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Journal articles on the topic 'Organizational effectiveness – Ethiopia – Marketing'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

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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2

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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9

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.

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11

Brown, Ogden. "Marketing participatory ergonomics: current trends and methods to enhance organizational effectiveness." Ergonomics 33, no. 5 (May 1990): 601–4. http://dx.doi.org/10.1080/00140139008927169.

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Mavondo, Felix T. "Environment and strategy as antecedents for marketing effectiveness and organizational performance." Journal of Strategic Marketing 7, no. 4 (January 1999): 237–50. http://dx.doi.org/10.1080/096525499346350.

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Dunn, Mark G., David Norburn, and Sue Birley. "The impact of organizational values, goals, and climate on marketing effectiveness." Journal of Business Research 30, no. 2 (June 1994): 131–41. http://dx.doi.org/10.1016/0148-2963(94)90032-9.

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14

Minnis, William, and Dean Elmuti. "Organizational Effectiveness and Financial Performance: A Healthcare Study." Journal of Hospital Marketing & Public Relations 18, no. 2 (August 8, 2008): 115–34. http://dx.doi.org/10.1080/15390940802232408.

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15

Panayides, Photis M. "The impact of organizational learning on relationship orientation, logistics service effectiveness and performance." Industrial Marketing Management 36, no. 1 (January 2007): 68–80. http://dx.doi.org/10.1016/j.indmarman.2005.07.001.

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Zoogah, David B., Mike W. Peng, and Habte Woldu. "Institutions, Resources, and Organizational Effectiveness in Africa." Academy of Management Perspectives 29, no. 1 (February 2015): 7–31. http://dx.doi.org/10.5465/amp.2012.0033.

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17

Posdakoff, Philip M., and Scott B. Mackenzie. "Organizational Citizenship Behaviors and Sales Unit Effectiveness." Journal of Marketing Research 31, no. 3 (August 1994): 351–63. http://dx.doi.org/10.1177/002224379403100303.

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Organizational citizenship behaviors (OCBs) are defined as discretionary, extra-role behaviors on the part of a salesperson that have been shown to influence managers’ evaluations of performance. It has been suggested that one reason managers value OCBs is that they believe OCBs contribute to organizational success. The authors’ purpose is to investigate the impact of OCBs on objective unit performance and compare this effect with the impact that OCBs have on managerial evaluations. First, the impact of OCBs on overall performance evaluations is examined. Second, the aggregate effects of unit-level OCBs on agency performance are examined using objective performance data for 116 agencies in a major insurance company. The results show that OCBs make an important contribution to overall agency performance; however, some citizenship behaviors appear to help and others hinder agency performance. Finally, a comparison of the results of the two studies suggests that managers tend to overvalue some citizenship behaviors and undervalue others.

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Taghizadeh, Seyedeh Khadijeh, Syed Abidur Rahman, Md Mosharref Hossain, and Md Masudul Haque. "Characteristics of organizational culture in stimulating service innovation and performance." Marketing Intelligence & Planning 38, no. 2 (August 1, 2019): 224–38. http://dx.doi.org/10.1108/mip-12-2018-0561.

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Purpose The purpose of this paper is to examine the influence of four organizational culture traits, consistency, cooperativeness, effectiveness and innovativeness, on radical and incremental type of service innovations, which leads to new service market performance (NSMP). Design/methodology/approach The data are collected through a cross-sectional survey of 171 bank managers in Bangladesh and analyzed through structural equation modelling using SmartPLS software. Findings The results reveal no impact of “consistency” as a cultural trait on “radical” and “incremental” service innovations. “Cooperativeness” and “innovativeness” impact incremental and radical service innovations positively. “Effectiveness” impacts radical service innovations positively. Radical and incremental service innovations impact NSMP significantly. Practical implications These findings add to the knowledge in terms of how organizational culture can make service innovations happen in the growing banking industry in a developing market. Originality/value The model links organizational culture traits (internal/external and flexibility/control focussed) with radical and incremental service innovation.

