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1
Abdullah Saif, Nashwan Mohammed, and Wang Aimin. "Exploring the Value and Process of Marketing Strategy: Review of literature." International Journal of Management Science and Business Administration 2, no. 2 (2014): 7–18. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.22.1001.
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Marketing strategy represents a key element of success for organizations. Executing an effective marketing strategy is just as important as conceptualizing and creating it. Through marketing strategy implementation firms employ scarce resources through marketing capabilities in order to attain the set goals and targets. In order to illustrate the value of marketing strategy and the process of implementation a detailed literature review was performed. A total of (Number of Studies Depending On the References Count, After Employee Deletion) studies on the topic of marketing strategy have been examined. The meta-analysis uncovers two distinct but related features to marketing strategy content: marketing strategy decisions and marketing strategy decision implementation. The literature also suggests there is a relationship of marketing strategy, and marketing mix elements on organizational performance, and emphasizes a further need to perform conceptual and empirical studies. The originality and value of the review lies in the fact that marketing strategy has been analyzed both in terms of its outcomes and as a process that does not yield satisfactory results without effective implementation.
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Frigotto, M. Laura, Graziano Coller, and Paolo Collini. "The Strategy and Management Control Systems relationship as emerging dynamic process." Journal of Management & Governance 17, no. 3 (December 20, 2011): 631–56. http://dx.doi.org/10.1007/s10997-011-9198-x.
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Kilgour, Mark, Sheila L. Sasser, and Roy Larke. "The social media transformation process: curating content into strategy." Corporate Communications: An International Journal 20, no. 3 (August 3, 2015): 326–43. http://dx.doi.org/10.1108/ccij-07-2014-0046.
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Purpose – Social media is an engaging area of research that is rapidly evolving. The purpose of this paper is to focus on how corporations should effectively utilize this new media as a marketing channel. The key to any successful communication strategy is matching the message to the target audience and achieving customer engagement. Two important target audience variables were identified as crucial when determining an organization’s social media communications strategy: the level of brand relationship, and the level of category involvement. Design/methodology/approach – Depth interviews were initially employed, followed by questionnaires, and then computer assisted content analysis was performed on 723 online media articles relating to social media marketing to identify semantic and conceptual relationships. Findings – Research from both a customer and corporate perspective led to insights into how organizations can develop their social media strategies in order to transform their brand message from being perceived as a commercial source of information to a social source – the social media transformation process. Research limitations/implications – This research suggests a finer level of segmentation of social media users that will lead to content strategies adapted to fit the current levels of brand and category involvement. This could be used by organization to develop a model of best practice to achieve their social media objectives. Practical implications – It is crucial for organizations to understand how different groups of users influence, receive, curate, and interact via social media. The greater the depth of this knowledge, the greater the effectiveness of content marketing strategies developed by the corporation. Organizations that utilize social media marketing must carefully analyse the large amount of consumer information available to them, listen to consumer conversations, and determine the needs and segments that will be most receptive to different approaches. They must also accept that in a social media environment user generated content and interactive communication processes should be at the heart of successful strategy. Originality/value – To date, there has been limited analysis of how relationship and involvement factors drive social media content (Cho et al., 2014; Malthouse et al., 2013). More research is needed to understand how key user characteristics lead to content that fully utilizes the social interaction and message diffusion potential of this media. This paper introduces a hierarchy of content marketing based upon the type of relationship between the user and the organization, as well as their level of product category involvement.
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Lavarda, Rosalia Aldraci Barbosa, María Teresa Canet-Giner, and Fernando Juan Peris-Bonet. "How middle managers contribute to strategy formation process: connection of strategy processes and strategy practices." Revista de Administração de Empresas 50, no. 4 (December 2010): 358–70. http://dx.doi.org/10.1590/s0034-75902010000400002.
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The role of middle management is essential when managing integrative and emergent strategy formation processes. We stand out the importance of its role connecting micro and macro organizational level offering a very important contribution when examining the strategy-as-practice perspective and integrative strategy formation process. The main goal of this research is to analyse the relationship between the integrative strategy formation process and the roles of middle management under the strategy-as-practice perspective. To check it out we adopted a qualitative methodology droving a case analysis in a Spanish University. Data was collected by means of personal interviews with members of different levels of the Institution, documents analysis and direct observation. In advance of some results we find out that the University develops an integrative strategy formation process and confers to middle management an important role extended all over the organization.
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Adeinat, Iman. "Mediating Effects between Perspectives in Strategy Maps." Administrative Sciences 9, no. 1 (February 3, 2019): 14. http://dx.doi.org/10.3390/admsci9010014.
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Many researchers have highlighted the importance of strategy maps for improving organizational performance and providing an entire organization with a cognitive representation of its strategic objectives. However, arguing that strategy maps do not assign weight to each perspective, other researchers have generated weighted strategy maps and used various optimization models to highlight the most important perspective. In this study, I argue that organizations should understand all the causal links in a strategy map and explore paths toward improvement rather than focusing on just one perspective. To that end, I analyse all the causal relationships in the strategy map developed for a major postal service in Saudi Arabia and identify two principal mediating relationships: (1) the relationship between the learning and growth perspective and the customer perspective as mediated by the internal business process perspective and (2) the relationship between the internal business process perspective and the financial performance perspective as mediated through the customer perspective.
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Özsomer, Ayşegül, and Gregory E. Prussia. "Competing Perspectives in International Marketing Strategy: Contingency and Process Models." Journal of International Marketing 8, no. 1 (March 2000): 27–50. http://dx.doi.org/10.1509/jimk.8.1.27.19561.
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Empirical studies investigating the relationship between marketing standardization and performance have generated mixed results. This study investigates the causal ordering between marketing strategy and marketing structure as determinants of subsidiary performance. The authors propose a multiple contingencies approach that tests both the contingency (e.g., Chandler 1962 ) and the process (e.g., Bower 1970 ) frameworks in the subsidiary context. Findings based on a two-phase longitudinal study provide initial support for the framework that suggests that marketing structure follows marketing strategy. In response to increased target market similarity, companies in the study opted for more standardized marketing strategies. Furthermore, centralization of structure mediated the relationship between marketing strategy and subsidiary performance. The performance impact of centralization, however, was cross-lagged and negative. Results suggest adapting marketing strategies to local markets as a way of enhancing performance.
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Payne, Adrian, and Pennie Frow. "A Strategic Framework for Customer Relationship Management." Journal of Marketing 69, no. 4 (October 2005): 167–76. http://dx.doi.org/10.1509/jmkg.2005.69.4.167.
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In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach that positions CRM at a strategic level. They identify five key cross-functional CRM processes: a strategy development process, a value creation process, a multichannel integration process, an information management process, and a performance assessment process. They develop a new conceptual framework based on these processes and explore the role and function of each element in the framework. The synthesis of the diverse concepts within the literature on CRM and relationship marketing into a single, process-based framework should provide deeper insight into achieving success with CRM strategy and implementation.
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Senaji, Thomas, and Andrew B. Nyaboga. "Knowledge Management Process Capability: Operations Strategy Perspective." International Journal of Management & Information Systems (IJMIS) 15, no. 3 (June 16, 2011): 147. http://dx.doi.org/10.19030/ijmis.v15i3.4651.
