Academic literature on the topic 'Organizational effectiveness – Ethiopia – Marketing'
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Journal articles on the topic "Organizational effectiveness – Ethiopia – Marketing"
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Karns, David A., and Inder P. Khera. "Organizational Adaptation and Perceived International Marketing Effectiveness." Journal of Global Marketing 1, no. 1-2 (January 1988): 113–30. http://dx.doi.org/10.1300/j042v01n01_09.
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Gregory, Brian T., Stanley G. Harris, Achilles A. Armenakis, and Christopher L. Shook. "Organizational culture and effectiveness: A study of values, attitudes, and organizational outcomes." Journal of Business Research 62, no. 7 (July 2009): 673–79. http://dx.doi.org/10.1016/j.jbusres.2008.05.021.
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Koll, Oliver, Arch G. Woodside, and Hans Mühlbacher. "Balanced versus focused responsiveness to core constituencies and organizational effectiveness." European Journal of Marketing 39, no. 9/10 (September 2005): 1166–83. http://dx.doi.org/10.1108/03090560510610789.
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Jerman, Damjana, and Bruno Završnik. "THE MODEL OF MARKETING COMMUNICATIONS EFFECTIVENESS: EMPIRICAL EVIDENCE FROM SLOVENIAN BUSINESS-TO-BUSINESS PRACTICE." Journal of Business Economics and Management 13, no. 4 (September 17, 2012): 705–23. http://dx.doi.org/10.3846/16111699.2011.620163.
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The paper's purpose is to add to the body of knowledge on marketing communication effectiveness by developing and testing the model of marketing communication effectiveness in the business-to-business markets. Based on past research from the marketing communications and business-to-business marketing literature, the model is tested to examine the impact of antecedent variables on marketing communications effectiveness and organizational performance. Our analysis indicates that a central concept of marketing communication effectiveness is influenced by different variables. We also confirmed a positive impact of marketing communication effectiveness on organizational performance in case of Slovenian companies.
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Govender, Patsy, and Sanjana Brijball Parumasur. "Organizational diagnosis, the stepping stone to organizational effectiveness." Corporate Board role duties and composition 12, no. 2 (2016): 65–76. http://dx.doi.org/10.22495/cbv12i2c1art1.
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Organizational survival, success and effectiveness depend on the ability of the organization to adapt to continuous challenges, competition and change. However, improving and changing organizations demand properly understanding and diagnosing them. So, where does diagnosis start and how can we measure effectiveness? Diagnosis starts with assessing key tasks, structure, people relationships, motivation, support, management leadership, attitude towards change and performance to identify gaps towards effectiveness. Effectiveness is evaluated in terms of the extent to which people have the right skills and competencies and are trained and strategically managed to enhance profitability (finance), the organization’s marketing strategy, operations/service and, measurement of the corporate/business development and growth achieved as a result of planned efforts to ensure organizational viability, stability and maturity. This study uses an integrated system evaluation process to diagnose the extent to which key tasks, structure, people relationships, motivation, support, management leadership, attitude towards change and performance impact on organizational effectiveness respectively. The population for the study comprised of all staff in a provincial trade and investment promotion agency in South Africa and a consensus approach was used through a cluster sampling technique, which secured an 85.4% response rate. In this quantitative, cross-sectional study data was collected using questionnaires and analyzed using both descriptive and inferential statistics. The results reflect that the diagnostic variables impact on organizational effectiveness in varying degrees. The important diagnostic dimensions and areas for improvement are identified and suggestions for corrective action are presented in order to enhance overall organizational effectiveness.
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Mattison Thompson, Frauke, and Sven Tuzovic. "Why organizational loyalty programs cannot prevent switching." Journal of Services Marketing 34, no. 2 (February 10, 2020): 207–22. http://dx.doi.org/10.1108/jsm-10-2019-0387.
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Purpose The purpose of this study is to investigate the extent to which loyalty programs can prevent switching, and how individual level cultural values impact this. Loyalty programs are designed to create switching costs, which reduce customers’ desire to leave. However, in practice, these programs are often misapplied; that is, most companies inadvertently treat all customers as equal. While ample research has examined the role of loyalty reward programs in facilitating customer loyalty, little is known about the extent to which individual-level cultural values moderate customer loyalty measures of trust and affective commitment and how this impacts the effectiveness of loyalty programs; that is, consumers’ intentions to “stick” with the program or to switch. Design/methodology/approach This study uses a quasi-experiment combined with an extensive survey to collect the data. Findings Based on data collected from one industrial country and four emerging countries, the results show that loyalty programs do not universally prevent switching behavior. Instead, this study finds that individual-level uncertainty avoidance and collectivist values significantly moderate the effects. Originality/value This study helps advance the understanding of how international retailers can increase their loyalty program effectiveness and reduce customer switching to competitors.
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Yoon, Mahn Hee, and Jaebeom Suh. "Organizational citizenship behaviors and service quality as external effectiveness of contact employees." Journal of Business Research 56, no. 8 (August 2003): 597–611. http://dx.doi.org/10.1016/s0148-2963(01)00290-9.