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19

Kowal, Witold. "Zmienność wpływu efektów marketingowych na ocenę skuteczności przedsiębiorstwa w świetle wyników badań menedżerów przedsiębiorstw." Zeszyty Naukowe SGGW, Polityki Europejskie, Finanse i Marketing, no. 15(64) (May 20, 2016): 75–83. http://dx.doi.org/10.22630/pefim.2016.15.64.7.

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Organizational evaluations are something obvious. Company effectiveness may be the subject of such an evaluation. Most often, effectiveness is associated with the accomplishment of goals. The development of marketing concepts has demonstrated numerous relationships between the results representing a firm’s principal goals and its marketing outcomes. This paper aims to examine the differences in importance attached to the results of various marketing activities for the purposes of organizational assessment. Therefore, it would seem justified to expect a growing impact of marketing outcomes on the evaluation of organisational effectiveness. The results of the study proved that an increase in the significance attributed to effectiveness as a criterion for organisational evaluation was accompanied by a corresponding increase in the significance attributed to the results representing a company's principal goals. The same tendency could be observed only in respect of small number of marketing outcomes.

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20

Edwards, Mark R. "Symbiotic leadership: A creative partnership for managing organizational effectiveness." Business Horizons 35, no. 3 (May 1992): 28–33. http://dx.doi.org/10.1016/0007-6813(92)90066-i.

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Mjahed Hammami, Samiha, Nizar Souiden, and Abdelfattah Triki. "Service recovery as an organizational capability." Qualitative Market Research: An International Journal 21, no. 3 (June 11, 2018): 316–36. http://dx.doi.org/10.1108/qmr-03-2016-0030.

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PurposeThis paper aims to explore and conceptualize service recovery as an organizational capability. It proposes a new construct labeled knowledge-enabled recovery effectiveness (KERE).Design/methodology/approachMeasures capturing the KERE construct were developed through domain identification, item pool generation using focus group interviews with managers involved in complaint management and content expert validation.FindingsA first pool of 73 items was generated and then reduced to 37 items. Focus group interviews confirm the theoretical relevance of the KERE construct. Recovery culture, recovery process and internal recovery resources are the different components of a firm’s knowledge that serve as inputs, or as a source of a firm’s service recovery capabilities.Research limitations/implicationsA quantitative study is needed in future research to assess the KERE’s construct structure and validity.Practical implicationsManagers may use the proposed scale to foster effective and relevant marketing strategies by setting clear policies that consider service recovery as a knowledge-based activity rather than a control targeted activity.Originality/valueThis research demonstrates the mutual dialogue between service recovery and knowledge-based capabilities. Also, it proposes a new concept labeled KERE and a raw scale to further understand firms’ aptitude in service recovery.

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Wassie, Solomon Bizuayehu, Hitoshi Kusakari, and Sumimoto Masahiro. "Inclusiveness and effectiveness of agricultural cooperatives: recent evidence from Ethiopia." International Journal of Social Economics 46, no. 5 (May 13, 2019): 614–30. http://dx.doi.org/10.1108/ijse-07-2018-0340.

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Purpose Using a recent rural farm household survey, the purpose of this paper is to investigate inclusiveness and effectiveness of agricultural cooperatives in Ethiopia. Design/methodology/approach The study employs a logit model to examine inclusiveness and an endogenous switching regression (ESR) model to evaluate the effectiveness of agricultural cooperatives. Findings The results show that agricultural cooperatives are less inclusive of land-poor and illiterate households. On the other hand, the estimated results indicate that cooperatives effectively improved agricultural performance and welfare of its member households – i.e. membership in cooperatives increases yield and income by 1.37 quintal/hectare and 1,804 birr, respectively. Moreover, the result shows that marketing cooperatives effectively increased marketed surplus of their members by 34 percent. Research limitations/implications The study has important implications regarding the ways to improve the effectiveness and/or inclusiveness of agricultural cooperatives. Originality/value While accounting for the collective behavior of cooperatives, this study uses multiple outcome variables in examining the effectiveness of cooperatives in Ethiopia. Furthermore, this paper employs the ESR model and accounts for potential problems in estimating impact using non-experimental data.