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According to the resource based view (RBV) of the firm (Wernerfeldt, 1984; Barney, 2004) and distributed knowledge system view of the firm, knowledge is a critical organizational resource that contributes to superior performance if relevant KM capabilities are built and applied to the knowledge resources. The perspective that sound operations strategy applied to knowledge is necessary for a firm to take full advantage of knowledge management programmes is explored in this paper. The objective of this paper is to document empirical evidence from existing literature on the effect of KM process capability on performance of firms and to identify opportunities for further research which can generate more knowledge to help in the understanding of this relationship leading to the improvement of the contribution of knowledge to performance. An empirical literature survey method was used to collect information regarding KM process capability and its effect on performance. The results suggest that knowledge management process operations positively impact performance. Arising from these findings, it is proposed that studies be launched to determine the relative disposition and contribution of each of the KM process capabilities operations to performance. Such studies will guide organizations in building KM process capabilities and carrying out operations which can be leveraged for sustainable superior performance using knowledge resources.
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Payal, Ruchi, Salma Ahmed, and Roma Mitra Debnath. "Impact of knowledge management on organizational performance." VINE Journal of Information and Knowledge Management Systems 49, no. 4 (November 11, 2019): 510–30. http://dx.doi.org/10.1108/vjikms-07-2018-0063.
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Purpose The purpose of this paper is to explore the dynamic relationships among the essential knowledge management (KM) constructs, i.e. strategy, enablers and processes, and to establish their links to organizational performance using a holistic integrated model. Design/methodology/approach The structural equation modeling approach was used in the research study. The primary data were collected from IT managers in Indian software firms. Findings The study successfully tested an integrated KM model in an Indian scenario. The study found that the KM strategy, enablers and processes had a significant positive relationship with the organizational performance. An appropriately designed KM strategy significantly influenced the KM enablers and KM process. KM enablers nurtured in an organization positively impacted the KM process. Furthermore, the KM process partially mediated the relationship between the KM strategy and organizational performance, and partially mediated the relationship between KM enablers and organizational performance. Originality/value This study is one of the few to empirically establish how the essential KM constructs of strategy, enablers and processes together impact organizational performance.
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Zaidi, Faza Ihsan, Emma Marinie Ahmad Zawawi, and Rumaizah Mohd Nordin. "Strategy implementation process for better employees’ performance in construction companies." MATEC Web of Conferences 266 (2019): 03002. http://dx.doi.org/10.1051/matecconf/201926603002.
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Strategy implementation is known as the most tedious and challenging stage in strategic planning. Strategy implementation can influence the whole texture of a company, including its employees’ performance. Studies have shown that improper strategy implementation can lead to poor employees’ performance. However, there is still a lack of empirical evidence to prove this relationship. Strategy implementation process implemented differ between companies. It influences the employees’ commitment, retention and growth and hence performance. The aim of this research is to analyse the relationship between the strategy implementation process and employees’ performance in construction companies. Respondents were G7 contractors in Klang Valley, Selangor. Pearson correlation analysis was used to analyse the data and it is proven that the strategy implementation process influences the employees’ performance in construction companies. Based on the data correlation, construction companies which provide training for employees to carry out the strategic action plan able to gain positive employees’ performance. This research shows that the strategy implementation process does influence employees’ performances in construction companies especially toward employees’ retention and employees’ growth. Top management in the construction companies can use this research as a tool to conduct strategy implementation in their companies.
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Verreynne, Martie-Louise. "Strategy-making process and firm performance in small firms." Journal of Management & Organization 12, no. 3 (November 2006): 209–22. http://dx.doi.org/10.1017/s1833367200003965.
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ABSTRACTThis paper argues that individual small firms just like large firms, place differing emphasis on strategy-making and may employ different modes of strategy-making. It offers a typology of the different modes of strategy-making that seem most likely to exist in small firms, and hypothesises how this typology relates to performance. It then describes the results of an empirical study of the strategy-making processes of small firms. The structural equation analysis of the data from 477 small firms with less than 100 employees indicates among other results that the simplistic, adaptive, intrapreneurial and participative modes of strategy-making exist in these small firms. Of these modes, the simplistic mode exhibits the strongest relationship with firm performance.
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Verreynne, Martie-Louise. "Strategy-making process and firm performance in small firms." Journal of Management & Organization 12, no. 3 (November 2006): 209–22. http://dx.doi.org/10.5172/jmo.2006.12.3.209.
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ABSTRACTThis paper argues that individual small firms just like large firms, place differing emphasis on strategy-making and may employ different modes of strategy-making. It offers a typology of the different modes of strategy-making that seem most likely to exist in small firms, and hypothesises how this typology relates to performance. It then describes the results of an empirical study of the strategy-making processes of small firms. The structural equation analysis of the data from 477 small firms with less than 100 employees indicates among other results that the simplistic, adaptive, intrapreneurial and participative modes of strategy-making exist in these small firms. Of these modes, the simplistic mode exhibits the strongest relationship with firm performance.
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Khojastehpour, Morteza, and Raechel Johns. "Internationalization and relationship marketing: an introduction." European Business Review 26, no. 3 (May 6, 2014): 238–53. http://dx.doi.org/10.1108/ebr-05-2013-0087.
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Purpose – This paper aims to integrate the concepts of the internationalization process and relationship marketing (RM). It identifies two stages for internationalization (pre-internationalization and post-internationalization) and assigns RM components for each step. Design/methodology/approach – The study undertakes a review and synthesis of the extant literature examining internationalization and RM. It then identifies two stages of the internationalization process and its steps, associated with RM components. Findings – The study highlights that each step in the internationalization process requires appropriate RM component to be implemented successfully. Practical implications – Findings of this study highlight the importance of managing internationalization for firms intending to enter to foreign market and identify the issues that need to be understood, if firms are to effectively manage their internationalization strategy. Originality/value – The paper is the first to integrate the concepts of internationalization and RM and to identify the factors that make managing these two types of firm's strategy.
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Finoti, Lucas, Simone Regina Didonet, Ana Maria Toaldo, and Tomás Sparano Martins. "The role of the marketing strategy process in the innovativeness-performance relationship of SMEs." Marketing Intelligence & Planning 35, no. 3 (May 2, 2017): 298–315. http://dx.doi.org/10.1108/mip-01-2016-0005.
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Purpose The purpose of this paper is to examine the mediating role of the marketing strategy process in the relationship between innovativeness and organizational performance in SMEs. Design/methodology/approach The partial least squares-structural equation modeling technique was used to analyze data from Brazilian SMEs that belong to the software sector. Innovativeness was considered as a cultural aspect of the firm, which is related to being open to new ideas. The marketing strategy process was analyzed considering its two dimensions, i.e., formulation and implementation of marketing strategies. Organizational performance included variables of market, financial and innovation performance. Findings The results show that innovativeness positively influences organizational performance through the marketing strategy process. Specifically, the formulation of marketing strategies mediates the relationship between innovativeness and organizational performance. Implementation by itself does not mediate this relationship. When considering the path formulation→implementation as mediator, the influence is positive, i.e., formulation positively influences the implementation of marketing strategies and this path mediates the relationship between innovativeness and organizational performance. Therefore, the mediating role is stronger when considering the formulation-implementation path than when taking into account the activities of the formulation and implementation of marketing strategies separately. Originality/value This study contributes to the literature by discussing how innovativeness influences SMEs’ performance through subsequent stages of the marketing strategy process. This is one of the first studies to consider activities in the marketing strategy process as a mediator in the innovativeness-performance relationship and explore its sequence.
