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Increased trade liberalisation and advancements in technology have established the foundation for global expansion of small and medium-sized enterprises (SME). However, data demonstrates that most SMEs continue to focus almost exclusively on their domestic market. In this study, we leverage resource orchestration (RO) and dynamic capabilities (DC) to explore the managerial and firm level resources critical to supporting SME export expansion. This includes conducting multi-staged qualitative research to define these resources (N = 28). This research identifies company age, operational resources, financial capacity, and employee knowledge and skills. In addition, we isolate dynamic managerial capabilities (DMCs) related to cognition (e.g., managerial experiences and decision-making), social capital (e.g., developing strong internal and external networks) and human capital (e.g., ability to maximise the value of people) as critical to export expansion. Lastly, we use our findings to develop a conceptual model and associated instrumentation of SME export readiness to guide future empirical research.

Guided by a dynamic capabilities framework, this research explores the National Basketball Association's (NBA) expansion into esports. Based on the input of thirteen sport industry experts, the paper presents research on simulated professional sports (SPS) with a deep investigation of the NBA 2K League (2KL). NBA 2KL is the first esports league in North America that is owned and operated by a traditional professional sports league. Results identify both league and club level outcomes for: 1) learning dynamic capabilities; 2) integrating/coordinating dynamic capabilities; 3) reconfiguring dynamic capabilities. Practical recommendations to the NBA, extended to other professional leagues, are provided. A framework for future research, including questions to be addressed, is outlined based on the findings.

Today's dynamic environments require constant product innovation and have led to significant changes in product development processes and the Product Management (PM) function. Despite its strategic importance, we still lack clarity about the competencies needed to succeed in a PM role, and educational opportunities are limited in undergraduate academic and professional development contexts. Consequently, this study uses a content analysis method to examine the extent to which competency resources, as well as contextual factors (i.e., firm size, age, sector), impact the PM function. We explore our research questions through a dynamic capabilities' perspective. Findings demonstrate that an organisation's desired resources when recruiting PMs are indeed influenced by contextual factors and that meta-skill resources predominate, followed by PM task-specific and domain resources. We contribute to research and practice by providing guidance to PM educators and trainers as well as developing a conceptual model for future research.

Purpose: The segmentation of customers into homogeneous groups is well researched, reflecting its importance to marketers. Specific to professional sports, published research on customer segmentation first occurred in the early 2000s, but no studies exist based on internal data from season ticket holders, an attractive and loyal customer group which is the most important customer for professional sports teams. Thus, the purpose of this research was to fill this gap in the literature through a sequential study of season ticket holders of a professional sports club. Design/methodology/approach: Study 1 employed six focus groups (n= 56) to determine the constructs, understand the issues, and sequentially inform the survey instrument for the second study. Study 2 used an online survey (n= 1,007) to collect data on factors including socio-demographics, consumption, media engagement, fan satisfaction, future intentions and sports fan motivation. Findings: The results identified the engagement factors and selection variables which drive season ticket holder purchase and allowed for the segmentation analysis, which identified fourteen unique fan segments for a professional sports club, generalizable to other clubs. Originality/value: The identification of 14 segments of season ticket holders based on a sequential study framed by the sports relationship marketing model is a needed contribution for practice (i.e. a specific direction on how to efficiently allocate resources when marketing to season ticket holders) and advances our conceptual knowledge by applying the model to the context of the most loyal customers in professional sports season ticket holders.