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Pimenta da Gama, António. "A renewed approach to services marketing effectiveness." Measuring Business Excellence 15, no. 2 (May 31, 2011): 3–17. http://dx.doi.org/10.1108/13683041111131583.

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Stefanov Velev, Mladen, and Ivo Todorov Marinov. "Research of Bulgarian companies' marketing effectiveness." Managerial Auditing Journal 19, no. 6 (August 2004): 774–89. http://dx.doi.org/10.1108/02686900410543886.

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Colclough, Michael, and TH M. A. Bemelmans. "Beyond Productivity: Information System for Organizational Effectiveness." Journal of the Operational Research Society 36, no. 4 (April 1985): 341. http://dx.doi.org/10.2307/2582423.

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Colclough, Michael. "Beyond Productivity: Information System for Organizational Effectiveness." Journal of the Operational Research Society 36, no. 4 (April 1985): 341–42. http://dx.doi.org/10.1057/jors.1985.58.

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Elmuti, Dean, Heather Jia, and Dane Gray. "Customer relationship management strategic application and organizational effectiveness: an empirical investigation." Journal of Strategic Marketing 17, no. 1 (February 2009): 75–96. http://dx.doi.org/10.1080/09652540802619301.

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Nazifi, Amin, Dahlia El-Manstrly, and Katja Gelbrich. "Customers’ reactions to different organizational tactics in a service termination context." European Journal of Marketing 54, no. 1 (December 6, 2019): 26–48. http://dx.doi.org/10.1108/ejm-02-2018-0139.

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Purpose This study aims to examine the effects of organizational tactics (e.g. explanation and monetary compensation) on customers’ reactions to service termination. The mediating role of anger and the moderating role of termination strategy on the effectiveness of organizational tactics are examined to enhance the understanding of customers’ reactions to service termination. Design/methodology/approach Three experimental studies are conducted with different contexts (telecom and banking) and samples (students and consumers). Findings Study 1 results show that explanation and high monetary compensation reduce negative word-of-mouth and enhance corporate image and anger mediates these effects. Study 2a results show that high monetary compensation becomes ineffective when firms use a soft termination approach. Study 2b results show that an explanation is equally effective in soft and hard termination approaches. Importantly, unlike high monetary compensation, the explanation can fully eliminate the negative consequences of service termination. Practical implications Managers can mitigate negative customers’ reactions to service termination by offering a truthful explanation. Further, they should provide high monetary compensation only if they do not help dismissed customers find an alternative provider. Originality/value This paper contributes to the service termination literature by shedding more light on the effectiveness of different organizational tactics following different termination strategies. The findings challenge existing wisdom on the overrated role of monetary compensation showing that in service termination, the explanation is the most effective remedy. Further, unlike justice, anger better explains customers’ reactions to service termination.

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Nygaard, Arne, and Robert Dahlstrom. "Role Stress and Effectiveness in Horizontal Alliances." Journal of Marketing 66, no. 2 (April 2002): 61–82. http://dx.doi.org/10.1509/jmkg.66.2.61.18474.

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Horizontal arrangements are increasingly deployed in organizational networks, yet research has rarely examined the effectiveness of these alliances. The coalition of disparate corporate cultures yields appreciable levels of role stress for people in boundary-spanning positions. Dedicated assets and communication modality are factors that influence the level of role ambiguity and conflict. The authors implicate these facets of role stress as antecedents to four forms of effectiveness drawn from the competing values framework. The authors present alternative perspectives that examine the relationship between stress and performance. The received view frames role stressors as linear, negative antecedents to organizational outcomes. The authors contrast this perspective with theories that espouse triphasic, parabolic, and interactive influences of stressors on organizational outcomes. Data gathered with 218 managers of dual-branded retail oil outlets indicate that the relevance of these alternative perspectives is mitigated by the form of effectiveness pursued by the organization. The results support a linear relationship between role conflict and bargaining efforts, yet they also offer evidence of nonlinear influences of role ambiguity on contributions to sales, customer satisfaction, and competence. The study concludes with a discussion of relevance of the findings to the management of horizontal alliances and to interorganizational theory.