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DeGroot, Timothy, and Amy L. Brownlee. "Effect of department structure on the organizational citizenship behavior–department effectiveness relationship." Journal of Business Research 59, no. 10-11 (October 2006): 1116–23. http://dx.doi.org/10.1016/j.jbusres.2006.09.020.
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Takele, Y., and MR Kiltu. "Employees’ Perception of Organizational Climate and Its Implications for Organizational Effectiveness in Amhara National Regional State, Ethiopia." Ethiopian Journal of Business and Economics (The) 4, no. 1 (April 14, 2015): 116. http://dx.doi.org/10.4314/ejbe.v4i1.4.
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Ayers, Doug, Robert Dahlstrom, and Steven J. Skinner. "An Exploratory Investigation of Organizational Antecedents to New Product Success." Journal of Marketing Research 34, no. 1 (February 1997): 107–16. http://dx.doi.org/10.1177/002224379703400109.
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The authors present a model that suggests that integration between marketing and research and development (R&D), managerial controls, and relational norms influences new product success. The model is tested with a sample of 115 engineers and marketing personnel involved in 19 new product projects for a multinational computer manufacturer. The results indicate that managerial controls influence integration, relational norms, and perceived effectiveness. Integration between marketing and R&D fosters stronger relational norms, perceived effectiveness, and new product success. Relational norms enhance perceptions of effectiveness, yet they have a negative influence on new product success. The authors conclude with a discussion of the implications of these findings for best practice in new product research and application.
Dissertations / Theses on the topic "Organizational effectiveness – Ethiopia – Marketing"
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Murphy, Melvin Murphy. "Internal Strategies for Assessing Organizational Communication Channel Effectiveness." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3406.
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Evolving communication technology, the increased volume of information needed by businesses, and the intensified competitive environment have made internal company communication more critical to business success. The purpose of this multiple case study was to explore strategies used by managers and leaders of 3 law firms in the Commonwealth of Virginia for assessing the effectiveness of their organization's internal communication channels. The participating firms were recognized by their peers as being exceptionally well-managed. Data from interviews and company documents were analyzed through the conceptual lens of the channel expansion theory and the use of software coding to identify patterns and themes. Three important themes emerged: informal assessment strategies, indirect assessment strategies, and efficient versus timely assessments. The first theme suggested the effectiveness of an informal assessment strategy, depending on the size and complexity of the organization. The second theme reflected the effectiveness of an indirect assessment for organizations that lack the resources to support a more direct and specific assessment process. The third theme reflected the participants' perceptions of informal and indirect assessments may be more efficient, the feedback from the assessments are often less timely. Managers may consider these themes in formulating communication policies. The findings of this case study may have implications for positive social and economic change. Small professional service firms, such as legal firms, provide important services to individuals, families, and businesses in their community.
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Curtis, Lucill J. "Digital organisational storytellers : online marketing as identity work." Thesis, University of Essex, 2017. http://repository.essex.ac.uk/20037/.
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The thesis examines the effects of online marketing practices on the identity construction of individual marketers, referred to as the Digital Organisational Storyteller (DOS), across five business-to-business (B2B) organisations. I focus on illuminating their marketing processes and self-understanding when undertaking online marketing work, a practice I describe as bringing the organisation into being online. My research questions examine what the online marketing work processes the DOS undertake tell us about identity at work. They also enquire as to how they construct and understand their online identity work negotiations through these marketing activities, while considering how the DOS makes sense and gives sense to an intended audience. To investigate identity construction, I review studies on identity and identity work from organisation studies, management and social sciences’ literature. I also review marketing work, branding and co-creation literature from marketing scholarship. As the means to understand their lived experience, I study the work the DOS does, as a process of sensemaking and sensegiving through storytelling. Taking an interpretive, qualitative approach, I engage with storytelling through the methodology by asking the DOS to tell stories during the interviews. The first contribution of the thesis includes the introduction of four different character ‘types’ that summarise the way the DOS approaches sensemaking and sensegiving processes. The second contribution extends an understanding of online marketing work in contemporary B2B organisations. Accordingly, it can be categorised as a range of preparatory offline and online activities that culminate in textual and pictorial representations of the organisation, in a process described as ‘bringing the online organisation into being.’ These contributions are useful in informing our understanding of the types of identity constructions and practices that are emerging from online marketing work processes.
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Jansen, van Vuuren Petronella. "Environmental scanning a South African corporate communication perspective with special emphasis on the tertiary sector /." Pretoria : [s.n.], 2002. http://upetd.up.ac.za/thesis/available/etd-08222003-154823/.
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Kahn, Kenneth B. "Marketing's integration with other departments." Diss., Virginia Tech, 1994. http://hdl.handle.net/10919/39734.
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In light of greater emphasis on horizontal management and team-oriented approaches to product development/management, there is a growing need to better understand interdepartmental integration. To meet this need, this dissertation proposed a model of interdepartmental integration, which distinguished integration as a composite of interaction and collaboration. Incorporating contingency and sociotechnical theories, two main research propositions were developed and served as the foundation for the proposed model: 1) an individual department's attributes will influence its interaction behavior and 2) attribute differences between departments will influence departments' collaboration.