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Balcı, Asım, Tunç Durmuş Medeni, and Ahmet Nohutçu. "Turkish Case of E-Government Strategy Development and Policy-Formulation Process." International Journal of Technology Diffusion 4, no. 4 (October 2013): 27–44. http://dx.doi.org/10.4018/ijtd.2013100102.
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Use of Information Communication Technologies (ICTs) by governments all over the world has opened new avenues in terms of redesigning the relationship between the state and not only the society but also the businesses, creating new forms of relationships with wider meanings especially for the society as a whole, and ideas and practices regarding policy making process. While enjoying centralist tendencies and a strict hierarchical bureaucratic model intrinsic to the inner cycles of the organizational levels, the Turkish administrative system has been trying new forms of governance models exemplified in e-government policies. This paper tries to analyze and discuss the main tenets, actors, coordinating and partnership mechanisms, undertakings, evaluation techniques and prospects of e-government policies as a newly emerging policy area with specific reference to Turkish e-transformation efforts, policies and initiatives. Firstly, the paper would underline the “formation” and “participation” (formulation) dimension and stage of the ICT policy process. Presenting up-to-date information and analyses regarding the developments in recent and current stage of evolution, guidelines and suggestions for future are also provided. The discussion will also be furthered by an analysis of country (Turkey) rankings in international (United Nations) e-government reports as an up-to-date case of strategy development, policy formulation and implementation.
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Rahimi, Fatemeh, Charles Møller, and Lars Hvam. "Succeeding in process standardization." Business Process Management Journal 22, no. 6 (November 7, 2016): 1212–46. http://dx.doi.org/10.1108/bpmj-12-2015-0180.
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Purpose The purpose of this paper is to explore the fit between process standardization and international management strategy of multinational corporations (MNCs) by assessing the compatibility between process standardization and corporate structural characteristics in terms of asset configuration and headquarters-subsidiary relationships. Design/methodology/approach First, after a literature review on MNCs’ strategy and process standardization, the study suggests two propositions on the fit between corporate international management strategy and process standardization. Second, to empirically examine the propositions, the study investigates the outcome of process standardization in three cases with different strategic and structural contexts. Third, using the propositions and empirical findings, the study proposes a framework for aligning process standardization with MNCs’ structural characteristics. Findings Process standardization has a higher degree of fit in MNCs pursuing global integration where process standardization parallels the need for coordinating interdependencies in the functional structure, and is consistent with the headquarters’ operational control over the subsidiaries. Process standardization has a lower degree of fit in MNCs seeking local responsiveness as process standardization disturbs the financial control relationship between the headquarters and subsidiaries and is less crucial for coordination as the subsidiaries contain the necessary coordination mechanisms. Originality/value The study provides in-depth understanding of how the international management strategy and consequent structural characteristics of MNCs affects process standardization in the course of a global enterprise resource planning implementation. The study proposes conditions of fit for aligning process standardization with asset configuration and headquarters-subsidiary relationships of an MNC.
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Matthewman, Lisa, Jenni Nowlan, and Katriina Hyvönen. "Reciprocal peer coaching: A constructivist methodology for enhancing formative assessment strategy in tertiary education." International Coaching Psychology Review 13, no. 1 (2018): 35–47. http://dx.doi.org/10.53841/bpsicpr.2018.13.1.35.
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Reciprocal peer coaching (RPC) as a form of peer-assisted learning has an important part to play in formative assessment strategy. The primary objective of this article is to evaluate the effective use of RPC as a formative assessment strategy. A multi-method phenomenological research design was employed using purposive sampling. Seventy students completed a qualitative focused questionnaire survey asking them to reflect on their experiences of reciprocal peer-coaching relationships. Content analysis of student perceptions resulted in the emergence of key themes including; RPC relationship process, the learning process and cognitive skills development. Powerful learning gains were reported by participants, and were characteristic of a successful RPC relationships. Overall the RPC relationship can greatly enhance deep level learning and aid the transfer of theory into practice to inform academic debate on the use of constructivist methodology for enhancing the use of formative assessment strategy within undergraduate business education.
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Erlygina, E., and V. Filimonova. "Customer Relationship Management." Bulletin of Science and Practice 6, no. 2 (February 15, 2020): 212–18. http://dx.doi.org/10.33619/2414-2948/51/21.
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The modern market is characterized by changes in the relationship between companies and customers. Today, customer relationships are an orderly system process that needs to be monitored and managed. In the context of complex sales in highly competitive markets, the use of automated systems will provide organizations with increased competitiveness. Automated CRM software can become a solution for implementing a personalized marketing strategy, which will allow you to more effectively manage business processes that occur within the framework of interaction between employees and customers.
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Sung, Tung Jung, and Peter Gilmour. "An empirical examination of the relationship between design, the NPI process and strategy implementation." International Journal of Technology Management 24, no. 5/6 (2002): 542. http://dx.doi.org/10.1504/ijtm.2002.003069.
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Valaei, Naser, S. R. Nikhashemi, and Nariman Javan. "Organizational factors and process capabilities in a KM strategy: toward a unified theory." Journal of Management Development 36, no. 4 (May 8, 2017): 560–80. http://dx.doi.org/10.1108/jmd-04-2016-0057.
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Purpose The purpose of this paper is to examine the role of knowledge management (KM) enablers on KM activities in the context of Malaysian small- and medium-sized enterprises (SMEs). The effects of organizational culture, transformational leadership, organizational structure, and technology utilization as infrastructural KM enablers are examined on KM activities as knowledge acquisition, knowledge conversion, application, and protection. Design/methodology/approach A total of 227 responses from SMEs’ top management are used to assess the measurement and structural models applying partial least squares-structural equation modeling. Findings The results show that technology utilization and organizational structure are two main factors in KM activities (all structural relationships are supported). Surprisingly, organizational culture is only associated with knowledge conversion and protection and the findings indicate no relationships between organizational culture and knowledge acquisition and application. The results also indicate a positive relationship between transformational leadership and knowledge acquisition and the hypotheses on the association between transformational leadership and knowledge conversion, application, and protection are rejected. Practical implications The results of importance-performance map analysis (IPMA) imply that technology utilization has the highest importance on knowledge acquisition, conversion, and protection while organizational structure has the highest importance on knowledge application. The results of IPMA also show that organizational culture has the highest performance on all KM activities. Originality/value This study is amongst the few that examines the structural relationships between organizational factors and KM activities in a SME context.
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Rangkuti, Linda Astuti, and Wiki Tedi Rahmawati. "TEACHING READING COMPREHENSION THROUGH PLOT RELATIONSHIPS CHART STRATEGY." EXCELLENCE: Journal of English and English Education 1, no. 2 (January 10, 2022): 72–76. http://dx.doi.org/10.47662/ejeee.v1i2.281.