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Herhausen, Dennis, Sven Henkel, and Petra Kipfelsberger. "One size does not fit all: How construal fit determines the effectiveness of organizational brand communication." BRQ Business Research Quarterly 23, no. 4 (October 2020): 305–18. http://dx.doi.org/10.1177/2340944420966924.

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While increasing the organizational identification of employees has been described as the ultimate goal of internal marketing and internal branding, one of its most common practices is to communicate organizational values both internally and externally. However, very little is known about the relative effectiveness of different types of organizational brand communication. Drawing from construal level theory, this research investigates whether the degree of construal fit, defined as the extent to which the construal of communication matches an employee’s construal of headquarters, determines the relative impact of organizational brand communication. A series of studies consisting of two cross-industrial multilevel field studies and a lab experiment provide evidence that organizational brand communication with low-level (high-level) construal is more effective to target employees with low (high) social distance to headquarters. These findings suggest that construal fit qualifies the effectiveness of organizational communication. JEL CLASSIFICATION: M3 Marketing and Advertising

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Lee, Dong Young, Kwang Min Cho, and Bum Gyu Im. "Structural Relationships among Internal Marketing, Organizational Effectiveness and Customer Orientation in Golf Courses." Journal of Sport and Leisure Studies 46 (November 30, 2011): 377–91. http://dx.doi.org/10.51979/kssls.2011.11.46.377.

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Citra, Anathasia. "Audit Komunikasi Pemasaran Motion Radio: Analisis Media Organizational Model melalui Metode Sostac." Humaniora 2, no. 2 (October 31, 2011): 1267. http://dx.doi.org/10.21512/humaniora.v2i2.3187.

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This research is about the marketing communication audit of Otomotion FM that re-branding into Motion Radio by analyzing Media Organizational Model through SOSTAC method, Situation-Objective-Strategy-Tactics-Action-Control. This research is also to see the contribution of Reputation Marketing Strategy to achieve the goals of re-branding, This is a descriptive research with qualitative approach by using in depth interviews by using marketing communication audit format that operates Media Organizational Model and SOSTAC. The result of Marketing Communication Audit shows the effectiveness, strength and weakness of the previous and ongoing marketing communication as a guide to make marketing communications plan and as an input to the marketing communication study because increasingly competitive media business.

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Menon, Anil, and P. Rajan Varadarajan. "A Model of Marketing Knowledge use within Firms." Journal of Marketing 56, no. 4 (October 1992): 53–71. http://dx.doi.org/10.1177/002224299205600405.

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The process of knowledge utilization within firms has come to be viewed as an increasingly important area for research in light of its implications for organizational effectiveness. However, our current understanding of this phenomenon is limited because the process of knowledge use in organizations is complex and difficult to conceptualize and measure. Building on prior research in public policy, sociology, marketing, and other administrative disciplines, the authors first explicate the nature of knowledge utilization and propose a framework for circumscribing the concept of knowledge utilization. Next, using an emerging theoretical perspective on knowledge utilization, the “organizational” view, the authors present a conceptual model and research propositions that provide insights into informational and organizational factors that affect marketing knowledge utilization in firms.

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Ruekert, Robert W., Orville C. Walker, and Kenneth J. Roering. "The Organization of Marketing Activities: A Contingency Theory of Structure and Performance." Journal of Marketing 49, no. 1 (January 1985): 13–25. http://dx.doi.org/10.1177/002224298504900102.