A mail survey of marketing, manufacturing, and R&D managers in 860 electronics firms was undertaken to investigate these two propositions and the hypotheses associated with the proposed model. While study results did not convincingly support the given propositions nor a majority of hypotheses, results did indicate that collaboration has a primary influence on performance. Conversely, interaction was shown to have minimal influence on performance, and in certain cases, was shown to even reduce performance. Among other significant findings, interdependence and cooperative goals were identified as two key antecedents to collaboration.
This dissertation therefore highlights the need for departments to work together (collaborate) versus simply forcing communication through meetings and documented information exchange (interaction). Collaboration appears to be a key means by which all departments and the entire company can achieve and maintain performance success.Ph. D.
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Abdelsalam, Yusri A. "Using the extended MARKOR scale in assessing market orientation and firm's performance : a study of Libyan manufacturing companies." Thesis, University of Gloucestershire, 2011. http://eprints.glos.ac.uk/3283/.
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Libya is seen by many investors from across the World as a market of immense potential even though the degree of openness of the Libyan market has until recently remained comparatively limited. There are signs now however, that the government is pursuing a more conciliatory approach towards foreign businesses. The Libyan authorities are now encouraging private-sector involvement and inward investment, but appreciate that a fundamental change in organisational culture will be necessary. Therefore the movement in Libya today, toward improvement in organisations and the Government has introduced liberalisation of the economy, and is creating stronger ties with the Western world, now that sanctions have been lifted. This change is exemplified by the greater scope allowed to private enterprise in the retail trade, small-scale industries and agriculture. There has been previous research carried out, into the ways that the competitive nature of all Libyan organisations can be improved. There is a great need, in order to understand organisation's marketing capabilities and orientations, to investigate their validity in a wide variety of developing countries. However, there are only a few empirical studies which have investigated the development of MO in transitional economies and there is increasing pressure for the MO of organisations in these developing countries, where the process of economic diversification is taking place rather rapidly to be investigated (Anwar, 2008). This is mainly due to the fact that the contemporary research carried out in the West has provided evidence of strong links between MO and performance. There has been very little empirical research to investigate these links in developing countries with transitional economies. The strategy for this research consisted of specific objectives that had been derived from the research questions and it was the nature of these which suggested the use of a non-experimental fixed strategy such as a survey. The survey as a research tool has been widely used by others and is based upon the well-established statistical principles of sampling; additionally a survey offers a relatively simple and straightforward approach to the study of people's attitudes, values and beliefs. The MARKOR questionnaire allowed a tried and tested data collection tool to be used and as the most important aspects of such research are credibility, reliability and validity, the standardisation offered by the questionnaire provided a means to gather consistent answers to consistent questions. A group of these managers were subsequently interviewed at a different time when initial analysis of the quantitative data from the questionnaire prompted a set of follow-up interview questions. From this research it can be concluded that there is evidence of a significant relationship between market orientation and perceived business performance. But there are currently various levels of market orientation being operated within the Libyan manufacturing companies surveyed. Furthermore there are very marked difference in the levels of market orientation present between companies from the different sectors and between companies operating in the private sector compared with those which are under state control.
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Mounsear-Wilson, Clifford. "E-commerce as an alternative marketing channel." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1615.
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Information technology (IT) has become an integral part of the success and globalisation of business over the last two decades. It is hard to imagine how the efficiencies expected in today’s fast paced business world could possibly be achieved without the advancements in IT. The most significant of these advancements is arguably the advent of the Internet which has empowered businesses of all sizes by giving them the means to promote their products and services at a relatively low cost in markets that would previously have been inaccessible. The aim of this study was to assess whether e-commerce represents an alternative channel for a brick and mortar company wishing to follow a market penetration strategy. The study was based around a company, Canoa Eastern Cape, which trades in the office automation industry in the Eastern and Southern Cape of South Africa. The study investigated the history of Canoa Eastern Cape, focusing predominantly on the growth strategies followed by the business in the past. With a view to the future, growth strategies which could potentially be followed by Canoa Eastern Cape were also investigated. The result of these investigations was a recommendation that Canoa Eastern Cape should follow a market penetration strategy, which will see the business marketing its existing products within its current market by making use of a new distribution channel, more specifically e-commerce. In order to assess the suitability of e-commerce as a tool within a market penetration strategy a literature study was conducted to get a better understanding of ecommerce and its viability as business tool. The literature study focused on eight core concepts felt to be critical in the evaluation of e-commerce, namely: • the development of e-commerce over the past years; • the future of e-commerce; • whether e-commerce is a financial success or not; • requirements for e-commerce to be successful; iv • products that customers are prepared to buy online; • industries most affected by e-commerce; and • demographics of e-commerce users; and • e-commerce in the office automation industry. Using the information gained in the literature study as a basis from which to start, an empirical study was conducted. The objective of the empirical study was to obtain data which would be used to assess the level to which e-commerce has been adopted by consumers in the specific geographic area and whether these consumers are willing and able to make use of e-commerce as an alternative to conventional purchasing for the procurement of office automation consumables and office automation equipment. A quantitative research paradigm was adopted, making use of a structured questionnaire to gather information from the sample of Canoa Eastern Cape’s customers. The data collected from the empirical study were analysed using univariate and bivariate analysis. The findings of the empirical study suggested that: • demographics are a poor indicator of adoption of e-commerce; • there is a significant adoption rate within the sample: o 79.85 percent of the respondents reported to have used e-commerce before for personal use; and o 59.13 percentreported to have used e-commerce before for business use; • there is a high rate of willingness to use e-commerce again: o 91.09 percent of the respondents indicating that they would use e-commerce again for personal use; and o 80.18 percent indicating that they would use e-commerce again for business use; • there is a high likelihood that consumers will buy office automation consumables through an e-commerce channel, with 65.82 percentof the respondents indicating that they would be likely or very likely to buy consumables through an e-commerce channel; • there is no significant difference in the adoption rates between the three main areas within the targeted sample, that is, East London, Port Elizabeth and George and Knysna. Given the findings of the empirical study it is felt that an e-commerce solution does present a viable alternative channel for a brick and mortar company trading in the Office Automation Industry in the Eastern and Southern Cape wishing to follow a market penetration strategy.
