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This paper analyses the impact of local competition on gasoline and diesel pricing at branded and unbranded independent service stations. Based on our theory-driven discussion we derive a number of hypotheses, which are empirically tested on a sample of service stations in Spain. In Spain, retail prices of motor fuels have been under the spotlight since the dismantling of the state monopoly in the 1990s. The concentration of the retail market and the behavior of the main oil operators are of constant concern to the competition authorities. Our empirical analysis provides evidence for the existence of different competitive dynamics between branded and unbranded stations, and between gasoline and diesel retail pricing. Specifically, the results show that (i) fuel prices at branded (unbranded) service station are positively (negatively) associated with the number of stations operating in the same local market, (ii) prices of both motor fuels at a branded station are higher the larger the share of stations carrying the same brand in its local market, (iii) diesel price at an unbranded station is lower the larger the share of unbranded stations in its local market, and (iv) unbranded service stations undercut the price of diesel more than that of gasoline compared with prices at branded stations. [ABSTRACT FROM AUTHOR]

This paper analyses the relationship between horizontal educational diversity (HED) and firm innovation performance, both in the propensity to innovate and the intensity of innovation in firm performance. Moreover, we hypothesise that the organizational structure o f the firm moderates this relationship. Using panel data from the Uruguayan Innovation Survey 2006-2012, econometric estimates show that HED is barely associated with innovation performance in products and processes. We found that advanced organisational structures of the firm positively moderate the former relationship, but only for firms achieving radical innovations. [ABSTRACT FROM AUTHOR]

Over the last decades, there has been growing worldwide concern for the notable contribution of manufacturing activities to environmental damages. In this context, there is an open debate regarding the incentives of companies to move from mere compliance strategies towards voluntary adoption of environmental responsibility strategies, simultaneously considering economic, environmental and social objectives. This paper aims to analyse the effect of different sets of sustainability practices on sustainability outcomes and the competitive advantage of manufacturing firms. The study distinguishes between internal, external monitoring and external collaborative sustainability practices and considers their effect on regulatory, environmental and manufacturing sustainability outcomes in order to identify their contribution to the competitive advantage of firms. Drawing on natural resource-based view theory, social exchange theory and transaction cost theory, and recent evidence in the field, the study tests several hypotheses using data from the fourth round of the High-Performance Management (HPM) project. Through structural equation modelling with partial least square methodology (PLS-SEM), this study shows the existence of differential effects of sustainability practices on sustainability outcomes and competitive advantage using a sample of 263 manufacturing plants located in 15 countries from three industry sectors. The findings of this study indicate that there are many reasons to be more sustainable. The adoption and effective implementation of both internal sustainability practices and external collaborative approaches boost sustainability outcomes. Manufacturing sustainability outcomes contribute the most to competitive advantage of manufacturing companies compared with regulatory or environmental ones. For practitioners, this study highlights the challenge of well-implemented internal sustainability practices that give support for effective collaborations, both determinants to achieve operational performance and competitive advantage. For the academia, this study shows that the interplay of different theories helps to understand the differential effects of sustainability in manufacturing. • Different sustainability practices boost sustainability outcomes differently. • Internal sustainability practices support external initiatives with suppliers. • Implementation of sustainability practices enhances sustainability outcomes. • Competitive advantage is well supported by sustainability manufacturing outcomes. [ABSTRACT FROM AUTHOR]