Purpose Firms are increasingly using social media platforms to engage with individuals, as it is recognized that a firm’s social media activity outcomes, such as number of user comments, followers or likes, impact brand equity. This study aims to evaluate both the extent that these social media activity outcomes relate to brand equity and the classification of firms which benefit from the various types of social media activity outcomes. Design/methodology/approach This study identifies various components of social media activity and then captures specific social media activity outcomes for Fortune 500 firms. This study then performs a hierarchical regression analysis to assess the impact of the various social media activity outcomes on brand equity. Findings The results show significant relationships of social media activity outcomes with brand equity. The activity outcome measures of social networking and content communities platform are significantly related to a firm’s brand equity. This study also found that the social media activity outcome levels of various types of social media platforms are contingent upon a firm’s brand country of origin and industry classification type. Practical implications The results help firms gain a clearer view of potential applications of social media platforms, thus improving their understanding of the impact of social media. This study can enhance social media strategy and design tactics to improve brand equity. The findings can also guide firms in evaluating which social media activity outcomes enhance brand equity. Originality/value The results highlight that activity outcomes in a firm’s selected content communities platform and social networking platform are related to brand equity.

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PurposeThis article evaluates the effect of technostress due to implementation of sales technologies on sales professionals in terms of changes in job satisfaction and role stress and potential mitigation strategies including technostress inhibitors and job commitment.Design/methodology/approachThe study utilizes a survey data collection from sales professionals in B2B consultative roles selling to business customers from construction, industrial supply and business service firms, including items that explore before and after factors around a customer relationship management implementation.FindingsTechnostress results in a decrease in job satisfaction and an increase in role stress of sales professionals. Job commitment moderates the decrease in job satisfaction, i.e. the higher the job commitment the less significant the decrease in job satisfaction.Practical implicationsSales forces need to implement technostress inhibitors to help mitigate the effects of technostress in exacerbating other sales professional stressors. These inhibitors should be contextualized to the unique situation of the sales organization.Originality/valueThe study examines the dark side of sales technologies. Our research expands current understanding by considering new relations among technostress-creating conditions and two work-related outcomes that are salient to sales professionals, namely role stress and job satisfaction. Further, we investigate the change in these outcomes before and after the implementation of sales technologies rather than only considering them at one point of time, after the fact.

Purpose This paper aims to examine how market globalization orientation (i.e. a firm’s strategic commitment to developing the target markets beyond national borders) influences business-to-business (B2B) practices to achieve competitive performance outcomes. Design/methodology/approach A conceptual framework shows how to translate strategic orientation into integrated organizational practices for competitive outcomes. A research model defines key variables (drivers, B2B practices and performance outcomes). The research model is tested using an international survey of 439 firms from four continents. And the analysis results are reported. Findings The results suggest that market globalization orientation influences organizational practices and external B2B network processes to achieve desirable performance outcomes. Integrated product development is a crucial linkage mechanism that enables firms to translate strategic network coordination and product innovation goals into improved manufacturing and firm performance. Research limitations/implications First, macro-level factors (e.g. the changing attitudes of domestic stakeholders toward globalization) do not necessarily dictate the critical aspects of the micro-level responses (e.g. firm-level practices). Despite negative narratives of globalization at the macro-level (e.g. economic inequality, unwanted immigration that spreads transmissible diseases, supply chain disruptions), firm-level responses toward global markets are determined by their missional direction and strategic priorities for achieving competitive advantage by expanding their B2B supply chains and market frontiers (Adams et al., 2019; Kobrin, 2020; Witt, 2019; Zinn and Goldsby, 2020). Second, the findings suggest that many firms take globalization orientation as an essential strategic driver that governs critical operational and network practices for achieving desirable performance outcomes. Market globalization orientation motivates B2B firms of all sizes –including small and medium-sized enterprises (SMEs) – to pursue globalization in their unique paths of differentiation. Globalization orientation expands their spheres of influence beyond their local, regional and domestic fronts. The globalization orientation of business leadership motivates firms to stretch their business frontiers without self-imposed geographical constraints. Practical implications Competitive firms choose market globalization orientation in their supply flow and implement strategic and operational practices to pursue global market opportunities. Globalization orientation is imperative to firms that seek new growth engines to achieve competitive performance that appeals to diverse market segments of the world. Social implications Outstanding firms expand their value frontiers to secure a flexible supplier base and reach out to diverse B2B customers in their domestic and global market segments. This study also suggests that firms with a market globalization orientation aim to develop novelty products, offer essential services, support the livelihood goals of people and pursue a shared vision of a sustainable planet. Originality/value In the context of conflicting societal attitudes and political priorities toward globalization, this study examines the crucial role of market globalization orientation. Using an empirical study, this paper suggests that globalization efforts succeed as firms deploy their internal and network resources to address people’s essential and timeless needs beyond national boundaries.

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