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De, Lange Juanré Anton. "The influence of selected marketing mix strategies on business performance of small family and non-family businesses in the Eastern Cape." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/15016.
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Despite the fact that small family and non-family businesses in South Africa are important contributors to economic and social development, their failure rates are still high globally. Major contributing factors to this high failure rate are the lack of marketing skills and ineffective marketing practices. Therefore, the primary objective of this study was to establish what marketing mix strategies are used by small family and non-family businesses in the Eastern Cape and the influence of these strategies on Perceived business performance. The literature review dealt with the nature and importance of marketing, and the traditional marketing mix strategies were elaborated on from a small family and non-family business perspective. The traditional marketing mix strategies (4Ps) identified as influencing the Perceived business performance of small family and non-family businesses, were classified as Product-, Pricing-, Place-, and Promotion strategies. From the literature review, it was evident that the traditional marketing mix strategies have been criticised by a number of studies as not reflecting the holistic marketing concept within the 21st century. Yet, despite its simplicity various studies still find the traditional 4P framework to be a strong staple of the marketing mix. In this study, a quantitative research design was adopted and an exploratory and descriptive research approach of a cross-sectional nature were undertaken. A convenience sampling technique was used owing to the inaccessibility of a small family and non-family business database. The sample size in this study consisted of 195 small family-owned businesses and 145 small non-family businesses operating within the borders of the Eastern Cape. The primary data in this study was gathered by means of a structured, self-administered questionnaire. The measuring instrument was developed by sourcing items from several existing studies. Small family and non-family businesses were approached by fieldworkers and asked to participate in this study. In total 400 questionnaires were distributed, of which 340 were usable for further statistical analyses. Therefore, an effective response rate of 85% was achieved in this study. The validity and reliability of the measuring instrument were confirmed by means of an exploratory factor analysis (EFA) and by the calculation of Cronbach„s alpha (CA) coefficients. The five usable factors that were extracted from the EFA were identified as Pricing strategies, Competitive distribution strategies, Communication process strategies, Low cost promotion strategies and Perceived business performance. The CA coefficient for Pricing strategies indicated that the scale measuring this factor was not reliable due to it falling below the accepted norm of 0.6 and, therefore it was disregarded from further analysis. The CA coefficients returned for the remaining usable factors extracted from the EFA were greater than 0.6, thus indicating the scales measuring these variables provided satisfactory evidence of validity and reliability. The findings of the descriptive statistics showed that the highest mean score reported was for the independent variable Competitive distribution strategies, followed by Communication process strategies and Low cost promotion strategies. Based on the mean, respondents indicated that they often utilise Competitive distribution strategies and Communication process strategies, and seldom utilise Low cost promotion strategies. Pearson‟s product moment correlations revealed that all the marketing mix strategies, for both small family and non-family businesses, investigated were found to be significantly and positively correlated with the dependent variable Perceived business performance, and amongst themselves. The findings of the MRA showed that utilising Competitive distribution strategies have a significant positive influence on the Perceived business performance of small family businesses. The finding implies that the more small family businesses in this study provide high-quality and competitive products through distributions process methods by setting timing objectives, using distributions selection criteria and changing the distribution channel when needed to continuously satisfy customers‟ needs, the more likely the business is to experience growth in profit and sales and having loyal customers who make regular purchases and recommend the business to others. This study found no relationship between Competitive distribution strategies and the Perceived business performance of small non-family businesses, as well as between Communication Process strategies and Low cost promotion strategies and Perceived business performance of small family and non-family businesses. The results of the t-tests revealed that no statistically significant relationship was found between the Type of small business ownership and any of the three independent variables, Competitive distribution-, Communication Process-, and Low cost promotion strategies. Furthermore, the results of the Chi-square test for independence reported no statistically significant difference between using the family name as a marketing or branding tool and the size of the small business in this study. The results, however, indicated that as the business size increases, the more small businesses use their family name as a marketing- or branding tool. From the 18 sets of null hypotheses that were formulated, to explore whether the demographical variables had an influence on the marketing mix strategies utilised by the small family and non-family businesses, only 11 multivariant analysis of variance (MANOVA) relationships could be established as being statistically significant. These include the Gender of the business owner/manager, Age of the business owner/manager, Management qualifications of the business owner/manager, Ethnicity of the business owner/manager, Position in the small business, Years small business is in existence, Working experience of the business owner/manager, Management working experience of the business owner/manager, Form of business ownership, Area of business premises and Target market of the small business. This study has addressed a gap in the current literature regarding the influence of marketing mix strategies on business performance among small family and non-family businesses in a developing economy such as South Africa. This study has furthermore attempted to enlarge the body of knowledge available on marketing, especially concerning Communication Process, Competitive distribution strategies and Low cost promotion strategies. The results of the study differ somewhat from existing literature, and therefore add to the body of knowledge on marketing. Furthermore, the findings of this study show that small family businesses utilising Competitive distribution strategies have a significant positive influence on their Perceived business performance, and in doing so makes a small contribution towards increasing the success rate of these small family businesses and in return positively contribute to the economic growth and development of South Africa.
