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Publisher: Emerald   (Total: 335 journals)

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Showing 1 - 200 of 335 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 9)
Academia Revista Latinoamericana de Administraci√≥n     Open Access   (Followers: 2, SJR: 0.144, h-index: 4)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 30)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 19, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 14, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Autism     Hybrid Journal   (Followers: 7)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 47, SJR: 0.228, h-index: 2)
Advances in Gender Research     Full-text available via subscription   (Followers: 3, SJR: 0.229, h-index: 7)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 5, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 60, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 29)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 11, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 181, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 16)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 10, SJR: 0.215, h-index: 25)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.244, h-index: 15)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 3, SJR: 0.182, h-index: 7)
Asian Association of Open Universities J.     Open Access  
Asian Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 2)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 24, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 257)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.657, h-index: 26)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.354, h-index: 14)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 11, SJR: 0.556, h-index: 38)
British Food J.     Hybrid Journal   (Followers: 15, SJR: 0.329, h-index: 35)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.232, h-index: 4)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8, SJR: 0.614, h-index: 42)
Business Strategy Series     Hybrid Journal   (Followers: 6, SJR: 0.201, h-index: 6)
Career Development Intl.     Hybrid Journal   (Followers: 16, SJR: 0.686, h-index: 32)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.238, h-index: 10)
China Finance Review Intl.     Hybrid Journal   (Followers: 5)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.216, h-index: 12)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.346, h-index: 17)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.829, h-index: 10)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.269, h-index: 22)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 6)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.508, h-index: 8)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.703, h-index: 26)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.309, h-index: 29)
Critical Perspectives on Intl. Business     Hybrid Journal   (Followers: 1, SJR: 0.32, h-index: 15)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.356, h-index: 13)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 8)
Digital Library Perspectives     Hybrid Journal   (Followers: 18)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 22, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 129, SJR: 0.241, h-index: 4)
Education + Training     Hybrid Journal   (Followers: 21, SJR: 0.532, h-index: 30)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.141, h-index: 10)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 6, SJR: 0.435, h-index: 22)
Engineering Computations     Hybrid Journal   (Followers: 4, SJR: 0.387, h-index: 39)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 14, SJR: 0.541, h-index: 28)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.239, h-index: 9)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 7, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.596, h-index: 30)
European J. of Marketing     Hybrid Journal   (Followers: 20, SJR: 0.933, h-index: 55)
European J. of Training and Development     Hybrid Journal   (Followers: 9, SJR: 0.489, h-index: 23)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.371, h-index: 18)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 17, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 3, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 44, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 13, SJR: 0.141, h-index: 2)
Housing, Care and Support     Hybrid Journal   (Followers: 9, SJR: 0.174, h-index: 4)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.121, h-index: 6)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.14, h-index: 4)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.163, h-index: 4)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.217, h-index: 14)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.322, h-index: 19)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 6, SJR: 0.63, h-index: 69)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.375, h-index: 32)
Info     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 21)
Information and Computer Security     Hybrid Journal   (Followers: 22)