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This article elaborates with teach reading comprehension through Plot Relationships Chart Strategy. Plot
Relationships Chart Strategy helps students identify the major parts of a story and improves their
comprehension. Comprehension is the main goal in reading process. Reading Comprehension is a process
of making sense of written ideas through meaningful interpretation and interaction with language. This
strategy provides students with a chart to help them comprehend the relationship among characters, goals,
problems, and solutions. The chart has four columns; the first column is for the name of the characters,
the second column is for the goals of the characters, the third column is for the problems or challenges
that the characters faced, and the last column is for the solution of the problems. At last, this strategy
helps students comprehend what they have read
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Birasnav, M. "Relationship between transformational leadership behaviors and manufacturing strategy." International Journal of Organizational Analysis 22, no. 2 (May 6, 2014): 205–23. http://dx.doi.org/10.1108/ijoa-10-2011-0520.
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Purpose – It is widely agreed that top management's leadership behavior is a source for achieving and sustaining competitive advantage. Very few research studies analyzed the prevalence of transformational leadership style in the manufacturing environment, and importantly, the associations between transformational behaviors and manufacturing strategies in connection with flexibility, quality, delivery, and cost are not yet deeply explored in the literature. In this direction, efforts are initiated to explain the relationships between transformational leadership behaviors and manufacturing strategies in this study. The paper aims to discuss these issues. Design/methodology/approach – A systematic literature review was conducted by analyzing all traditional and contemporary research studies in the fields of leadership and operations management in order to examine the link between transformational leadership and manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Findings – It was found from the review that top-level leaders exhibit transformational leadership behaviors while implementing manufacturing strategies in their firms. In particular, transformational leaders are capable to transform the production system into flexible system, and in addition, they develop new production processes for manufacturing both new and old products. Such leaders ensure quality in all the levels of production process and support to speed up order delivery process with the help of technology. Finally, they also concentrate on reducing cost growth. Research limitations/implications – This study is bounded by its focus on Bass and Avolio's transformational leadership behaviors and Ward and Duray's manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Originality/value – This study shows that transformational leaders, in the manufacturing environment, use manufacturing strategy as a tool to improve operational performance. Thus, they have potential to achieve and sustain competitive advantage through formulation of manufacturing strategy.
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Al-kfairy, Mousa, Munir Majdalawieh, and Saed Alrabaee. "Conceptualising the Role of the UAE Innovation Strategy in University-Industry knowledge Diffusion Process." European Conference on Knowledge Management 23, no. 2 (August 25, 2022): 1439–42. http://dx.doi.org/10.34190/eckm.23.2.435.
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Universities are considered one of the primary sources of knowledge and an essential component of the triple helix theory. They fuel the industries with the required expertise and pool of resources to operate efficiently. Moreover, entrepreneurial universities successfully contributed to regional development and employment growth by supporting entrepreneurial activities and incubation programmes. Thus, university-industry collaboration is vital for enhancing knowledge-based industries' knowledge diffusion as well as the regional innovation atmospheres. On the other hand, countries and regional authorities strive to stimulate their regional development by encouraging innovation and entrepreneurship activities. For example, the UAE announced its 2015 innovation strategy that focused on seven industries: education, technology, renewable energy, transportation, education, health, water, and space. The strategy stressed the role of universities R & R&D, first-class research, and promoting incubation services as one of the country's main innovation enablers. Thus, universities, scholars and industry should concentrate on the identified sectors to achieve the strategic innovation goals. This work aims to conceptualise and test the relationship and collaboration between industry and universities in the UAE and the impact of the innovation strategy on this relationship. Therefore, we critically analyse literature on the university-industry relationship and connect it with the UAE innovation strategy that resulted in a conceptual university-industry relationship model where the innovation strategy and UAE government act as a moderator of this relationship. The initial results show that the conceptual model includes research and curriculum collaboration. Research collaboration includes joint research, research fund, commercialisation of the research output, while curriculum collaboration includes the programmes and courses updates and joint training programmes. The developed model is still in its early stage of development and requires further updates based on interviews with the HEIs researchers and the survey results.
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Wu, Xia, Yang Li, Hefu Liu, and Kai Zhang. "Influence of IT support on firms' cross-channel integration: the moderating role of institutional environment." Industrial Management & Data Systems 122, no. 4 (March 30, 2022): 1056–80. http://dx.doi.org/10.1108/imds-07-2021-0457.
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PurposeUsing dynamic capability theory, this study investigates how information technology (IT) support affects firms' online and offline cross-channel integration (CCI). In addition, it applies institutional theory to examine how the relationships between IT support and CCI are moderated by firms' institutional environments.Design/methodology/approachA sample of 308 firms in China that conduct business in online and offline channels was empirically tested through hierarchical regression analysis.FindingsThe results showed two types of IT support facilitated CCI: IT support for strategy and IT support for process. The relationship between IT support for process and CCI was stronger than that between IT support for strategy and CCI. The results further indicated institutional environment (i.e. dysfunctional competition and government support) played differing roles in these effects, such that the relationship between IT support for strategy and CCI was significantly weakened by dysfunctional competition yet enhanced by government support. However, neither dysfunctional competition nor government support had a significant moderating role in the relationship between IT support for process and CCI.Originality/valueThis study identifies different IT support types as antecedents of CCI. It is also one of the earliest attempts to explore the influence of institutional environment on the relationship between IT support and CCI.
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Farjoun, Moshe. "Strategy and dialectics: Rejuvenating a long-standing relationship." Strategic Organization 17, no. 1 (October 1, 2018): 133–44. http://dx.doi.org/10.1177/1476127018803255.
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This essay broadens the conversation on the state of organizational contradictions and paradox research by turning to dialectics—a time-honored, living perspective on social processes and relations, which continues to influence our understanding of the past, present, and future. Dialectics distinctive relational process worldview sets it apart from approaches stressing equilibrium, linearity, and coherence, making it highly relevant to a world in flux. I propose that dialectics is already present in strategy research and in contemporary business, and can become even more central to strategy, addressing core questions in the field and propelling it in new directions. Strategy scholars can draw on dialectics principles as a generative tool kit to construct new theories and managerial tools. Dialectics can also be used as a theoretical lens to understand emerging empirical phenomena such as the rapid advent of artificial intelligence. Finally, dialectics critical stance and philosophical grounding makes it a particularly attractive perspective for challenging existing theoretical models and for considering alternatives.
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Jayanti, Arum Dwi, and Siti Mutmainah. "ANALYSIS OF RELATIONSHIP AMONG STAKEHOLDER PRESSURES, ENVIRONMENTAL MANAGEMENT ACCOUNTING USE, STRATEGY, AND INNOVATION: AN EMPIRICAL EVIDENCE FROM INDONESIA." JURNAL AKUNTANSI DAN AUDITING 13, no. 1 (May 31, 2016): 37–60. http://dx.doi.org/10.14710/jaa.13.1.37-60.
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As an increased awareness of a global issue regarding the environmental impact of business activity; this study aims to examine the relationship among stakeholder pressures, environmental management accounting use, strategy, and innovation. This study is performed by conducting the survey to management accountants and environmental managers of companies in Indonesia. The convenience sampling technique was used and resulted in 34% response rate. The hypothesis testing was conducted by using Structural Equation Modeling (SEM) with SmartPLS 2.0 software. The results are: (1) the stakeholder pressures have a positive effect on EMA use, (2) the prospector strategy has no positive effect on EMA use, (3) EMA use has a positive effect on process innovation, but not with product innovation, (4) the prospector strategy has a positive effect on process innovation as well as on product innovation
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Ismail, Tubagus, and Darjat Sudrajat. "Interactive Control System, Intended Strategy, Implemented Strategy dan Emergent Strategy." Winners 13, no. 2 (September 28, 2012): 93. http://dx.doi.org/10.21512/tw.v13i2.655.