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Kuhsler, Carolina. "Impactos das relações interfirmas no desempenho das atividades de marketing." Universidade do Vale do Rio dos Sinos, 2014. http://www.repositorio.jesuita.org.br/handle/UNISINOS/4537.
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A transição da produção em massa para a produção flexível é considerada a primeira e mais abrangente tendência de evolução organizacional. As estruturas hierárquicas e burocráticas dissiparam-se, sendo substituídas por novas formas, passando a abarcar, também, relações entre departamentos e interfirmas. Este fenômeno é considerado uma resposta estratégica das organizações às pressões e turbulências ambientais, que as impulsionaram a delegar e a desagregar suas funções a outros especialistas, por meio do estabelecimento de relações interfirmas. Além disso, estudos teóricos sugeriram a obtenção de desempenho de marketing e organizacional superior a partir do estabelecimento dessas relações. Nesse contexto, este estudo investigou o impacto das relações interfirmas no desempenho de marketing e organizacional, por meio de uma survey realizada junto a uma amostra de 464 organizações. Uma escala para a mensuração da frequência do estabelecimento de relações interfirmas foi criada e validada. A mensuração desse construto foi posteriormente comparada ao desempenho de marketing e organizacional, os quais também foram medidos a partir de escalas existentes em estudos prévios, as quais foram traduzidas e validadas. Como principais achados da pesquisa, destaca-se a sustentação aos pressupostos teóricos mencionados na literatura do campo acerca do desempenho de marketing e organizacional, a identificação das atividades de marketing que interferem na relação da estrutura de marketing com o desempenho de marketing e organizacional e as atividades de marketing mais frequentemente realizadas a partir de relações interfirmas.
The transition from mass production to flexible production is considered the first and most widespread trend of organizational evolution. Hierarchical and bureaucratic structures dissipated, being replaced by new organizational forms, encompassing interfirm and interfunctional relationships. This phenomenon is considered a organizational strategic response to the environmental pressures and turbulence, which were incited to delegate its functions to other experts, through the establishment of interfirm relations. Moreover, theoretical studies suggested these relations could provoke higher marketing and organizational performance. In this context, this study investigated the interfirm relations impact over marketing and organizational performance, through a survey conducted with a sample of 464 organization. A scale to measure the frequency of establishment of interfirm relations was created and validated. The measurement of this construct was subsequently compared to marketing and organizational performance, which were also measured from existing scales in previous studies, which have been translated and validated. As main findings of the research, there is support to theoretical assumptions mentioned in the literature about marketing and organizational performance, the identification of marketing activities that interfere on marketing and organizational performance and the marketing activities more often performed from interfirm relationships.
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Cumberbatch, Iris E. "Exploring the Effectiveness of Social and Digital Media Communications on Organization-Public Relationship Building with Employees." Antioch University / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1572457208691.
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Zeikutė, Radvilė. "Lietuvos kovinio sporto federacijų organizacinis efektyvumas." Bachelor's thesis, Lithuanian Academic Libraries Network (LABT), 2012. http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2012~D_20120620_120739-00449.
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Darbo objektas: Lietuvos kovinio sporto federacijų organizacinis efektyvumas.
Darbo tikslas: Nustatyti kuo vienos Lietuvos kovinio sporto federacijos yra efektyvesnės už kitas.
Darbo uždaviniai:
1. Apibūdinti nevyriausybinių organizacijų ir federacijų veiklą Lietuvoje;
2. Apžvelgti nevyriausybinių organizacijų vertinimo modelius;
3. Palyginti Lietuvos kovinio sporto federacijų organizacinį efektyvumą.
Darbo metodai: mokslinių straipsnių ir statistinių duomenų analizė.