Information Technology & People     Hybrid Journal   (Followers: 45, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 14, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 62, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 42, SJR: 1.746, h-index: 57)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 8, SJR: 0.304, h-index: 7)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.515, h-index: 38)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, SJR: 0.416, h-index: 7)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 5, SJR: 0.279, h-index: 25)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.763, h-index: 38)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 12, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 16, SJR: 0.399, h-index: 5)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 10)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 8, SJR: 0.225, h-index: 7)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.424, h-index: 32)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 5, SJR: 0.179, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 4, SJR: 0.199, h-index: 5)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 3, SJR: 0.25, h-index: 12)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.694, h-index: 28)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 6, SJR: 0.32, h-index: 8)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 5, SJR: 0.638, h-index: 6)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 9, SJR: 0.352, h-index: 32)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.277, h-index: 15)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.201, h-index: 5)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 9, SJR: 0.13, h-index: 2)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 7)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 9, SJR: 0.173, h-index: 5)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.258, h-index: 10)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4, SJR: 0.145, h-index: 2)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 8)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 4, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 15)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 12, SJR: 0.998, h-index: 15)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 6, SJR: 0.212, h-index: 11)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.354, h-index: 37)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 24)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 10, SJR: 0.261, h-index: 5)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.594, h-index: 32)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 17, SJR: 2.198, h-index: 94)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 11)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.165, h-index: 9)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.304, h-index: 12)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.694, h-index: 66)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 10, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 6, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 23, SJR: 0.272, h-index: 37)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 8, SJR: 0.544, h-index: 63)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.133, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.543, h-index: 36)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 9, SJR: 0.227, h-index: 25)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 47, SJR: 0.361, h-index: 5)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 12, SJR: 0.616, h-index: 29)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 6, SJR: 0.208, h-index: 13)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 6, SJR: 0.196, h-index: 12)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.358, h-index: 8)
Intl. Marketing Review     Hybrid Journal   (Followers: 16, SJR: 1.076, h-index: 57)
J. for Multicultural Education     Hybrid Journal   (Followers: 3, SJR: 0.124, h-index: 11)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 7)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.291, h-index: 7)
J. of Advances in Management Research     Hybrid Journal   (Followers: 3)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 49, SJR: 0.177, h-index: 9)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (Followers: 1)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 51)
J. of Asia Business Studies     Hybrid Journal   (Followers: 3, SJR: 0.115, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 19, SJR: 0.215, h-index: 6)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.381, h-index: 17)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.167, h-index: 9)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.188, h-index: 4)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 3)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 7, SJR: 0.112, h-index: 3)
J. of Communication Management     Hybrid Journal   (Followers: 7, SJR: 0.735, h-index: 6)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.613, h-index: 62)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.633, h-index: 5)
J. of Criminal Psychology     Hybrid Journal   (Followers: 116, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 54)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 11, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 186, SJR: 0.936, h-index: 50)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 3)
J. of Economic Studies     Hybrid Journal   (Followers: 10, SJR: 0.498, h-index: 26)
J. of Educational Administration     Hybrid Journal   (Followers: 6, SJR: 0.848, h-index: 36)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 17, SJR: 0.173, h-index: 10)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 5, SJR: 0.433, h-index: 38)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.212, h-index: 8)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 9)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.52, h-index: 7)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 6)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 13, SJR: 0.529, h-index: 30)
J. of Financial Crime     Hybrid Journal   (Followers: 343, SJR: 0.158, h-index: 5)
J. of Financial Economic Policy     Hybrid Journal  
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.234, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 9)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 12)
J. of Forensic Practice     Hybrid Journal   (Followers: 49, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal   (Followers: 1)
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 23, SJR: 0.67, h-index: 27)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 3, SJR: 0.376, h-index: 8)
J. of Hospitality and Tourism Technology     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 10)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 13)