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Previous analysis of marketing organization has focused on the coordination of marketing activities and on organizational forms used to accomplish this, while ignoring the organization of marketing tasks at the work unit level. This article develops a contingency approach to the structure and performance of marketing activities at the work unit level, as well as higher levels within organizations, by blending the theoretical implications of traditional organization theory and transaction cost economics. Four propositions are developed to explain the effectiveness, efficiency, and adaptiveness of various marketing organizational structures. In addition, four basic structures of marketing organization are also explored.

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Kolyev, А. А., and M. V. Sukhareva. "Legal and organizational aspects of marketing in penitentiary institutions." Penitentiary science 13, no. 3 (December 9, 2019): 386–91. http://dx.doi.org/10.46741/2686-9764-2019-13-3-386-391.

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The aim of this study is to consider the features of marketing activities in the penal institutions in a legal and organizational perspective, the subject is marketing activities in the penal system as a complex of organizational, production and commercial marketing activities. The article considers the results of reforming the industrial sector of the penal system, the process of formation of labor adaptation centers for convicts and production (labor) workshops, the relevance of the development of marketing activities in the penal system; a description of the problems of organizing production, including marketing, activities in the institutions of the penal system, related to the implementation of the provisions of the Federal Law dated 05.04.2013 No. 44-FZ “On the contract system in the field of procurement of goods, works, services to meet state and municipal needs” and other legal acts. The main result of the study is the development of proposals aimed at changing the regulatory framework and the implementation of organizational measures to increase the level of employment of convicts, the effectiveness of marketing and production activities of penal institutions. The experience presented can be used by specialists and heads of institutions and bodies of the penal system dealing with the organization of production and marketing activities as well as scientists conducting research in this area.

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Sin, Leo Y. M., and Alan C. B. Tse. "How does marketing effectiveness mediate the effect of organizational culture on business performance? The case of service firms." Journal of Services Marketing 14, no. 4 (July 2000): 295–309. http://dx.doi.org/10.1108/08876040010334510.

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Medvedeva, Yulia. "Evaluation of the results of marketing management of retail structures’ innovative development." E3S Web of Conferences 210 (2020): 13043. http://dx.doi.org/10.1051/e3sconf/202021013043.

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Evaluation of the effectiveness of marketing management of retail structures’ innovative development is necessary to measure the effectiveness of the enterprise and to evaluate strategic ways of business development. Both of these areas determine the competitiveness of retail structures (RS). The article substantiates the approach to the effectiveness of marketing management of retail structures’ innovative development based on the compliance of development plans, organizational systems and structures with the strategic goal of innovative development, as well as the possibility of achieving the goals of innovative development strategies at various planning horizons, monitoring and adjusting adopted and/or implemented innovative development plans. Evaluation of the effectiveness of marketing management of retail structures’ innovative development is based on a comprehensive approach to the results of RS development. The paper offers an original approach to evaluating the effectiveness and efficiency of marketing management of RS innovative development, which allows you to identify the relationships between the components of the model to determine how the resources involved in marketing management processes generate an impact. The main directions of evaluating the effectiveness of marketing management of retail structures’ innovative development are determined through the effect received by the commodity circulation participants.

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Koob, Clemens. "Determinants of content marketing effectiveness: Conceptual framework and empirical findings from a managerial perspective." PLOS ONE 16, no. 4 (April 1, 2021): e0249457. http://dx.doi.org/10.1371/journal.pone.0249457.

