This article examines the role of strategic intensity or commitment to a chosen course of action, and the impact of pure versus hybrid competitive strategies on competitive performance in transition economies, using survey data ( N = 333) from Bulgaria. We find that strategic intensity is positively related to performance; firms that deviate from pure cost leadership or differentiation and achieve a balance on both dimensions report superior performance. In a post hoc analysis of our data, we find preliminary evidence that strategic intensity may act as a mediator of the relationship between strategic type and performance.

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The traditional CAPM beta is almost exclusively calculated over a return period that spans a window length of 60-months, at one-month return frequencies. It is one of the most utilized models in the asset management industry to assess systematic risk. Yet there is limited evidence to suggest that these estimation parameters are optimal. Utilizing data between January 2000 and December 2021 for the Russell 1000 index, we test daily, weekly, and monthly beta estimations to calculate tracking errors (TE) for the use of these betas in predicting subsequent performance over daily, weekly, and monthly timeframes. We identify that daily CAPM betas are best for predicting subsequent period daily returns and that weekly CAPM betas are strongly correlated with forward weekly and monthly period returns. Leveraging the significant advances in computing resources and the increasing utilization of high frequency trading strategies, we argue that additional window length and return interval-based CAPM betas should be calculated for estimating the systematic risk embedded in diversified portfolios.

Purpose -The aim of this paper is to examine when it is appropriate to provide dedicated support for a sales activity, and in cases where support is desirable, to explore the choice between core team support and external support. Design/methodology/approach -Sales transactions typically require a diverse range of sales activities, including customer contact, scheduling appointments, internal meetings, processing orders, and preparing financing applications. This research develops a framework for understanding how to structure sales support for specific sales activities. Findings -Each sales activity has four dimensions, i.e. workload, customization, complexity, and prequalification risk. Support structure (self-support, core team support, and external support) moderates the influence of the four sales activity dimensions on sales activity performance and salesperson role stress. These, in turn, impact overall sales performance. Research limitations/implications -This research presents a broad conceptual model of sales support structure. Further research should test this framework using empirical data. Practical implications -Normative recommendations are made for managers about how to allocate sales activities to sales support. Originality/value -This research proposes four relevant dimensions of sales activities that should be considered when allocating sales activities to members of the selling center. The framework will help managers, academicians, and business students understand how sales support structure impacts sales performance.