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Bibliografia : f. 9

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MUS 061/150

Understanding customer loyalty has been a growing concern for the services industry. In a context of increasing competitive pressures, such loyalty is seen as a key element in service companies’ success. Maintaining customer loyalty and identifying its underlying factors, however, are recognizably di cult to do. Grounded on the use of cognitive mapping techniques, this paper proposes a knowledge-based framework for the identi cation of the key determinants of customer loyalty, and the relationships among them. A step-by-step guide to the development of such a framework is presented, and illustrated through a practical application in the banking context. e resulting ndings are supportive of the applicability of such methods for understanding customer loyalty, and the improvement of long-term relationships with customers. ey are furthermore indicative of new ways in which knowledge can be incorporated into management activities to improve service outcomes. Some managerial implications of our contribution and avenues for future research are also reported.

This paper sought to analyse the dynamics underlying university technology transfer and commercialisation mechanisms. We adopt a qualitative research methodology, which incorporates different case studies, interviews and applied research of the actors involved in universities, business incubators and start-ups. While limited to three case studies, this paper does highlight the technology transfer mechanisms and the support provided to commercialisation, including the identification of the difficulties and opportunities present within the context of cooperation networks. By surveying those running incubators and incubator company managers in conjunction with analysis of research, development and innovation (RDI) cooperative projects backed by European funding, we were able to gain insights into the different processes of transferring and commercialising technology. Falling within the framework of the third component of universities’ mission, this article demonstrates not only the importance of RDI cooperation networks but also how the consequent commercialisation of new products and services generates positive consequences for economic growth.

Purpose Small- and medium-sized enterprises (SMEs) have become increasingly important in national and international markets because they contribute to the development of local and national economies. SMEs often face serious challenges when competing with multinational companies. The purpose of this paper is to develop a method for assessing SMEs’ competitiveness. Design/methodology/approach Based on a constructivist epistemology, this study makes an integrated use of cognitive mapping and the measuring attractiveness by a categorical-based evaluation technique (MACBETH). To this end, face-to-face sessions were conducted with a panel of entrepreneurs and senior managers who deal with the challenges of maintaining SME competitiveness every day. The proposed assessment system was tested and validated by the panel members. Findings The methodological processes adopted in this study provide promising results for decision makers seeking to identify the most competitive SMEs. Specifically, the results emphasize, among other points, the importance of innovation and the human dimension to gaining competitive advantages. Research limitations/implications The evaluation system developed in this study is extremely versatile and confirms the usefulness of integrating cognitive mapping and MACBETH to facilitate evaluations of SME competitiveness. However, due to its idiosyncratic and process-oriented nature, generalizations need to be done with caution. Practical implications The proposed method can be valuable to researchers seeking to develop mechanisms for evaluating SMEs’ entrepreneurial performance and include specialized know-how and sensemaking in organizational decision-making processes. Originality/value The integrated use of cognitive maps and MACBETH contributes to a better understanding of how to assess SMEs’ competitiveness. No prior work reporting the use of this dual methodology in this study context has been found.