) literature review.

The findings show that two new activities merit inclusion in the collaborative cross-border innovation process: strategic marketing anticipation and pre-opportunity studies. In this context, three strategic marketing levers are elucidated: subsidiaries’ knowledge integration, communication/coordination mechanisms, and collaboration-governance; interrelating on the way the activities and elements comprising the breadth and depth of the process’ continuum.

These stem from and are inherent to the very nature of the research (case study), which proscribes generalisations. Additionally, the research’s long-term span subjects the results to some inevitable potential temporal distortions.

The research findings, owing to their detailed and activity-specific disposition, constitute a case prototype towards further and/or corresponding application to organisations of this and/or other industries; presenting executives with an existing and market-tested positive paradigm of the innovation aspect of the collaborative market-entry mechanism.

Carrying significant scholarly and executive value, the research substantially and specifically enhances the understanding of innovation as an integral part of the internationalisation process, describing and prescribing explicit processes and actions throughout the horizontal and vertical organisational axes.

Much of the existing research conducted on dynamic capabilities and the microfoundations of innovation has focused either on individual or organizational factors without considering mechanisms. This paper aims to address this “process” gap by developing an integrated conceptual framework based on individual, processual and structural microfoundations as well as the interaction between and among them with respect to innovation.

To understand the theoretical and empirical landscape in building our conceptual model, we conducted a content analysis of existing research microfoundations, dynamic capabilities and innovation. Using NVivo 12, we identified and examined the individual and organizational behavior microfoundations and their interplay to propose possible processual mechanisms. We framed these process mechanisms using the sensing, seizing and reconfiguring dynamic capabilities framework.

The study emphasizes certain microfoundations that facilitate innovation-dynamic capabilities at various organizational levels. It is posited that both formal and informal strategic intelligence processes, along with directed and undirected information research methods, constitute crucial microfoundations for identifying opportunities for innovation. For the internal capture and seizing of these opportunities, we assert that the diversity of individual internal networks and the mechanisms for social integration will prove to be critical. Furthermore, the paper suggests that reconfiguring microfoundations, specifically an organization’s flexible structure and the involvement of external directors with diverse experiences, are pivotal in spurring innovation.

We combine the microfoundations approach (individual, structural and processual) with the dynamic capabilities theory (sensing, seizing and reconfiguring) to offer an integrated conceptual framework underlying innovation’s dynamic capabilities. This sets us apart from existing research by both introducing processual aspects and their multilevel interactions.

A substantial body of research evidence has now accumulated in the cause-related marketing (CRM) literature. Yet, research on positive word of mouth (WOM) in the CRM domain is scarce. Based on this, the purpose of this paper is to present a framework that enhances positive WOM persuasion in a CRM context.

Specifically, the authors explore collectivism as a contextual dimension for positive WOM persuasion in a CRM setting and discusses three novel constructs for effectively designing such campaigns, namely, cause proximity, choice of donation type and choice variety of donation types in a single offering frame. Based on conceptual logic and drawing on literature from a variety of disciplines, this framework should provide deeper insight into achieving positive WOM persuasion with CRM strategy and implementation.

Additionally, the analysis leads to specific research questions regarding the associations between these contrasts and positive WOM persuasion in a CRM context.

Finally, the managerial and theoretical contributions are discussed, as well as directions for further research.

Striving for growth since their early stages, many small and medium enterprises (SMEs) are increasingly adopting an entrepreneurial behavior based on a rapid and early international expansion. Although some extant research have been done on the dynamic capabilities of SMEs’ accelerated internationalization–born global (BG) SMEs, no study was, to the best of the authors’ knowledge, carried on the microfoundations underlying this phenomenon. This paper aims to fill this gap in the literature and contribute to the growing theory development of SME’s microfoundations.

This paper proposes an integrated conceptual framework to better identify the microfoundations that influence born global SMEs internationalization by integrating individual, structural and processual – the microfoundations approach within the dynamic capabilities of sensing, seizing and reconfiguring.

Our propositions argue that born global SMEs are characterized by dynamic capabilities based on a combination of some individual (manager’s human and social capital, such as its personal orientation, experiences, cognition and intuition), process (market learning, technology development) and structural (agility, communication/coordination) factors that helps a lot in the acceleration of the internationalization process.

Empirical study should be done to enrich the conceptual material.

To identify some international opportunities, companies should rely on the entrepreneurial orientation of its managers, its experience and network as well as the market-related learning and technological processes. The managerial cognition is important to seize opportunities while the manager’s human capital is needed to reconfigure resources while internationalizing rapidly.