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Journal Cover British Food Journal
  [SJR: 0.329]   [H-I: 35]   [15 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0007-070X
   Published by Emerald Homepage  [335 journals]
  • Open, networked and dynamic innovation in the food and beverage industry
    • Pages: 2290 - 2293
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2290-2293, November 2017.

      Citation: British Food Journal
      PubDate: 2017-10-17T02:20:05Z
      DOI: 10.1108/BFJ-08-2017-0458
       
  • Wine, family businesses and web: marketing strategies to compete
           effectively
    • Pages: 2294 - 2308
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2294-2308, November 2017.
      Purpose The purpose of this paper is to deepen the web marketing strategies used by wine family businesses (FBs) with the aim to identify the role assigned to websites, the online models and the competitive strategies implemented through them. Design/methodology/approach In order to examine the content and structure of the information found on the website of selected FBs, an ad hoc analysis model was designed and validated with the support of marketing and industry experts through an inspecting focus group (Mich, 2007). Findings The subsequent observation of the websites of the businesses studied showed that family-run Italian wineries use their websites mainly to present information about the business and as a relational tool through edutainment activities; FBs yet neglect the potential of e-commerce. Research limitations/implications The study highlights the importance and the attention that FBs, among others, should dedicate to the role of web communications within their communications strategy. Although this path has allowed the traits essential to launch effective online communications for FBs, the small number of businesses surveyed (ten) does not permit a theoretical generalisation of the results. Thus, we expect to integrate the information obtained from this preliminary study with in-depth interviews with the digital strategists for the companies examined or by increasing the number of FBs studied. Originality/value The paper provides an evaluation model to effectively organise the websites’ contents; wine businesses should consider and customise these essential elements with the brand’s specific details.
      Citation: British Food Journal
      PubDate: 2017-10-17T02:19:14Z
      DOI: 10.1108/BFJ-02-2017-0110
       
  • How to strengthen the business model of an Italian family food business
    • Pages: 2309 - 2324
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2309-2324, November 2017.
      Purpose The purpose of this paper is to focus on how a medium-sized company operating in the food sector should strengthen its business model, thanks to a combination between tradition and innovation. Design/methodology/approach This research focuses on one case study. The subject of the case study under analysis is Golosità dal 1885, an internationally recognized fine food Italian company. Findings Golosità dal 1885 is characterized by a strong combination of tradition and innovation, both in products and processes. The company’s competitiveness is the result of a balanced management of innovation, in respect of the family’s values, thanks to the active presence of two family generations. Research limitations/implications This study is characterized for some limitations, related to the method and to the choice of a single case study. In terms of theoretical implications, the study emphasizes the importance of the link between the food sector and the region it is rooted in. Practical implications Practical implications relate to different groups of stakeholders: for owners and management, for investors, for organizations and institutions working on a territory promotion and in the tourism sector, and for politicians and local authorities. Originality/value The originality of the research is represented by a focusing on how a strategy based on an effective combination between tradition and innovation should increase the competitive advantage, especially in a mature sector – as the food one – characterized by the need to offer a differentiated and innovative range of products and services for overcoming the consumptions crisis.
      Citation: British Food Journal
      PubDate: 2017-10-17T02:19:32Z
      DOI: 10.1108/BFJ-03-2017-0124
       
  • Open for business' An integrative framework and empirical assessment
           for business model innovation in the gastronomic sector
    • Pages: 2325 - 2339
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2325-2339, November 2017.
      Purpose The purpose of this paper is to identify and explore different business models that are active in the gastronomic industry and assess where there may be opportunities and limitations for innovation. Design/methodology/approach The authors develop a conceptualization of the business model concept and some of its main components – considering an internal and external orientation – and how they can be applied to the gastronomic sector. On this basis, the authors propose, develop and test an empirical framework for the economic sustainability of gastronomic enterprises. Based on data from a publicly available database of the Danish hospitality sector, the authors conduct hierarchical cluster analysis to identify different business models for the Danish gastronomic sector. Findings Given the diversity of the gastronomic sector, there can be a multitude of alternative business models and characteristics, which may enable the sector to create value through, for example, product differentiation, market segmentation, and so on. The analysis revealed nine different clusters, which represent different business models in terms of value creation, segmentation, and resource utilization – highlighting either more closed or open business models. These business models offer a basis for considering the opportunities and barriers for business model innovation – for both startups and incumbent firms – within gastronomy and agri-food more generally. Originality/value The gastronomic sector is diverse and heterogeneous with a multitude of possible alternative business models. This paper provides a basis for considering the key enablers of business model development in this sector. The integrative framework and empirical assessment provides a basis for further exploring business model innovation in the gastronomic sector in particular and the agri-food sector more generally.
      Citation: British Food Journal
      PubDate: 2017-10-17T02:18:57Z
      DOI: 10.1108/BFJ-07-2017-0394
       