Tyrimo metodologija: Tyrime yra naudojama statistinių duomenų bei federacijų vidinių archyvų analizė. Duomenys buvo analizuojami atliekant kelių dimensijų organizacijos efektyvumo vertinimą (sujungiant tikslų, išteklių ir daugialypį strateginių grupių modelius), remiantis atlikto tyrimo Italijos lengvosios atletikos federacijoje metodologija, kurią 2000 m. sudarė A. Madella bei Portugalijos, Italijos, Ispanijos, Graikijos plaukimo federacijų lyginamąja organizacinio efektyvumo analize atlikta 2005 m. Bayle ir kt.
Rezultatai ir išvados:
1. Nevyriausybinės organizacijos Lietuvoje yra socialinių (tame tarpe ir sporto) paslaugų tiekėjai. Kiekviena sporto federacija Lietuvoje vysto bei plėtoja vieną sporto šaką ar šakų grupę.
2. Efektyvumo matavimo metodai nevyriausybinėse organizacijose yra skirstomi į tikslų, išteklių, vidinių procesų, konkuruojančių verčių ir daugialypių strateginių grupių modelius. Kiekvienas naujai atliekamas tyrimas turi pritaikyti modelį pagal organizacijos ypatumus arba, apjungus kelis... [toliau žr. visą tekstą]Organizational effectiveness of Lithuanian martial arts federations.
Books on the topic "Organizational effectiveness – Ethiopia – Marketing"
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Nemchin, A. M. Marketing i problemy organizat︠s︡iĭ: Sbornik nauchnykh trudov. Sankt-Peterburg: Peterburgskiĭ gos. inzhenerno-ėkonomicheskiĭ universitet, 2001.
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Achrol, Ravi S. Designing successful transorganizational marketing alliances. Cambridge, MA: Marketing Science Institute, 1990.
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Renker, Clemens. Aufsteiger Ost: Mit ganzheitlichem Marketing zum Erfolg. Stuttgart: Deutscher Sparkassenverlag, 1997.
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Kaufmann, Hans Ruediger, and Mohammad Fateh Ali Khan Panni. Customer-centric marketing strategies: Tools for building organizational performance. Hershey, PA: Business Science Reference, 2013.
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1946-, Worthington Ian, ed. The business and marketing environment. London: McGraw-Hill Book Co., 1992.
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Bob, Hartley, ed. The business and marketing environment. 2nd ed. London: McGraw-Hill, 1996.
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Slater, Stanley F. Market oriented isn't enough: Building a learning organization. Cambridge, Mass: Marketing Science Institute, 1994.
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Kelly, Jacqueline. The secret of their success: Indigenous Irish companies in export markets. Dublin: University College Dublin, 1993.
Find full textBook chapters on the topic "Organizational effectiveness – Ethiopia – Marketing"
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Mavondo, Felix T. "Environment and Strategy as Antecedents for Marketing Effectiveness and Organizational Performance." In Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 363–70. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-13078-1_115.
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Soboleva, Alena, Suzan Burton, and Aila Khan. "Marketing with Twitter." In Advances in Marketing, Customer Relationship Management, and E-Services, 1–39. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8408-9.ch001.
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The increasing use of Twitter by businesses has created the challenge of how to measure its effectiveness for marketing communications. Using data based on two years of Twitter activity by leading global brands in the Auto, FMCG and Luxury industries, this chapter presents measures which can be used by practitioners and researchers to assess the effectiveness of marketing communications on Twitter. It discusses the factors that predict consumer engagement with organizational tweets, and different Twitter strategies that have been successfully (and less successfully) used by leading global brands. We also consider the implications for marketing with Twitter, for these and for smaller organizations.
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Soboleva, Alena, Suzan Burton, and Aila Khan. "Marketing With Twitter." In Social Media Marketing, 285–322. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-5637-4.ch015.
Full textAbstract:
The increasing use of Twitter by businesses has created the challenge of how to measure its effectiveness for marketing communications. Using data based on two years of Twitter activity by leading global brands in the Auto, FMCG and Luxury industries, this chapter presents measures which can be used by practitioners and researchers to assess the effectiveness of marketing communications on Twitter. It discusses the factors that predict consumer engagement with organizational tweets, and different Twitter strategies that have been successfully (and less successfully) used by leading global brands. We also consider the implications for marketing with Twitter, for these and for smaller organizations.
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Mazurek, Grzegorz. "Virtual Marketing." In Advances in Marketing, Customer Relationship Management, and E-Services, 16–36. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4864-7.ch003.
Full textAbstract:
For the last two decades, virtuality and virtualization processes have been considered as developing phenomena in management studies, particularly within the context of the creation of inter- and intra-organizational networks, establishing strong relationships with customers and the appreciation of intangible assets in marketing. The purpose of this chapter is to identify the main directions of virtualized marketing and present the detailed changes that occur in marketing due to extensive and intensive Internet usage and the directions of network technology development and its impact on prospective marketing activities. The proposed analyses help to understand the multifaceted impact of the Internet on marketing—its concept, activities, and organization—going much beyond simple “e-marketing” perspective. The presented conclusions can be of significant value for both researchers and marketers. It can particularly influence further research on the relationship between the marketing virtualization and the company’s performance, showing the real impact of such processes on the effectiveness and efficiency of a company. The final conclusions will be interesting to marketing managers, who in the cybermarketing era have to deal with new challenges of collaboration, customers’ engagement, and value network creation.
