Issue Information ‐ TOC

• Published date: 01 September 2019
• Date: 01 September 2019
• DOI: http://doi.org/10.1002/jsc.2222

Firms after the Financial Crisis

Volume 28 Number 5 September 2019

Overview Article

319 Firms after the financial crisis in the international marketplace

David Floyd and Mizan Rahman

Changing factors in the business environment are helping to cushion the blow of the

recent downturn.

Research Articles

321 How has the presence of an increasingly more global labor market softened the

impact of the financial crisis 2008 for the U.K. economy?

David Floyd

The changing labour market and a global labour force has helped keep costs down. This

has helped reduce the impact of the recent financial crisis. Technological development

has also contributed to this process.

325 Business strategy and business environment: The impact of virtual communities on

value creation

Barry Ardley and Eleanor McIntosh

The impact of new forces in the firm’s business environment means that strategy and

value are now delivered and captured in digital spaces occupied by virtual communities

of customers.

333 Use of the pathfinder network scaling to measure online customer reviews: A theme

park study

Qun Ren, Feifei Xu, and Xiaowei Ji

A pathfinder network scaling approach is used to measure and evaluate Theme Park

visitors’online reviews with the aim to understand customers’needs, to build brand

loyalty, and to encourage customer engagement.

345 Exploring consumer mobile payment adoption in the bottom‐of‐the‐pyramid context:

A qualitative study

Rajibul Hasan, Yinggang Liu, Philip J. Kitchen, and Mizan Rahman

Product bundling after-sale services, interference from other institutions, perceived

corporate integrity, and monopoly and information opaqueness can influence mobile

payment adoption in the BOP context.

355 Internal demarketing in the U.K. Civil Service since the 2007–2009 financial crisis

David M. Brown, Bidit Lal Dey, Anders Wäppling, and Helen Woodruffe‐Burton

The UK Civil Service may have intentionally demarketed itself as an employer to its

perceived non-core staff as a strategic reaction to the 2007-9 Financial Crisis.

Strategic Change: Briefings in Entrepreneurial Finance

Strategic Change 28(5) (2019) CONTENTS