  • Business model configuration and dynamics for technology commercialization
           in mature markets
    • Pages: 2340 - 2358
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2340-2358, November 2017.
      Purpose The food industry is a well-established and complex industry. New entrants attempting to penetrate it via the commercialization of a new technological innovation could face high uncertainty and constraints. The capability to innovate through collaboration and to identify suitable strategies and innovative business models (BMs) can be particularly important for bringing a technological innovation to this market. However, although the potential for these capabilities has been advocated, we still lack a complete understanding of how new ventures could support the technology commercialization process via the development of BMs. The paper aims to discuss these issues. Design/methodology/approach To address this gap, this paper builds a conceptual framework that knits together the different bodies of extant literature (i.e. entrepreneurship, strategy and innovation) to analyze the BM innovation processes associated with the exploitation of emerging technologies; determines the suitability of the framework using data from the exploratory case study of IT IS 3D – a firm which has started to exploit 3D printing in the food industry; and improves the initial conceptual framework with the findings that emerged in the case study. Findings From this analysis it emerged that: companies could use more than one BM at a time; hence, BM innovation processes could co-exist and be run in parallel; the facing of high uncertainty might lead firms to choose a closed and/or a familiar BM, while explorative strategies could be pursued with open BMs; significant changes in strategies during the technology commercialization process are not necessarily reflected in a radical change in the BM; and firms could deliberately adopt interim strategies and BMs as means to identify the more suitable ones to reach the market. Originality/value This case study illustrates how firms could innovate the processes of their BM development to face the uncertainties linked with the entry into a mature and highly conservative industry (food).
      Citation: British Food Journal
      PubDate: 2017-10-17T02:19:23Z
      DOI: 10.1108/BFJ-03-2017-0125
       
  • Value co-creation in the beverage and food industry
    • Pages: 2359 - 2372
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2359-2372, November 2017.
      Purpose The purpose of this paper is to define and describe how consumers may constitute an integral part of small and medium enterprises’ (SMEs) value co-creation process in the food and beverage (F&B) industry, and to provide practicable implementation recommendations to firms in the Piedmont region that are important and prominent in this sector. Design/methodology/approach The research methodology rests on a multiple case study design, applied to three F&B Piedmont SMEs that produce beer, water and starters: Baladin, Lurisia and Galfré. Findings Results show an increasing awareness by firms of the important role played by customers in value co-creation, though limited to specific roles in the case of SMEs. Research limitations/implications The research is limited by its exploratory nature, though the findings and conclusions drawn provide a solid foundation for further development and testing on the subject. Practical implications The case studies’ results allow the reader to understand the importance of the increasing awareness of the role played by customers in value co-creation, especially on the WWB, where costs are minimizing. Originality/value The research’s value stems from fact that there are few existing studies on the ways to engage customers in value co-creation. Moreover, these studies, contrary to the present research, are largely theoretical and either have no direct applicability or are limited to a single case.
      Citation: British Food Journal
      PubDate: 2017-10-17T02:19:40Z
      DOI: 10.1108/BFJ-02-2017-0119
       
  • External knowledge sourcing and new product development
    • Pages: 2373 - 2387
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2373-2387, November 2017.
      Purpose The purpose of this paper is to analyze the role of external knowledge in the innovation process of firms in the food and beverage (F&B) industry and the effects of two external knowledge sourcing modes on new product development (NPD) performance. Design/methodology/approach The paper applies a quantitative approach, relying on data from 157 Italian firms operating in the F&B industry to test the hypotheses through OLS regression models. Findings Results suggest that the surveyed firms actively engage in open innovation with strong ties with market-based sources. Moreover, the authors found that market-based sources are associated with income from incremental innovation and time to market, while science-based sources are associated with income from radical innovation. Finally, the authors found that the R&D intensity enhances the benefits of the above external knowledge sourcing modes. Originality/value Despite the large amount of studies assessing the effects of external knowledge sourcing on performance in the open innovation field, few studies focused on a specific industry, especially with regard to F&B. Moreover, this paper considers different types of NPD performance measures given that different external knowledge sourcing modes exert different effects.
      Citation: British Food Journal
      PubDate: 2017-10-17T02:20:10Z
      DOI: 10.1108/BFJ-02-2017-0120
       