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The purpose of this study was to examine the relationship between management control system (MCS) and strategy formation processes, namely: intended strategy, emergent strategy and impelemented strategy. The focus of MCS in this study was interactive control system. The study was based on Structural Equation Modeling (SEM) as its multivariate analyses instrument. The samples were upper middle managers of manufacturing company in Banten Province, DKI Jakarta Province and West Java Province. AMOS Software 16 program is used as an additional instrument to resolve the problem in SEM modeling. The study found that interactive control system brought a positive and significant influence on Intended strategy; interactive control system brought a positive and significant influence on implemented strategy; interactive control system brought a positive and significant influence on emergent strategy. The limitation of this study is that our empirical model only used one way relationship between the process of strategy formation and interactive control system.
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Anwar, Jamil, and S. A. F. Hasnu. "Strategy-performance relationships." Journal of Advances in Management Research 14, no. 4 (October 2, 2017): 446–65. http://dx.doi.org/10.1108/jamr-07-2016-0056.
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Purpose The extant literature has challenged the original idea that pure strategy leads to superior performance. This shift has raised the question whether pure strategy is still superior to hybrid strategy? The purpose of this paper is to investigate the strategy-performance relationship in this context and the performance of pure, hybrid, and reactor strategies is compared. Design/methodology/approach Scoring method is used for identification of strategic types. ANOVA, univariate, and multivariate regression models are applied for empirical analysis using seven-year financial data of 307 Pakistani joint stock firms from 12 industries. Findings The results show that firms in Pakistan practice hybrid and reactor strategies rather than pure strategies. Overall, defending and analyzing strategies perform better than the prospecting strategies. However, the performance of the strategic types varies among industries and firm size. Strategy and firm size are the better predictors of firm performance. Originality/value The proposed methodology can be replicated to identify strategic groups and strategic orientations proposed by typological classifications when longitudinal studies are carried out. The process for identification of pure, hybrid, flexible, consistent, and reactor strategies is a key contribution to the literature.
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Noga, Gracjana. "PROBLEMS OF ADAPTING ENTERPRISES IN THE STRATEGY IMPLEMENTATION PROCESS. CASE OF POLAND." Business, Management and Education 16 (December 14, 2018): 222–38. http://dx.doi.org/10.3846/bme.2018.6261.
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Purpose – The purpose of the article was to analyse the impact of the enterprise adaptation stage on implemented strategy effectiveness. Research methodology – In the theoretical part the method of analysis and critical review of the literature was used. The technique used in the empirical study was paper-and-pencil interviewing (PAPI). In order to investigate relationships, the χ2 Pearson test and the Yule’s Coefficient of Association ϕ were employed. Findings – The article resulting underline the importance of the stage of adapting the enterprise in the strategy implementation process. The organisational structure, skills and knowledge, as well as organisational culture, have a particularly strong impact on the effectiveness of the strategy. Research has not confirmed any relationship between management style and resources. Research limitations – The empirical research was carried out on business organisations from a ranking of 500 innovative businesses of the Institute of Economics of the Polish Academy of Sciences list, what does not ensure that the indicated problems are characteristic for the average companies active in Poland. Practical implications – The obtained results became the basis for defining recommendations, which are practical guidelines for those trying to implement a strategy. It should be noted that the presented practical guidelines are not static research indications and will develop as the organisation and its environment change. Originality/Value – There is a lack of research in Poland, which is focused on the problem of adjusting enterprise in the strategy implementation.
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Aditama, Madya Giri, and Prasetyawan Aji Sugiharto. "Implementation of 5M Strategy in Distance Learning of English Language Teaching (ELT)." EDUTEC : Journal of Education And Technology 5, no. 1 (September 30, 2021): 78–88. http://dx.doi.org/10.29062/edu.v5i1.239.
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English Language Teaching (ELT) in Indonesia faced crucial time during Covid-19 pandemic period. In the distance learning process of ELT, teachers face difficulties in doing teaching learning process. 5M strategy helped teachers to maximize their relationship with students and parents in order to create an essential teaching learning activity, the objectives of this study are “Classifying the 5M strategy applied by the teacher in Distance Learning of ELT” and “Describing the example method of each strategy used by teacher in Distance Learning of ELT process”. The study employed qualitative approach in which the researchers used questionnaire and interview to collect the data. The participants were 20 high school English teachers in Batang region. From the study, it was found that the teachers applied 5M strategy in their learning process. The resuls shown that there are 16 teachers (80%) applied Memanusiakan Hubungan (Humanize Relationships) strategy, only 8 teachers (40%) applied Memahami Konsep (Understanding Concepts) strategy, 16 teachers (80%) considered Membangun Keberlanjutan (Building Sustainability) strategy in their teaching, 17 teachers (85%) presented Memilih Tantangan (Choosing Challenges strategy, and all 20 teachers (100%) were able to apply Memberdayakan Konteks (Empowering Context) strategy. This study also reveals some unique and new teaching methods applied in each strategy by the teachers.
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Ebdon, Carol, Yue Jiang, and Aimee L. Franklin. "Elected officials’ perceptions of governance relationships and budget participation mechanisms." Journal of Public Budgeting, Accounting & Financial Management 28, no. 1 (March 1, 2016): 103–24. http://dx.doi.org/10.1108/jpbafm-28-01-2016-b007.
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Issues like fiscal crises and sequestration may cause elected officials to get citizen input in the budget process. This action can be viewed as a reactive strategy used when the relationship with citizens is weakening; or, a proactive strategy to keep governance relationships strong. This conundrum prompts examination of how budgetary participation mechanisms serve representative democracy and governance goals. Using survey results from public officials in 391 midwestern cities regarding perceptions of governance relationships and the use of participation mechanisms, we find no significant relationships and weak explanatory power in the causal model. When trust in government keeps falling, the relative strength of the relationship between public officials and citizens is an issue that public administrators must understand to develop effective budget participation mechanisms.
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Jaya Putra, Rizki, and Elke Alexandrina. "Relationship Marketing on Loyal Customer." Ultimacomm: Jurnal Ilmu Komunikasi 11, no. 1 (June 30, 2019): 53–68. http://dx.doi.org/10.31937/ultimacomm.v11i1.1169.
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Total Bangun Persada (TOTAL) is a construction company that builds international-standard buildings and focuses on high-end market segmentation. It has Customer Care Department which maintains relationships by answering customers’ inquiries. TOTAL’s Customer Care - after sales service takes place after the project maintenance period, to support TOTAL’s core service: “building construction”. TOTAL delivers quality service through its Customer Care as part of their relationship marketing strategy. The research is meant to discover how TOTAL’s Customer Care contributes to the relationship marketing strategy. Data analysis of the study would describes the ‘relationship marketing’ on customer market as conducted by Customer Care and to define the obstacles of the communication process in Customer Care activity. The research methodology used is qualitative to describe the communication process of relationship marketing implementation in TOTAL’s Customer Care. Serving a segmented market, TOTAL has ‘differentiation focus’ competitive advantage through lifetime guarantee in after sales service. TOTAL’s relationship marketing on customer market defined by their after sales service, does not limited to serve building repairs – compensation for damages besides civil work might occur if the cause was within TOTAL’s scope of work. With no significant communication obstacles apparent, TOTAL provides multi-channel integration for their customers such as Email for communicating detailed information; Whatsapp contact for short message or call for immediate response; office landline contact also available. External informant has positive response about TOTAL’s after sales service responsiveness provided by Customer Care Department.