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Mazurek, Grzegorz. "Virtual Marketing." In Marketing and Consumer Behavior, 2024–43. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-7357-1.ch100.
Full textAbstract:
For the last two decades, virtuality and virtualization processes have been considered as developing phenomena in management studies, particularly within the context of the creation of inter- and intra-organizational networks, establishing strong relationships with customers and the appreciation of intangible assets in marketing. The purpose of this chapter is to identify the main directions of virtualized marketing and present the detailed changes that occur in marketing due to extensive and intensive Internet usage and the directions of network technology development and its impact on prospective marketing activities. The proposed analyses help to understand the multifaceted impact of the Internet on marketing—its concept, activities, and organization—going much beyond simple “e-marketing” perspective. The presented conclusions can be of significant value for both researchers and marketers. It can particularly influence further research on the relationship between the marketing virtualization and the company's performance, showing the real impact of such processes on the effectiveness and efficiency of a company. The final conclusions will be interesting to marketing managers, who in the cybermarketing era have to deal with new challenges of collaboration, customers' engagement, and value network creation.
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Muniapan, Balakrishnan, Margaret Lucy Gregory, and Lim Ai Ling. "Marketing Education in Sarawak." In Business Education and Ethics, 688–706. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3153-1.ch036.
Full textAbstract:
The state of Sarawak is the biggest among the 13 states in Malaysia. It is strategically located in South East Asia in the island of Borneo. In the state of Sarawak, Marketing education has seen a tremendous growth over the years. Marketing is one of the most sought-after business courses by many school leavers. In Sarawak, Marketing education is provided by public and private universities and institutions of higher education in the form of degree and diploma courses. Marketing education views marketing as a discipline that can be learned through the classroom (off the job). However the employers' perspectives differ as they prefer hands on (on the job). The main challenge confronting the Sarawak institutions of higher learning is to produce marketing graduates capable of being competent marketing practitioners serving in public and private sectors. The question that remains unanswered is whether the marketing education curriculum content matches the trends and major forces in our external environment as proper attention to these dimensions will enable the institutions to produce graduates equipped with the relevant skills in the workforce or whether the curriculum content has been designed in recognition of the fact that students will need to cope with the complex nature of today's business planning and decision-making. The literature on marketing education in Sarawak, is limited and very few research articles are found exploring the effectiveness. The authors have contributed to the field of Marketing education in Sarawak in one of their previous article published five years ago. Therefore this chapter is an attempt by the authors to explore the effectiveness of marketing education in meeting the organizational needs in Sarawak from the perspectives of employers. This study uses qualitative methods which includes interview (face-to-face and telephone), informal discussions, email communications with managers, personal observations by the authors, and a review of literatures in the area of Marketing education. Marketing education, like marketing practice, is dynamic. Marketing education should continually evolve in such a manner to accommodate and satisfy various stakeholders such as government, business and industry, academics as well as students. The findings reveal several issues and challenges of Marketing education from the employers' perspectives in Sarawak. These findings will be useful for curriculum design of marketing courses. It will also assist marketing educators in understanding the organizational needs of marketing knowledge, skills and abilities required of a graduate. Future marketing students will also be able to know the industrial and organizational expectations required of them as a marketing graduate. This chapter clearly identifies some of the deficiencies in the area of practical skills required by marketing graduates in the context of Sarawak. This chapter is expected to provide the framework and prospect for conducting an in-depth quantitative research in Marketing education in future in Sarawak (Borneo).
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Muniapan, Balakrishnan, Margaret Lucy Gregory, and Lim Ai Ling. "Marketing Education in Sarawak." In Advances in Marketing, Customer Relationship Management, and E-Services, 112–30. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9784-3.ch008.
Full textAbstract:
The state of Sarawak is the biggest among the 13 states in Malaysia. It is strategically located in South East Asia in the island of Borneo. In the state of Sarawak, Marketing education has seen a tremendous growth over the years. Marketing is one of the most sought-after business courses by many school leavers. In Sarawak, Marketing education is provided by public and private universities and institutions of higher education in the form of degree and diploma courses. Marketing education views marketing as a discipline that can be learned through the classroom (off the job). However the employers' perspectives differ as they prefer hands on (on the job). The main challenge confronting the Sarawak institutions of higher learning is to produce marketing graduates capable of being competent marketing practitioners serving in public and private sectors. The question that remains unanswered is whether the marketing education curriculum content matches the trends and major forces in our external environment as proper attention to these dimensions will enable the institutions to produce graduates equipped with the relevant skills in the workforce or whether the curriculum content has been designed in recognition of the fact that students will need to cope with the complex nature of today's business planning and decision-making. The literature on marketing education in Sarawak, is limited and very few research articles are found exploring the effectiveness. The authors have contributed to the field of Marketing education in Sarawak in one of their previous article published five years ago. Therefore this chapter is an attempt by the authors to explore the effectiveness of marketing education in meeting the organizational needs in Sarawak from the perspectives of employers. This study uses qualitative methods which includes interview (face-to-face and telephone), informal discussions, email communications with managers, personal observations by the authors, and a review of literatures in the area of Marketing education. Marketing education, like marketing practice, is dynamic. Marketing education should continually evolve in such a manner to accommodate and satisfy various stakeholders such as government, business and industry, academics as well as students. The findings reveal several issues and challenges of Marketing education from the employers' perspectives in Sarawak. These findings will be useful for curriculum design of marketing courses. It will also assist marketing educators in understanding the organizational needs of marketing knowledge, skills and abilities required of a graduate. Future marketing students will also be able to know the industrial and organizational expectations required of them as a marketing graduate. This chapter clearly identifies some of the deficiencies in the area of practical skills required by marketing graduates in the context of Sarawak. This chapter is expected to provide the framework and prospect for conducting an in-depth quantitative research in Marketing education in future in Sarawak (Borneo).
