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International audienceIn the recent financial crisis period, when traditional economic organizations were not able to meet stakeholders’ expectations, not-for profit organizations such as cooperatives became an optimal solution as they are expected to serve social and economic performance simultaneously. This theoretical assumption is questioned based on the downturn pressures that may weaken cooperatives’ social performance in favor of economic performance. This degeneration process (Cornforth, et al., 1998) is countered by some traditional cooperatives that have developed regeneration dynamics. The aim of our study is to explore how small and medium cooperatives face degeneration and develop regeneration dynamics in periods of crisis. To fulfil the objective of the paper four small and medium Basque and Breton cooperatives are studied in depth

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Purpose This paper aims to focus on the effects of human capital composition, innovation portfolio and size on manufacturing firms’ performance. Moreover, it seeks to empirically identify the levels of education that are significant in labour productivity. Design/methodology/approach The resource-based view (RBV) theory is applied using data gathered from the National Innovation Survey in the Manufacturing Industries of Peru. Using the ordinary least squares method on a sample of 584 Peruvian manufacturing firms, the effects on firm performance of two subsamples according to innovation portfolio and firm size are determined. Findings The direct effects of human capital composition on productivity show that the higher the workers’ educational level, the higher the productivity. However, if this relationship is analysed in terms of the innovation portfolio, the authors find that labour productivity in companies with product–service innovation is greater (i.e. more significant) than in traditional manufacturing firms with only product innovations. Similarly, if this relationship is compared in terms of company, the authors find that large companies are more significant than small and medium-sized enterprises. Practical implications The study furthers the understanding of how the relationship between human capital composition, innovation portfolio and size of manufacturing firms positively affects labour productivity. Hence, it can help managers to craft their innovation portfolio according to the educational level of their human capital. This could require that not only human resource management innovates, but also that strategic partnerships be developed with educational establishments to boost training towards product–service innovation. Originality/value This study’s results provide confirmation that the configuration of human resources, innovation portfolio and size plays a significant role on manufacturing firms’ performance, particularly in the context of developing countries.

Purpose This study aims to investigate the internal elements that help in the introduction of a service logic into a goods-oriented organization by focusing on corporate culture and human resource management (HRM) practices. Design/methodology/approach The study uses a qualitative single case study research design. Data have been collected through archival data and 14 semi-structured interviews to managers, employees and retailers of a bike manufacturer. Findings The research identifies the following three new internal elements affecting the service orientation of corporate culture of a company with a customization strategy: shared vision built up with the participation of the whole organization; rooting the service orientation into the past history; passion and collaborative study deployed through digital tools. Additionally, related to HRM, the research finds another two elements: emotional salary and that a collective way of understanding and sharing the service infusion is needed. Research limitations/implications Given that this is a qualitative research based on a single case study the identified key elements of corporate culture and HRM practices cannot be used as a predictive tool. However, the depth of evidence is significant and allows analytical generalizations, which enable us to put forward tentative propositions for future research. Practical implications For managers of industrial firms, the identified elements provide an insight on how to smooth the transition from goods-to service-oriented organization. The shift demands the development of an adequate corporate culture and distinctive management of human resources. Originality/value Building on previous literature, the research offers the academic community five new soft elements to be studied in the service infusion process and can guide top managers on how to engage the entire organisation in a service-oriented manner.