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Jonkers, Ralph, Ronald van Rossum, and Gilbert Silvius. "The Relationship between Information Systems Strategy and the Perception of Project Success." International Journal of Information Technology Project Management 6, no. 1 (January 2015): 1–25. http://dx.doi.org/10.4018/ijitpm.2015010101.
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This article reports an explorative study on the relationship between Information Systems Strategy and the Perception of Project Success. The authors built upon the theoretical foundations of prior research and constructed their conceptual research model from literature. The authors' study defines IS strategy as the degree to which the organization has a shared perspective to seek innovation through IS. The authors operationalize project success by grouping six project success criteria into process-orientation and outcome-orientation. The authors use a quantitative and conclusive descriptive design to study associations between these variables. The type of design they follow is cross-sectional where IS strategy and perceived project success are assayed in a sample of subjects once and the relationships between them are determined. The authors' data is collected using an online questionnaire by a combination of business and IT managers and executives, working at organizations with a certain level of IS maturity. The authors' research finds good support to posit that organizations with an innovative IS strategy are more focused on the outcome of a project than on the project process itself and that organizations with a conservative IS strategy do show some characteristics of a process-oriented view. Furthermore, their research indicates that a more innovative organization relates to a lower perceived importance of Cost and a higher perceived importance of Value and Learning. On the other hand, they find support that a more conservative organization relates to a higher perceived importance of Cost and a lower perceived importance of Use. Next to these findings the authors' study concludes with implications for practitioners and suggestions for further explorative research.
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Zulueta, Leonardo F., and Julie Fe D. Panoy. "Scenario-Based Microlearning Strategy for Improved Basic Science Process Skills in Self-Directed Learning." International Journal of Science, Technology, Engineering and Mathematics 2, no. 4 (December 6, 2022): 54–73. http://dx.doi.org/10.53378/352932.
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This study determined the effectiveness of scenario-based microlearning strategy in improving the basic science process skills in self-directed learning of sixth grade students. Descriptive correlational through a pre-test – posttest and survey strategies was utilized. The pretest and posttest results measured the effectiveness of the strategy in improving the basic science process skills whereas the survey results were correlated to identify the significant relationship between the students’ use of scenario-based microlearning strategy and their post-test scores. The findings indicated that respondents were very satisfied on the use of the strategy as to scenario construct and its alignment to learning style. They feel satisfied in terms of the content covered and form which revealed their very high level of planning and changing skills. The pretest and posttest showed a significant difference in all terms, except for classifying. A significant relationship was revealed between the students’ use of the strategy and their posttest scores as well as the use of the strategy and level of self-directed learning skills. The findings suggest the use of scenario-based microlearning strategy as an alternative approach in teaching science to improve the basic science process skills and self-directed learning skills of learners.
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Amumpuni, Rengganis Siwi. "Improving students’reading ability by using question-answer relationship." Linguista: Jurnal Ilmiah Bahasa, Sastra, dan Pembelajarannya 1, no. 1 (June 16, 2017): 47. http://dx.doi.org/10.25273/linguista.v1i1.1318.
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QAR (Question- Answer Relationship) strategy is a teaching strategy which asks the students to read narrative text and classify question and answer it into each of QAR categories. The objective of this research is to determine whether or not Question Answer Relationship Strategy can improve reading ability of the second semester students of Universitas PGRI Madiun. This research is classroom action research consisting of two cycles. Each cycle consists of four steps. They are planning, action, observation and reflection. The result of this research shows that the students’ reading ability is increase. It can be proven from the mean score of cycle one is 70.56 and cycle two is 75,83. The researcher also found that QAR helps the students to understand the text. The students are interested in answering the question based on the text, are motivated to read the text, and feel not bored in teaching reading process
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A. Griffith, David, Hannah S. Lee, Chang Seob Yeo, and Roger Calantone. "Marketing process adaptation." International Marketing Review 31, no. 3 (May 6, 2014): 308–34. http://dx.doi.org/10.1108/imr-06-2013-0113.
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Purpose – The purpose of this paper is to explore the marketing “processes” of governing multiple export relationships under the theoretical framework of governance value analysis (GVA). Specifically, this work examines the internal exchange attributes of transaction-specific investments and psychic distance on the adaptation/standardization of relational behavior and detailed contracting and how process adaptation/standardization influences new product outcomes and jointly created value in the focal export relationship. Design/methodology/approach – A survey was conducted of 151 US manufacturers regarding their relationship with their primary foreign buyers. Data were analyzed with partial least squares estimation. Findings – The results indicate that high levels of transaction-specific investments lead to the adaptation of relational behaviors whereas high levels of psychic distance lead to less adaptation of detailed contracting. The adaptation of relational behaviors and detailed contracting reflect differential direct effects on export performance. Furthermore, the results indicate that there is a significant positive interaction effect between the adaptation of relational behavior and detailed contracting on jointly created value in the focal export relationship. Practical implications – The findings of the study reveal that adaptation of the marketing process related to relationship governance strategies can play an important role in the export marketing process, but managers must proceed with caution in balancing relational behavior and detailed contract adaptation. The results also point to the importance of understanding the underlying source of uncertainty and adapting appropriate aspects of governance for enhancing jointly created value in the export relationship. Originality/value – The value of this research lies in its goal to highlight the issue of marketing process adaptation across multiple export relationships. Less attention has been paid to the marketing “processes” of governing multiple export relationships in the international marketing strategy literature relative to “program” standardization/adaptation. This is one of the first empirical studies on marketing process adaptation of governance employing the theoretical framework of GVA.
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Berliandaldo, Mahardhika, Achmad Chodiq, Sutarno Sutarno, and Heru Eko Prasetyo. "IMPLEMENTASI MODEL CUSTOMER RELATIONSHIP MANAGEMENT UNTUK FUNGSI LAYANAN UMUM PADA ERA TATANAN BARU." Journal Publicuho 4, no. 2 (April 20, 2021): 225. http://dx.doi.org/10.35817/jpu.v4i2.17703.
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Customer Relationship Management or CRM is a new approach to managing relationships between organizations and customers. In the era of the new order, especially during the current Covid-19 pandemic, digitizing public service functions carried out by the General Bureau of LIPI will play an important role in supporting the smooth running of the organization's operations. Customer satisfaction is highly dependent on the service process provided by executing service functions. In order for public service functions to run properly, it is necessary to carry out analysis in exploiting customer data in order to create increased value for the organization and customers by using Value Chain model analysis. Furthermore, to describe the implementation of CRM in public service functions, the implementation of the model applied is to use Payne's five-process model. This model describes the five core processes in CRM, namely the strategy development process, the value creation process, the multichannel integration process, the performance appraisal process and the information management process. The strategy for implementing this model is used so that the results obtained can run as expected. That way, customer satisfaction will be a top priority in implementing CRM in the general service function at LIPI.
