In order to continue to be innovative in the current fast-paced and competitive environment, organizations are increasingly dependent on creative inputs developed outside their boundaries. The paper addresses the boundary spanning activities that managers undertake to a) select and mobilize...

The guest editors' introduction to the Special Issue on managing creativity in business market relationships positions the topic at the intersection between interorganizational research and creativity research. It introduces three paradoxes that managers of such processes face: a) the tension...

Purpose This paper aims to identify antecedents for, and consequences of, low-intensity inter-unit conflict in multinational corporations (MNCs). Inter-unit conflict in MNCs is an important and well-researched theme. However, while most studies have focused on open conflict acknowledged by both...

Purpose – External inputs are critical for organisational creativity. In order to bridge different thought worlds and cross-organisational barriers, managers must initiate and motivate boundary spanning processes. The purpose of this paper is to explore how boundary spanners manage creativity...

This edited book presents cutting edge international research in operations management sustainability and topical research themes. As the sustainability agenda gains greater prominence and momentum throughout society, business actors and stakeholders are increasingly concerned with the impact of...

Develops a model which integrates the development of marketing relationships with marketing communication practice. Especially within the realm of relationship marketing thinking, communication may be understood as an act of persuasion. Using three classical rhetorical elements, we may see this...

Purpose – To construct a theoretical framework for understanding the impact of the digitalisation of transactions on the organisation of export intermediation. Design/methodology/approach – This is a conceptual/research paper with a number of illustrative examples – primarily from SMEs....