  • Predicting consumer healthy choices regarding type 1 wheat flour
    • Pages: 2388 - 2405
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2388-2405, November 2017.
      Purpose Healthy and safety food issues are more and more becoming the purchasing process core of conscious consumer. “Type 1” wheat flour means higher protein and ash content. The purpose of this paper is to investigate the attributes usually referred to the characteristics of wheat flour known to consumers and at implementing a predictive model of purchasing that allows to make correct decisions without the necessary experience of a real human expert. Design/methodology/approach In order to investigate the research aims of the paper, an online survey was carried out and conducted by means of the Google Forms in the detection time January-April 2016. The online survey collected responses from 467 Italian respondents asked to give feedback about their buying habits of various types of flour. The responses were analyzed through a data mining approach. This paper implements predictive analytics to create a statistical model of future behavior by means of a machine learning algorithms. Findings In line with recent healthy and dynamic trends in the food industry, conscious consumer seems to be willing to pay a price for “type 1” wheat flour that is four times higher than the price related to the basic types of wheat flour. Social implications Consumer seems not to know well the “type 1” wheat flour and its healthy characteristics; then, it should be crucial to implement promotional strategies and marketing hand in hand. Promotion can be a key element in putting across the health benefits of special kinds of wheat flour. Originality/value Highlighting health issues about the “type 1” wheat flour gives insights and sheds some light on the crucial need of changing eating and purchasing behavior. Then, originality of this paper can be found in the used predictive algorithm of the artificial intelligence.
      Citation: British Food Journal
      PubDate: 2017-10-17T02:18:45Z
      DOI: 10.1108/BFJ-04-2017-0200
       
  • Internal resources as tools to increase the global competition: the
           Italian wine industry case
    • Pages: 2406 - 2420
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2406-2420, November 2017.
      Purpose The purpose of this paper is twofold: first, it identifies distinct organizational models in a sample of small and medium enterprises operating in the Sicilian wine industry; and second, it identifies the key factors enabling a superior export success. Design/methodology/approach Internal resources were analyzed theoretically in order to achieve the aims of the study. Subsequently the empirical investigation was carried out administering a questionnaire to a sample of 102 wineries in Sicily, Italy. A cluster analysis was performed in order to group these firms into homogeneous categories. Findings The findings show that success in the international market is more common among wineries characterized by a larger physical and economic size, a longer experience in the international market, managed by entrepreneurs-owners who are highly educated and proficient in foreign language, and implement voluntary certifications. Research limitations/implications The results need to be interpreted within the context of the study’s research design; more specifically, the reader should take into account that the study focuses exclusively on one industry and on one region (wine in Sicily). Practical implications The findings offer a valid support for managers who could use this results to better focus their effort and choose the most appropriate strategy in order to improve their performance in foreign markets. Originality/value Very few empirical studies have been carried out on the impact that internal and in particular organizational resources have on the firms’ organizational models operating in the wine industry.
      Citation: British Food Journal
      PubDate: 2017-10-17T02:18:47Z
      DOI: 10.1108/BFJ-02-2017-0092
       