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Content marketing has gained momentum around the world and is steadily gaining importance in the marketing mix of organizations. Nevertheless, it has received comparatively little attention from the scientific community. In particular, there is very little knowledge about the effectiveness, optimal design and implementation of content marketing. In this study, the authors conceptualize content marketing as a set of activities that are embedded in and contingent on the specific organizational context. Based on this framework, the authors empirically investigate the context features determining content marketing effectiveness from a managerial perspective, using primary data collected from senior marketers in 263 organizations from various sectors and across different size categories, conducting multiple regression analysis. The empirical results indicate that clarity and commitment regarding content marketing strategy and a content production in line with the organization’s target groups’ content needs as well as normative journalistic quality criteria are context factors associated with higher content marketing effectiveness. The outcomes also reveal that regularly measuring content marketing performance and using the data obtained as guidance for improving content offerings positively influence content marketing effectiveness, as do structural specialization and specialization-enabling processes and systems. The insights provided in this study could offer important theoretical contributions for research on content marketing and its effectiveness and may help practitioners to optimize the design and implementation of content marketing initiatives.

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Elmuti, Dean. "The Perceived Impact of Supply Chain Management on Organizational Effectiveness." Journal of Supply Chain Management 38, no. 3 (June 2002): 49–57. http://dx.doi.org/10.1111/j.1745-493x.2002.tb00135.x.

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Vorhies, Douglas W. "An investigation of the factors leading to the development of marketing capabilities and organizational effectiveness." Journal of Strategic Marketing 6, no. 1 (January 1998): 3–23. http://dx.doi.org/10.1080/096525498346676.

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Leisen, Birgit, Bryan Lilly, and Robert D. Winsor. "The effects of organizational culture and market orientation on the effectiveness of strategic marketing alliances." Journal of Services Marketing 16, no. 3 (June 2002): 201–22. http://dx.doi.org/10.1108/08876040210427209.

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TANG, ZHI, and CLYDE EIRÍKUR HULL. "THE STRATEGY CONFIGURATION OF CHINESE SMEs." Journal of Enterprising Culture 19, no. 03 (September 2011): 229–59. http://dx.doi.org/10.1142/s0218495811000799.

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This paper investigates how Chinese SMEs configure marketing, cost-control, and innovation strategies in order to attain better organizational effectiveness. Rather than the more standard approach of suggesting that SMEs focus exclusively on one strategy, we hypothesize that when a strategy configuration is composed of multiple prioritized and related strategies, organizational effectiveness will be improved. Data collected from 133 small and medium-sized Chinese SMEs verified our hypotheses. The implications of our study for Chinese SMEs, China's policy makers, and overseas investors are discussed.

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Berthon, P. R., L. F. Pitt, and M. H. Morris. "External And Internal Customer Managers: Differences In Perception And Decision-Making In The Marketing And Human Resource Dyad." Journal of Applied Business Research (JABR) 12, no. 1 (September 12, 2011): 77. http://dx.doi.org/10.19030/jabr.v12i1.5840.

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Interfunctional relations and their implications for organizational effectiveness is increasingly becoming a major strategic issue. Marketing and human resources (HR) are concerned with building relationships; marketing is the function charged with managing relationships with external customer, whilst HR is the function obligated to the task of managing relationships internally. Indeed, there seems to have been a certain crossover between these functions as issues such as internal marketing (cf. George 1990) and the marketing of the HR function (cf. Price 1993) have received attention of late. This article explores the Marketing-HR dyad from the perspective of problem perception. How a problem is perceived determines to a substantial degree the subsequent course of problem solving action. The concept of decision-making context is introduced as the ratio of problem types encountered. To differentiate managers on an individual level the construct of perception type is expounded. The study finds significant differences in perceptions between the marketing and HR, and between different perception types. It is argued that a better understanding of the differences in the decision-making processes between key functions is essential if the hope of enhancing organizational effectiveness through inter-functional cooperation is not to remain an elusive Shangri-La.

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Kohli, Ajay. "Determinants of Influence in Organizational Buying: A Contingency Approach." Journal of Marketing 53, no. 3 (July 1989): 50–65. http://dx.doi.org/10.1177/002224298905300307.