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Leng, Ho Keat, and Philip Phua. "Eye Tracker Technology in Sports Sponsorship Research." In Encyclopedia of Organizational Knowledge, Administration, and Technology, 2278–85. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3473-1.ch157.
Full textAbstract:
Sports sponsorship is a common marketing strategy for many commercial organisations. There has been an interest in examining the effectiveness of this strategy particularly in terms of the recall rate of sponsored brands. In recent years, eye trackers have been employed to provide deeper insights in sports sponsorship research. The aim of this paper is to provide an overview of the potential contributions and methodological challenges in the use of eye trackers in sports sponsorship research. The paper will conclude with a discussion on the future directions of sports sponsorship research.
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Jovevski, Dimitar, Tanja Kamenjarska, and Ljupka Naumovska. "Strategic Perspectives of the Digital Marketing Transformation as An Enabler of Technological Change in Organizations During the COVID-19 Pandemic." In COVID-19 – RESHAPING MARKETING AND COMMUNICATIONS, 12–20. Proud Pen, 2020. http://dx.doi.org/10.51432/978-1-8381524-7-5_2.
Full textAbstract:
As the COVID-19 pandemic expands the proportions of its influence throughout the world, businesses are incessantly inspecting adapted techniques for developing a governance model that as core principles amalgamate the organizational change and digital transformation, inducing response to the triggered strong need of restructuring the management processes, marketing and communication strategies, organizational policies and procedures. By promoting a discourse that examines the impact of digitalization on the marketing communication channels in businesses, we aim to stress the importance of discovering a proper approach of developing business practices focussed on fostering a technological change in organizations and the development of adapted communication strategies. The dynamic nature of current marketing trends, increase the need of implementing innovative technologies and communication tools resulting in greater customer reach and customer retention. To improve the efficiency of marketing strategies, organizations should behold of the intraorganizational challenges and the potential strategic management approaches taken in consideration the regulatory and legal environments in which businesses operate. Hence, we attempt to identify the marketing and managerial implications of the current COVID-19 crisis and provide suggestions for proper resource allocation in terms of digitalization, resulting in enhanced operational excellence, effectiveness and efficiency. Notwithstanding the fact that environmental complexity led to organizational complexity as proposed by the contingency theory, it is out of major importance for businesses to find ways to enhance processes and utter digitalization in the marketing-communication strategies as part of organization’s internal environment, particularly during the COVID-19 pandemic crisis.
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Jovevski, Dimitar, Tanja Kamenjarska, and Ljupka Naumovska. "Strategic Perspectives of the Digital Marketing Transformation as An Enabler of Technological Change in Organizations During the COVID-19 Pandemic." In COVID-19 – RESHAPING MARKETING AND COMMUNICATIONS, 12–20. Proud Pen, 2020. http://dx.doi.org/10.51432/978-1-8381524-7-5_2.
Full textAbstract:
As the COVID-19 pandemic expands the proportions of its influence throughout the world, businesses are incessantly inspecting adapted techniques for developing a governance model that as core principles amalgamate the organizational change and digital transformation, inducing response to the triggered strong need of restructuring the management processes, marketing and communication strategies, organizational policies and procedures. By promoting a discourse that examines the impact of digitalization on the marketing communication channels in businesses, we aim to stress the importance of discovering a proper approach of developing business practices focussed on fostering a technological change in organizations and the development of adapted communication strategies. The dynamic nature of current marketing trends, increase the need of implementing innovative technologies and communication tools resulting in greater customer reach and customer retention. To improve the efficiency of marketing strategies, organizations should behold of the intraorganizational challenges and the potential strategic management approaches taken in consideration the regulatory and legal environments in which businesses operate. Hence, we attempt to identify the marketing and managerial implications of the current COVID-19 crisis and provide suggestions for proper resource allocation in terms of digitalization, resulting in enhanced operational excellence, effectiveness and efficiency. Notwithstanding the fact that environmental complexity led to organizational complexity as proposed by the contingency theory, it is out of major importance for businesses to find ways to enhance processes and utter digitalization in the marketing-communication strategies as part of organization’s internal environment, particularly during the COVID-19 pandemic crisis.