  • Lean production and supply chain innovation in baked foods supplier to
           improve performance
    • Pages: 2421 - 2447
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2421-2447, November 2017.
      Purpose Service industries are currently facing an excess of overproduction that results in extra inventory and waste levels. With the prospect of methods such as lean production, the purpose of this paper is to investigate the impacts of lean production methods towards enhanced performance of service-based industries through the study of a local baked foods supplier. Design/methodology/approach The paper highlights the first stage of research study through current world literature and a critical review as inputs of research findings. The research applies a descriptive research framework within a semi-structured questionnaire survey method which was implemented within three different companies, the baked goods manufacturer, the cafe purchasing the baked foods products and the end users, hence covering the overall supply chain cycle and its entities. Findings The research study identified that one of the major challenges facing the baked food company when adopting the lean practices was the lack of commitment from the top management, continuous training, and hence, employee engagement measures were necessary towards performance improvement of the organisation. Originality/value The research novelty is to develop an early understanding of lean production practices within the baked goods manufacturer and its upstream and downstream stakeholders. This paper would be considered by the food manufacturer companies in order to require their key suppliers to adopt the most common lean tools identified as Just in Time, Value Steam Mapping and the 5S methods.
      Citation: British Food Journal
      PubDate: 2017-10-17T02:19:04Z
      DOI: 10.1108/BFJ-03-2017-0122
       
  • From space food research and innovation to immediate advantages for Earth
           eating habits
    • Pages: 2448 - 2461
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2448-2461, November 2017.
      Purpose The purpose of this paper is to analyse how the food innovation strategies carried out by an Italian firm, Argotec, responsible for the development and supply of space food (SF) for European astronauts on the International Space Station (ISS), can also be applied to food suitable to be eaten on Planet Earth. This study aims at showing the relationship between SF innovation and terrestrial strategies directed at implementing this kind of food also on terrestrial tables. Design/methodology/approach This research focusses on a case study. The subject of the case study under analysis is Argotec, an internationally recognised Italian aerospace engineering company, dealing with research, innovation and development in various sectors, including engineering, information technology, system integration, small satellites and “Human Space Flight and Operations”. The company produces innovative SF for European astronauts performing long-duration missions on-board the ISS. Moreover, the SF is made available also for terrestrial beings as a solution for everyday eating necessities. Findings Argotec is characterised by strong innovation in terms of products and processes. Throughout the case study, the authors focus on the relationship between SF innovation and its terrestrial applications, since this company also manufactures products, traded under the brand “ReadyToLunch”, suitable for daily meals on Earth. Innovation applied to SF can thus offer advantages also for terrestrial daily meals and therefore help the company achieve other competitive advantages: as to the authors’ knowledge, this is a unique case. Research limitations/implications This study also has some limitations, typical of the applied methodology. In relation to the interview technique, further interviews would be required in order to fully understand the end-user perspectives regarding the importance and interest of this kind of “ready-to-eat” food. Practical implications Practical implications relate to astronauts and to terrestrial consumers. For astronauts, SF is not any more intended only to satisfy humans’ basic needs, and to provide the necessary nutrients during space missions, but has become an important factor in the quality of life in space. For terrestrial consumers, SF may represent a healthy, tasty and nutritious “ready-to-eat” choice: single courses for the main meals and snacks for a break. Originality/value This research fills a gap in literature: to the authors’ knowledge, this is the first paper presenting a case study on a company responsible for the development and supply of SF for European astronauts on-board the ISS, as well as encouraging the consumption of SF by terrestrial beings, as an ordinary “ready-to-eat” lunch/dinner.
      Citation: British Food Journal
      PubDate: 2017-10-17T02:20:00Z
      DOI: 10.1108/BFJ-04-2017-0216
       