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The author investigates factors that affect an individual's influence in a buying center. A field investigation of 251 organizational purchase decisions suggests that expert power is the most important influence determinant, followed by reinforcement power. Interestingly, the effectiveness of individual power bases is found to vary with buying center size, viscidity, time pressure, and the strength of accompanying influence attempts. New measures of different types of power and influence in group settings are developed, validated, and offered for use in future research.

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Saeedinejad, Mohammad Mahdi. "The Study of the Effect of Internal Marketing on Sales Staff Performance with an Emphasis on the Role of Organizational Commitment." Asian Social Science 12, no. 6 (May 20, 2016): 169. http://dx.doi.org/10.5539/ass.v12n6p169.

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<p>This study aimed to achieve the improvement of sales based on the effect of internal marketing on Sales staff performance with an emphasis on the role of organizational commitment in Pama Shoes Company. The statistical population of this study included all the staff working in Pama Shoes Company. According to Krejcie and Morgan table, the sample size was determined as 217 subjects and simple random sampling was used. The research method was descriptive-correlational and data collection was done by questionnaire. A questionnaire designed by Moni and Forman (1995) was used to measure internal marketing. Allen and Meyer standard questionnaire (2000) was used to measure organizational commitment and Hamburg (2011) questionnaire with Likert scale was also used to measure Sales staff performance. The validity of research tool was confirmed by using the opinions of experts and the reliability of internal marketing questionnaire was confirmed as 0/890, Sales staff performance as 0/877 and organizational commitment as 0/834 by using Cronbach alpha. Data were analyzed by structural equations model. The results of this study show that the dimensions of internal marketing (rewarding, development of staff, and Organizational Vision) have a positive and significant effect on Sales staff performance. In addition, organizational commitment has a favorable moderating role in the effectiveness of internal marketing on Sales staff performance.</p>

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Chang, Ahrum. "Resource Stability and Federal Agency Performance." American Review of Public Administration 51, no. 5 (April 13, 2021): 393–405. http://dx.doi.org/10.1177/02750740211005046.

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Resources are essential for organizations to cope with challenges and to achieve their desirable outcomes. Although much scholarly attention has been paid to the type or level of resources allocated or used to enhance organizational effectiveness, relatively little effort has been made to analyze whether and how resource changes influence organizational performance. Considering today’s unstable fiscal climate, this study focuses on how government agencies respond to their budget fluctuations—both gains and cuts—and their distinctive impact on agency performance. Using data from the Performance and Accountability Reports from FY 2004 through FY 2014, we analyze the effect of budgetary resource changes on organizational performance in 52 U.S. federal agencies. Findings show that agency effectiveness is significantly influenced by budget changes. In particular, we find an asymmetric relationship between budgetary resource changes and organizational performance. It appears that budget cuts are not associated with changes in agency performance, whereas budgetary resource gains are associated with dampened agency effectiveness. Ultimately, this study provides insights into public organizations’ resilience and calls for considering change management perspectives when exploring resource–performance linkages.

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Smith, J. Brock, and Donald W. Barclay. "The Effects of Organizational Differences and Trust on the Effectiveness of Selling Partner Relationships." Journal of Marketing 61, no. 1 (January 1997): 3–21. http://dx.doi.org/10.1177/002224299706100102.

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Selling alliances that are formed to cooperatively develop and maintain customer relationships are among the new organizational forms that marketing managers utilize for competitive advantage. To be successful, these alliances require sales representatives from allied organizations to work effectively as selling partners. The authors develop a trust-based model of effective selling partner relationships and test it in the context of the computer industry. Partial Least Squares analysis of 103 dyadic relationships found that organizational differences were modest predictors of three dimensions of mutual perceived trustworthiness, which in turn differentially affected three trusting behaviors. Trusting behaviors were found to have a somewhat greater effect on perceived task performance than on mutual satisfaction, whereas dimensions of trustworthiness had both direct and indirect effects on satisfaction. The authors discuss the managerial and theoretical implications of these results.

