In most shopping areas, there are place management partnerships (PMPs) that aim to increase the competitiveness of the area. Collective digital marketing activities, such as the adoption and update of collective websites and social media pages, provide opportunities in this regard. Currently, the extent to which digital marketing activities are being employed varies widely among PMPs. However, studies investigating the factors that influence the uptake of digital marketing activities are lacking. This study applies a resource-based view to fill this gap, using data from an online survey about collective digital marketing activities among 164 official representatives of PMPs in urban shopping areas in the Netherlands. Regression analyses were employed to examine the extent to which the resources of PMPs influence the adoption and update frequency of the two most often used digital marketing channels: websites and social media pages. The results revealed that while the adoption of collective digital marketing channels is strongly influenced by the physical resources that characterize the shopping area itself, the update frequency of these channels is influenced more by the organizational resources of PMPs. In addition, the strategic choice of PMPs to deploy human and financial resources for the benefit of collective digital marketing activities leads to increased use of these activities. This effect is reinforced by the fact that digital marketing skills gained through experience contribute to a higher update frequency of the adopted channels. As such, this study provides empirical evidence on the influence of PMPs shared resources upon their digital marketing activities.
Chapter 2 in Impacts of Emerging Economies and Firms on International Business. One of the most remarkable phenomena of recent times is that a large number of firms from emerging economies have come to define and dominate new markets and enter the class of global innovation leaders. Firms that once specialized in cheap but high-quality substitutes (e.g. Brazil’s Embraer), or those that adopted fast second mover strategies (as the one followed by Korea’s Samsung), or firms that offered outsourcing services (for instance, India’s Wipro) are now firmly at the core of the global productivity and innovation frontier. In addition, many small and medium sized local firms that started as exporting joint ventures have moved abroad on their own account. So far, the international business literature has mostly used the eclectic ownership, location, and internalization (OLI) paradigm (Dunning, 2000) to explain the rise of emerging market multinational firms. This conceptual model examines internationalization drivers identifying motives typical for the internationalization strategic approaches of firms from emerging economies. Supplementing OLI paradigm with learning, leveraging, and linkages (LLL) framework (Mathews, 2002, 2006), which provides an understanding of how emerging economy firms create ownership advantages by integrating links with foreign partners. This integration leads to leveraging of specific assets and upgrading them by entering into new alliances and via acquisitions
Although the attention for neurodiversity in human resource management (HRM) is growing, neurodivergent individuals are still primarily supported from a deficit-oriented paradigm, which points towards individuals' deviation from neurotypical norms. Following the HRM process model, our study explored to what extent a strengths-based HRM approach to the identification, use, and development of strengths of neurodivergent groups is intended, implemented, and perceived in organizations. Thirty participants were interviewed, including HRM professionals (n=15), supervisors of neurodivergent employees (n=4), and neurodivergent employees (n=11). Our findings show that there is significant potential in embracing the strengths-based approach to promote neurodiversity-inclusion, for instance with the use of job crafting practices or (awareness) training to promote strengths use. Still, the acknowledgement of neurodivergent individuals' strengths in the workplace depends on the integration of the strengths-based approach into a supportive framework of HR practices related to strengths identification, use, and development. Here, particular attention should be dedicated to strengths development for neurodivergent employees (e.g., optimally balancing strengths use). By adopting the strengths-based HRM approach to neurodiversity as a means of challenging the ableist norms of organizations, we add to the HRM literature by contributing to the discussion on how both research and organizations can optimally support an increasingly diverse workforce by focusing on individual strengths