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Prasetya, Prita, Teuku Fajar Akbar, and Stanley A. Makalew. "Hierarchy Structural Model of B2b Marketing Strategic In Manufacturer-Retailer Relationship Using Analytical Hierarchy Process (AHP)." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (October 8, 2021): 30. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(30).
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The business environment is undergoing dynamic changes such as the increased competition and the development of new technologies. Companies have been increasingly interested in improving their business performance. In the literature on B2B markets there is a high-level agreement that principal's performance can be improved towards holding fewer and closer relationships. Increasing long term relationships represents a starting point for competitive advantage. Research and practice on marketing channel management have proven the importance of managing relationships between people or organizations which is carry out the distribution function (Stern, Louis W and Weitz, 1997). A value has always been the fundamental basis for all marketing activities (Palmatier, 2008). In fact, it is essential to know how to create and deliver value in the relationship, from both point of view, the manufacturer and retailer (Ulaga and Eggert, 2005). The main objective of this research is to obtain a clearer picture of the problems of the situation in the relationship between principal and retailer and plan a collaborative relationship strategy. Analytical Hierarchy Process (AHP) approach used to determine priorities from various alternatives strategies. The most important thing is to determine the priority order of strategies and formulate policies concerning business competition. This study's managerial implication implied that workers and business actors, and policymakers in the trade sector in the paint and building materials industry could get a rich picture of creating an ideal competitive situation between small and medium business owners and retail network businesses. Keywords: Analytical Hierarchy Process, B2B Relationship, Collaboration, Retailer, Strategy
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Hu, Bao Liang. "An Empirical Study of the Relationships between Information Systems Strategy and Firm Performance." Advanced Materials Research 217-218 (March 2011): 5–8. http://dx.doi.org/10.4028/www.scientific.net/amr.217-218.5.
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This paper examines the relationship between the information systems(IS) strategy and firm performance. It discovers the relationship between each dimension of IS strategy and firm performance, that is, business action support dimension, business decision support dimension and network embeddedness support dimension all show significant positive effect on firm performance. On the other hand, it discovers the different effect of the different IS strategy dimensions working on the firm performance. That is, business action support dimension has the significant positive effect not only on the process performance but also on the outcome performance. Business decision support dimension only has the significant positive effect on the process performance but not on the outcome performance. Network embeddedness support dimension just has the significant positive effect on the outcome performance but not on the process performance.
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Chiguvi, Douglas, Ruramayi Tadu, and Moreblessing Ngwenya. "Key Factors in Customer Relationship Management Strategy Success in the Local Government Authorities." Applied Economics and Finance 6, no. 4 (June 24, 2019): 72. http://dx.doi.org/10.11114/aef.v6i4.4341.
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The aim of the study was to identify critical success factors in customer relationship management strategy success in the local government authorities in Zimbabwe. A thorough abridgment of the literature was conducted, mainly to understand the nature and structure of local government authorities in Zimbabwe as well as to identify critical success factors in CRM strategy success. A Meta-analysis methodology was employed and explanatory research approach was adopted by means of a survey strategy. 197 questionnaires have been collected from twenty one local government authorities in Zimbabwe. The findings of the study revealed that all of the ten critical success factors are significant and positively linked to CRM strategy success. Furthermore, the statistical tests show that success and failure of CRM strategy success are highly dependent on four major critical success factors including Implementation Approach, Change Management, Metrics and Implementation Strategy. However, process design and Buy-in Approach and Adoption have low significance impact in CRM strategy success in local government authorities in Zimbabwe. The results of the data analysis led to the creation of a framework which outlines the critical success factors in CRM strategy success in local government authorities in Zimbabwe and the CRM implementation Index which need to be followed before implementing the CRM strategy. This study has clearly indicated that customer relationship management forms a powerful strategy that local government authorities should apply to manage long-term relationships with their key stakeholders.
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Campos, Claudinei José Gomes, and Fernanda Ribeiro Sobral. "Problematization strategy: experience report in the care process course in psyquiatric nursing." Rev Rene 14, no. 5 (2013): 1041–49. http://dx.doi.org/10.15253/2175-6783.20130005000022.
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One aimed to present an experience report about the use of the problematization strategy in the teaching of the course Care Process in Psychiatric Nursing offered in the undergraduate nursing course at the Universidade Estadual de Campinas. One adopted as the methodology of the study a non-systematic observation and assessment of the theoretical productions developed by the students in the first semester of 2012. One believes that the change in the education of nurses must follow a new paradigm that redirects the relationship between professionals and the community, and that directs health actions in order to meet the real needs of the population. Despite the difficulties identified, one concluded that the use of this learning strategy can bring advantages and contributions to the teaching of psychiatric nursing.
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Kim, Eun Ji, Ji Hyeon Kim, Min-Soo Kim, Seong Hoon Jeong, and Du Hyung Choi. "Process Analytical Technology Tools for Monitoring Pharmaceutical Unit Operations: A Control Strategy for Continuous Process Verification." Pharmaceutics 13, no. 6 (June 21, 2021): 919. http://dx.doi.org/10.3390/pharmaceutics13060919.
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Various frameworks and methods, such as quality by design (QbD), real time release test (RTRT), and continuous process verification (CPV), have been introduced to improve drug product quality in the pharmaceutical industry. The methods recognize that an appropriate combination of process controls and predefined material attributes and intermediate quality attributes (IQAs) during processing may provide greater assurance of product quality than end-product testing. The efficient analysis method to monitor the relationship between process and quality should be used. Process analytical technology (PAT) was introduced to analyze IQAs during the process of establishing regulatory specifications and facilitating continuous manufacturing improvement. Although PAT was introduced in the pharmaceutical industry in the early 21st century, new PAT tools have been introduced during the last 20 years. In this review, we present the recent pharmaceutical PAT tools and their application in pharmaceutical unit operations. Based on unit operations, the significant IQAs monitored by PAT are presented to establish a control strategy for CPV and real time release testing (RTRT). In addition, the equipment type used in unit operation, PAT tools, multivariate statistical tools, and mathematical preprocessing are introduced, along with relevant literature. This review suggests that various PAT tools are rapidly advancing, and various IQAs are efficiently and precisely monitored in the pharmaceutical industry. Therefore, PAT could be a fundamental tool for the present QbD and CPV to improve drug product quality.
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Hutahayan, Benny. "The mediating role of human capital and management accounting information system in the relationship between innovation strategy and internal process performance and the impact on corporate financial performance." Benchmarking: An International Journal 27, no. 4 (April 2, 2020): 1289–318. http://dx.doi.org/10.1108/bij-02-2018-0034.