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Katsikea, Evangelia, Marios Theodosiou, and Robert E. Morgan. "Managerial, organizational, and external drivers of sales effectiveness in export market ventures." Journal of the Academy of Marketing Science 35, no. 2 (May 1, 2007): 270–83. http://dx.doi.org/10.1007/s11747-007-0041-5.

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Yibrie Ahmed, Ahmed. "Data-based decision making in primary schools in Ethiopia." Journal of Professional Capital and Community 4, no. 3 (July 8, 2019): 232–59. http://dx.doi.org/10.1108/jpcc-11-2018-0031.

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Purpose The Ethiopian educational system has witnessed considerable structural and curricular changes aimed to address access, equity and relevance. At the same time, there are serious concerns about educational quality as a consequence of these changes. Data use can be an important approach for changing the planning, execution, monitoring and evaluation of activities having the purpose of improving teaching and learning. The purpose of this paper is, therefore, to investigate data use in primary education in Ethiopia. Design/methodology/approach Using a mixed methods approach, surveys and semi-structured interviews were conducted to collect data from a cluster random sample of eight primary schools representing four different levels of effectiveness in implementing a mandated school improvement program in Ethiopia. Findings The availability of wider ranges of input, process, outcome and context data per se does not ensure actual use. A complex combination of data, user and organizational factors influences data use in schools, with organizational factors appearing to be most influential. Unrealistic accountability pressures and lack of targeted supervision support seemed to cause unintended data use, such as abuse of data. Practical implications Schools need more systematic professional development in data use, with explicit attention to school leadership. Moreover, it is important to make educational inspection processes more responsive to the demands of the school improvement process by adding aspects of the school improvement tradition, such as data-based decision making. Originality/value This study contributes to understanding of the nature, characteristics and processes of data use in a developing country context, in which competing accountability mandates often shape policy and practice.

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Vanharanta, Markus, Alan J.P. Gilchrist, Andrew D. Pressey, and Peter Lenney. "The reflexive turn in key account management." European Journal of Marketing 48, no. 11/12 (November 4, 2014): 2071–104. http://dx.doi.org/10.1108/ejm-10-2010-0561.

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Purpose – This study aims to address how and why do formal key account management (KAM) programmes hinder effective KAM management, and how can the problems of formalization in KAM be overcome. Recent empirical studies have reported an unexpected negative relationship between KAM formalization and performance. Design/methodology/approach – An 18-month (340 days) ethnographic investigation was undertaken in the UK-based subsidiary of a major US sports goods manufacturer. This ethnographic evidence was triangulated with 113 in-depth interviews. Findings – This study identifies how and why managerial reflexivity allows a more effectively combining of formal and post-bureaucratic KAM practices. While formal KAM programmes provide a means to initiate, implement and control KAM, they have an unintended consequence of increasing organizational bureaucracy, which may in the long-run hinder the KAM effectiveness. Heightened reflexivity, including “wayfinding”, is identified as a means to overcome many of these challenges, allowing for reflexively combining formal with post-bureaucratic KAM practices. Research limitations/implications – The thesis of this paper starts a new line of reflexive KAM research, which draws theoretical influences from the post-bureaucratic turn in management studies. Practical implications – This study seeks to increase KAM implementation success rates and long-term effectiveness of KAM by conceptualizing the new possibilities offered by reflexive KAM. This study demonstrates how reflexive skills (conceptualized as “KAM wayfinding”) can be deployed during KAM implementation and for its continual improvement. Further, the study identifies how KAM programmes can be used to train organizational learning regarding KAM. Furthermore, this study identifies how and why post-bureaucratic KAM can offer additional benefits after an organization has learned key KAM capabilities. Originality/value – A new line of enquiry is identified: the reflexive-turn in KAM. This theoretical position allows us to identify existing weakness in the extant KAM literature, and to show a practical means to improve the effectiveness of KAM. This concerns, in particular, the importance of managerial reflexivity and KAM wayfinding as a means to balance the strengths and weaknesses of formal and post-bureaucratic KAM.

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