This research shows that individual attributes are important but insufficient to accelerate the internationalization process. Some individual characteristics are more useful in sensing international opportunities rapidly, such as manager’s international entrepreneurial, past experience and network, However, the managerial cognition is important to seize opportunities, whereas the manager’s human capital is needed to reconfigure resources while internationalizing rapidly.

Born global firms must develop several dynamic capabilities to foster their accelerated early international development. This paper gives insights about the individual, structural and processual of sensing international opportunities, seizing and reconfiguring resources and competencies for born globals.

The purpose of the research is to utilize and expand on existing knowledge on organizational value‐based innovativeness, towards the development of the “strategic reflexivity” concept, for businesses competing in the contemporary ever‐modulating business environments.

The paper is based partly on primary qualitative research and partly on theoretical research. The former consists of a six month long in‐house observation and data gathering of a large company (OPERACOM Group) innovation process and on 45 semi‐directive interviews of practitioners and experts.

The findings descriptively portray the varying competitive conditions as intolerant of conventional strategic marketing planning; and unable to sustain any lasting competitive advantage. Prescriptively, the research proposes a change of strategic philosophy and practice, through a shift from orthodox planning to the design of value‐based reflexive mechanisms that automatically adapt to change. The paper finally presents a preliminary model for the proposed strategic reflexivity process.

The paper, though scientific, it is in parallel a conceptual one. The “strategic reflexivity” concept and its consequent model therefore, are presented, not as a definitive answer to the concerns of contemporary businesses; but rather as a scientifically‐based proposition towards further practical and scholarly development.

The research value rests on a tripod of original contributions: it adds to the voices calling executives to give up on conventional tactical strategic means, counter‐proposing strategic redevelopment that is explicitly value‐based; it identifies the value‐based innovational elements deemed critical in the strategic redevelopment of businesses in hypercompetitive environments; and it develops the “strategic reflexivity” concept and process within the above context towards theoretical development and practical implementation.

The purpose of this paper is to assess the competitiveness of the Uruguayan rural tourism sector against its main competitors from Argentina and Brazil, as perceived by Uruguayan stakeholders on the supply side. The paper will also evaluate the potential of Uruguay as a rural tourism destination in attracting German tourists.

Two different questionnaires were administered, one to Uruguayan rural tourism stakeholders and another one to potential German tourists in Germany.

The findings indicate that the main strengths of Uruguayan rural tourism offer, compared to Argentina and Brazil, are the hospitality and friendliness of local people, the natural and cultural attractions and the country’s security and safety. Main weaknesses identified were the poor management of several destination components that are key to create a successful tourism destination and poor management of the “demand conditions” component of Dwyer and Kim’s (2003) integrated model.

There is very limited research done on the competitiveness of Uruguay as a rural tourist destination in attracting foreign tourists (Mackinnon et al., 2009). The objective of this study is to partially fill this gap by assessing how competitive Uruguayan rural tourism is and evaluating whether Uruguay represents an attractive market for German tourists looking for agro tourism and farm holiday destinations. The German market was chosen because it is one of the top tourist-generating countries and one of the biggest spenders in international tourism (The World Tourism organization, 2010). Moreover, most tourists – from outside South America – selecting Uruguay as a tourist destination come from Germany, USA and Australia (Peralta, 2012).

This paper aims to identify the characteristics that a crisis unit should have to achieve effective learning after crisis. Literature has identified many relations between learning organizations and crisis; yet, there is a dearth of research on specific studies about crisis units and their post-crisis learning features. Thus, this paper aims to fill such a gap by giving some practical answers to this question: How can the crisis unit reduce defensiveness phase and extend openness and forgetfulness while learning after the crisis?

This research mobilizes a framework composed by three theoretical grids: the post-crisis learning cycle (Kovoor-Misra and Nathan, 2000); the characteristics of a learning organization (Senge, 1990); and the mechanisms of crisis learning (Mitki and Herstein, 2011). A qualitative investigation is conducted to study a crisis within an oil company (PON).

This paper shows that the duration of the learning cycle depends not only on the organization context but also on the characteristics of the crisis unit. Along with the cognitive, structural and procedural mechanisms, which contributed differently in each phase, the mixed framework allowed operationalizing Senge’s dimensions.

The elaboration of a single case study could be considered as a limitation, although it allows a deeper analysis of events within the organization.

This paper pinpoints the characteristics that organizations should have as well as the learning mechanisms they should use during each phase of the post-crisis learning cycle.

This paper analyzes crisis units as learning structures, which has not been seen yet in known literature.