We argue that there is scholarly potential in linking theory on industry clusters with theory on value networks. To date, these two theoretical streams have developed largely in parallel, limiting understanding of how the two are integrated in practice. By considering these theories in combination and the unique context of creative industries, we generate insight on the management of clusters as value networks. Our ongoing longitudinal empirical case is a new media cluster called ‘Mediapolis’ in the city of Tampere, Finland. The case study commenced at the time the cluster was in the planning and early operational stage. Results demonstrate the usefulness of linking the two theories, and support a future research agenda examining the types of cluster configurations meeting the criteria of value networks, and the conditions under which value network cluster configurations are more sustainable than simply a spatial agglomeration of clusters.

This paper explores the concept of knowledge networks in order to disclose how firms are able to increase innovative performance as a result of network structure and network content, which concern how firms connect with network partners (network structure), what the essence of exchange is for firms to acquire knowledge in the network (knowledge heterogeneity), and why firms need to cooperate with others (knowledge cognition). By using a sample of 144 high-technology firms in Taiwan’s science parks to test the hypotheses, the results of this study show that, while network structures do impact on a firm’s innovative performance, access to heterogeneous knowledge and increasing a firm’s knowledge in terms of defining and recognizing novel knowledge should be considered, since both play critical roles in facilitating innovative performance. These findings suggest that knowledge flow through a firm’s relationships must be understood in terms of network structure and content.

The relationship between managerial change and strategic change is a complex issue that challenges our understanding of how firms react to their business environment. In this study, we analyse the influence of the management team and more specifically their knowledge and capabilities in the process of strategic change. To do so, we delve deeper into the relationship between managerial change and strategic change by identifying the sequence of these changes. Using qualitative methodology, we analyse 10 companies listed on the Spanish Stock Exchange over an extensive period to formulate our propositions. Our analysis shows that managerial change precedes strategic change. Top management team reorganization, even without Chief Executive Officer succession, was a sufficient condition for strategic change to take place. Moreover, we identified key modifications that took place whenever strategic change occurred. Our results provide meaningful insights into the processes of strategic change within firms that broaden our theoretical knowledge in this area.

Existing change management models have been developed from research undertaken largely within the for-profit sector, with little reference to the unique challenges of the nonprofit sector. This article identifies a number of characteristics of change management that may be unique to the nonprofit sector. The research sought to understand change from the perspective of those within the sector who experienced it using Grounded Theory in a rich single case study as the methodology, applying an inductive reasoning approach to the development of theory. Results point to the impact of four key characteristics that require a more substantial focus in planned change models when applied to nonprofits. These include formal reflection for change agents and change recipients, development of trust, and confidence in the organisation before the actual change, focussing on the individual experience of change, and the sequencing of events from a planning perspective.

This research studies industry exit in the Japanese context, by examining the process followed five Japanese flat panel display manufacturers as they de-committed to and later exited from the industry. The five cases examine firms with systematically different exit barriers due to the presence or absence of strategic centrality and vertical integration in each firm. With one exception, all the firms followed multi-staged exit processes involving cooperative arrangements with other industry participants. Firms with middle to high levels of commitment and exit barriers went through more steps in the process than those with the lowest levels of commitment. The effect of top management succession and long-term employment upon the exit process are considered, and the role of cooperative arrangements in reducing exit barriers are discussed.

Despite the implication of organizational resources and the resource-based view of the firm, the market orientation literature has not examined associated constructs. Additionally, while it is recognized that emerging economies (e.g., India) are key drivers of economic growth, this literature has not paid sufficient attention to such markets, with few exceptions. We examine the impact of proactive market orientation on innovation capability, and performance in a sample of predominantly service firms, in a culture characterized by high power distance and low uncertainty avoidance. We contribute by conceptualizing and demonstrating the moderating impact of intrafirm causal ambiguity, drawn from resource-based theories of the firm. Based on Structural Equation Modelling analysis of responses to a survey of marketing managers, we find that intra-firm causal ambiguity moderates the proactive market orientation-innovation capability relationship, while this strategic orientation is linked to business performance through innovation. We discuss these findings, limitations, implications, and directions for future research.

Research on innovation in family firms has been increasing recently; however, the results are mixed, especially for non-listed firms. Based on internal social capital, we explore whether the relational antecedents of innovation are contingent on family involvement in management. Using a sample of 172 Spanish family small and medium-sized enterprises – an organisational form with prominent social and emotional factors – we test a structural model that examines the influence exerted by family involvement in the top management team on the relationships between innovation and internal social capital – in the form of family social capital and non-family social capital (family group and non-family group, respectively). The empirical findings obtained using the partial least squares technique show the importance of family involvement in management in such relationships in family firms. Family involvement in management was found to have negative effects in the relationship between internal social capital and innovation.