  • Street food and innovation: the food truck phenomenon
    • Pages: 2462 - 2476
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2462-2476, November 2017.
      Purpose The purpose of this paper is to focus on food truck phenomenon, a particular kind of street food service, identifying two categories of performers: “Traditional Food Truck” (TFT) and “Gourmet Food Truck” (GFT). This paper evaluates and compares the efficiency performance of the main actors. Design/methodology/approach A sample of 41 food trucks in the Northwest of Italy was identified. A survey was carried out to determine the characteristics of the food truck and evaluate the efficiency performance of an output-oriented data envelopment analysis. Findings The two kinds of food trucks provide different levels of efficacy: the data showed that 22 per cent of the food trucks operate efficiently with an average efficiency score of 0.80. The results demonstrate that GFT are more efficient than TFT and confirm that innovation is an important key to competitive advantage in this sector. Research limitations/implications The data collected were related only to the food truckers that operate in the Turin area and the number of variables analysed is limited to certain aspects of production and selling processes. Practical implications The results provided some managerial indicators to improve the level of corporate efficiency, operating on technical decisions. Originality/value This is a pioneer study that analyses how a business based on the combination of tradition and innovation can offer a competitive advantage and strengthen a strong connection to its territory, improving corporate performance.
      Citation: British Food Journal
      PubDate: 2017-10-17T02:18:38Z
      DOI: 10.1108/BFJ-03-2017-0179
       
  • Value maximization and open innovation in food and beverage industry:
           evidence from US market
    • Pages: 2477 - 2492
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2477-2492, November 2017.
      Purpose The purpose of this paper is to examine listed companies, grouped by sector, that for decades have shown a dividend growth. Referring to the food and beverage (F&B) industry, the authors have investigated the adoption of an open innovation model in order to fill a gap in the existing literature. Design/methodology/approach This paper uses a multi-method design linking qualitative and quantitative approaches. The quantitative study was planned in order to identify some US-listed companies, called Dividend Champions that have distributed consistently growing dividends for over 50 years and have beaten the markets. The qualitative study was designed to provide insight into the adoption or not of an open innovation model by the listed companies in the F&B industry in the US market that were selected by the quantitative analysis. Findings The research is based on an empirical analysis undertaken with 108 listed companies in US markets. In particular, the authors underline 20 companies that over the past 50 years have systematically increased dividend paid, and at the same time, have beaten the market (Standard & Poor’s 500). In all, 30 per cent of the selected companies belong to the consumer goods sector, and F&B companies represent 50 per cent of them. All of these companies (The Coca-Coca Company, Hormel Foods Corporation, and Lancaster Colony Corporation) implement an open innovation model. Originality/value To the authors’ knowledge, this is the first exploratory study based on value maximisation and open innovation. An open innovation model increases competitiveness and the durability of competitive advantage, which are main sources of value creation. The paper highlights evidence from the F&B industry, referred to as Dividend Champions, and the adoption of an open innovation model.
      Citation: British Food Journal
      PubDate: 2017-10-17T02:19:50Z
      DOI: 10.1108/BFJ-04-2017-0213
       
  • Openness and collaboration in the food sector: mapping the field
    • Pages: 2493 - 2506
      Abstract: British Food Journal, Volume 119, Issue 11, Page 2493-2506, November 2017.
      Purpose Research in institutional openness and collaboration-based innovation has advanced considerably in the last decade. The complexity and heterogeneity of innovation, however, turn the one-fits-all approach questionable and unveil the need to address several and different settings and industries. The purpose of this paper is to address this demand by mapping the themes covered in the research under the collaborative innovation umbrella having specifically the food and drink sector as a context. Design/methodology/approach The paper is based on secondary data sources, namely, a literature review of open innovation in the food and beverage (F&B) sector. Findings This paper builds upon a framework to classify the extant research in open innovation in the food industry and position the advancements in comparison to the general literature in the field. The categorization of the publications shows that topics like the role of networks, innovation systems, user-innovation and research and development alliances have attracted mostly attention so far, but there is still a demand for deeper and more comprehensive investigations. The field would also profit from inquiries that deal with mindset and managerial capabilities, cross-industry partnerships, converging value chains and globalization of innovation, among others. Originality/value To the authors’ knowledge, this is among the first papers to map research topics and research designs that have been covered to date on the field of open and collaborative innovation in the F&B industry.
      Citation: British Food Journal
      PubDate: 2017-10-17T02:19:28Z
      DOI: 10.1108/BFJ-03-2017-0126
       
 
 
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