Article 1

Journal of Business Research

Market orientation, market disruptiveness capability and social enterprise performance: An empirical
study from the United Kingdom

( Charan Raj Bhattaraia , Caleb C.Y. Kwonga , Misagh Tasavoria,b,⁎ a Essex Business School, University
of Essex, Elmer Approach, Southend-on-Sea SS1 1LW, UK b Visiting Fellow at Sharif University of
Technology, )
Accepted 19 October 2018 and publish 10 November 2018
Future recommendations
The negative interaction effect of market orientation and market disruptiveness capability, despite their
positive individual effect, on economic performance contradicts with the dynamic capability view (Teece
et al., 1997). Future studies should empirically test the reasons why market orientation and market
disruptiveness capability together reduce the strength of the positive effect of each other on the economic
performance but enhance the strength of the positive effect of each other on the social performance.

Dynamic capability

Economic
Market orientation
performance

(Purposed research modal)

Theory
ARTICLE 2
Dynamic capabilities, creativity and innovation capability and their impact on competitive advantage and
firm performance: The moderating role of entrepreneurial orientation

15 November 2018

Limitations and directions for future research

This study has some methodological limitations that affect its potential contributions. As a cross-sectional
study that captures one image in time, its ability to identify strict causality between variables is limited.
Because capabilities and creativity-innovation co-evolve in a dynamic process, the ideal study might be
longitudinal. Furthermore, the results are based on data collected from a key respondent, rather than broader
actual data. As recommendations for future work, the model could be tested by introducing variables like
entrepreneurial and market orientation, as mediators or moderators. Innovation and new product success
are relevant outcomes which could be tested

Market orientation

Dynamic capability
Entrepreneurial activities New product
innovation

(Proposed research modal)

THEORY
ARTICLE 3

Engaging Customers through Social Media to Improve Industrial Product Development: The Role of
Customer Co-Creation Value

(Ida Hidayanti a, Lalu Edy Herman b, and Naili Farida 2018)

Limitation and future research

This study has several limitations; i.e., the sample used is only from one country, which limits
generalization of the findings of this study. For further research, it is suggested to broaden the
respondent data to include respondents from other countries, especially from other developing
countries, to explore the use of social media as a means of effective promotion and customer
management.

Product
improvement

Social media
interference Customer co
Customer
creation value
loyalty

(Proposed research modal)

THEORY

Service-dominant logic is a meta-theoretical framework for explaining value creation, through

exchange, among configurations of actors. explains that the paradigm shift among market actors
who initially offered Dominant Logic (DL) in the forms of products and their attributive features, now
trends towards Service Dominant Logic, with an emphasis no longer simply on the products, but towards
their delivery value. The underlying idea of S-D logic is that humans apply their competences to
benefit others and reciprocally benefit from others' applied competences through service-for-service
exchange (Vargo and Lusch, 2004).

The distinction with the service concept proposed in SDL is in terms of how a company manages its
customer contact points by hoping that customers can perceive the existence of a moment of truth;
thus, superior values can be created if a company manages it well ,Social media is also a forum for
companies to manage their social relationships with customers via the Internet; this is known as Social
Customer Relationship Management (SCRM