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PurposeAnalyze the importance of sustainable innovation strategy applied in manufacturing companies in Indonesia which affects the company's financial performance through several mediating variables.Design/methodology/approachThe population in this research was medium and large manufacturing company business units in East Java. Business units are part of a company considered as the profit center. The business unit as the unit of analysis in this research is part of the organization that: (1) is responsible for the production and marketing of a product or set of products; (2) is formed by product type; (3) has its own competitors which are different from competitors of other business units or divisions within a parent company; (4) has a manager who is responsible and has authority over the planning and implementation of strategies to achieve the specified profit target.FindingsInnovation strategy has a significant effect on financial performance. Human capital does not significantly mediate the relationship between innovation strategy and financial performance. Capital performance and internal performance do not mediate the relationship between innovation strategy and financial performance. Management accounting information system does not mediate the relationship between innovation strategy and financial performance. Internal process performance mediates the relationship between innovation strategy and financial performance. Management accounting information system and internal process performance mediate the relationship between innovation strategy and financial performance.Originality/valueThe difference in findings confirms that this research needs to be conducted. On the other hand, there is no research that has comprehensively tested the mediating effects of Human Capital and Management Accounting Information System in the relationship between Innovation Strategy and Internal Process Performance and the Impact on Corporate Financial Performance. The originality of this research can be seen in the use of contingency theory which narrows the gap between the industrial organization (I/O) paradigm and the resource-based view (RBV) regarding competitive advantage and performance. Specifically, this research introduces innovation strategy, human capital, management accounting information system, and internal business process performance as the contingency factors that affect financial performance. Second, empirically, this research tries to reduce the gap in empirical research by offering new research model and new research establishment at the level of strategic business units (SBU) in manufacturing companies in East Java. This research is expected to be useful for policy decision making, especially for managers who want to improve strategic business unit's financial performance.
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SPIVAKOVSKYY, Sergiy, Tetiana SPIVAKOVSKA, Olena KANISHCHENKO, and Shahira ELALFY. "Marketing Strategies of Companies in Internationalization Process." Journal of Advanced Research in Law and Economics 9, no. 6 (November 2, 2019): 2155. http://dx.doi.org/10.14505//jarle.v9.6(36).30.
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The article concerns the options of company internationalization, depending on the degree of market internationalization. The main indicators for assessing the degree of company internationalization were determined. The specificity of companies’ internationalization in terms of the concept of international product life cycle was analyzed. The features of international marketing strategy in the internationalization process were examined; the determinants of international marketing strategy were described. The relationship between the phases of international marketing and the level of application of international marketing strategy was determined. The level of application of international marketing strategy by Ukrainian enterprises was researched.
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Burn, Janice M. "Information Systems Strategies and the Management of Organizational Change – a Strategic Alignment Model." Journal of Information Technology 8, no. 4 (December 1993): 205–16. http://dx.doi.org/10.1177/026839629300800402.
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This article presents findings of an investigation into the relationship between organizational configurations and alternative patterns of information systems (IS) development. The study focuses on the IS strategic process. A theoretical framework is developed to examine the relationships between organizational and IS strategy formulation processes. The framework was evaluated in 56 organizations. Results of the analysis support the theory that different stages of growth in the use and development of IS require different approaches to strategy, and that different approaches to strategy are favoured by different organizational configurations. Evaluation of the relationship between organizational change and IS developments reveals a pattern of strategic alignment reflecting the interdependencies between the organizational configuration and the stage of IS growth. It would appear that transitions through this alignment model are characterized by periods of dynamic change which can be predicted at certain stages of growth. The model may prove useful both to assist in the management of organizational change and to identify appropriate IS strategy formulation approaches.
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Rîpa, Ioan Alexandru. "Customer relationship management in the international context – theoretical and practical considerations." Proceedings of the International Conference on Business Excellence 16, no. 1 (August 1, 2022): 1060–72. http://dx.doi.org/10.2478/picbe-2022-0098.
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Abstract The customer relationship strategy as part of the general business strategy is focused on the interest for the clients, having as a main objective the strengthening of the long-term relationship between the companies and the clients. The essence of the Customer Relationship Management (CRM) dwells in preserving long-term partnerships, bringing added value within the business relation and delivering customised propositions to individual clients. By providing personalised products or services the company gets near the need of the client, thus making it a key customer. The bridge between the company and the key client is based on a cross-functional process through which the customer relationship management strategy is implemented. Therefore, the customer orientation becomes an impactful factor in the implementation process. Having a positive relationship with key customers and a better understanding of their needs and activity leads to clarity in the development of the customer relationship management strategy. This principle is worldwide accepted, regardless of industry in which operates the organization. The purpose of this paper is to do a key literature review on customer relationship management by enlightening both the theoretical aspects researched by academicians all over the world and empirical studies applied in international organizations. In addition, the applicative section of this paper consists in a comparison of customer relationship management dimensions’ level of implementation in two multinational companies (MNC) from different industries within fast moving consumer goods (FMCG) sector.
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Chiguvi, Douglas, Ruramayi Tadu, and Zenzo Dube. "Critical Success Factors in Customer Relationship Management Strategy in the Local Government Authorities in Zimbabwe." International Journal of Marketing Studies 11, no. 4 (November 23, 2019): 99. http://dx.doi.org/10.5539/ijms.v11n4p99.
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The aim of the study was to identify critical success factors in customer relationship management strategy success in the local government authorities in Zimbabwe. A thorough abridgment of the literature was conducted, mainly to understand the nature and structure of local government authorities in Zimbabwe as well as to identify critical success factors in CRM strategy success. A Meta-analysis methodology was employed and explanatory research approach was adopted by means of a survey strategy. 197 questionnaires have been collected from twenty-one local government authorities in Zimbabwe. The findings of the study revealed that all of the ten critical success factors are significant and positively linked to CRM strategy success. Furthermore, the statistical tests show that success and failure of CRM strategy success are highly dependent on four major critical success factors including Implementation Approach, Change Management, Metrics and Implementation Strategy. However, process design and Buy-in Approach and Adoption have low significance impact in CRM strategy success in local government authorities in Zimbabwe. The results of the data analysis led to the creation of a framework which outlines the critical success factors in CRM strategy success in local government authorities in Zimbabwe and the CRM implementation Index which need to be followed before implementing the CRM strategy. This study has clearly indicated that customer relationship management forms a powerful strategy that local government authorities should apply to manage long-term relationships with their key stakeholders.
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Zainudin, Zalina, Mohd Faiq Bin Abdul Fattah, and Sheikh Muhamad Hizam Sheikh Khairudin. "Does Marketing Success Factors Influence Private College Admission? Evidence From Malaysia." International Journal of Financial Research 10, no. 5 (June 10, 2019): 440. http://dx.doi.org/10.5430/ijfr.v10n5p440.
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Private colleges are predicted to be presented with many opportunities as well as challenges in the coming years. Admission pressures become one of the challenges face by most of Private Colleges in Malaysia. Lacking of marketing mix strategy are claimed to contribute to this admission pressure. This study was conducted firstly, to determine the relationship between marketing success factors (Price, Place, Product, Promotion, People, Process, Physical Evidence, Partnership, Publication and Conference, Presentation and Extracurricular Program) with the marketing mix strategy of private colleges. Secondly, to determine the relationship between Marketing Mix Strategy with Private College Admission. Similarly, in this study, these 11Ps are the success factors of private college marketing mix strategy in influencing student to study in private colleges. Structural Equation Model (SEM) is conducted to estimate the effects of the main construct on its subcontracts, exogeneous and endogenous variables and its significant relationship. The result found the factors with the highest percentage of variation in contributing to Marketing Mix Strategy are Promotion, Product, Place, Price, Process, Partnership, Presentation, People, Physical Evidence, Publication and Conference and lastly Extracurricular Program. Thus, concluding that 11Ps Marketing Mix Strategy has a significant relationship with Private College Admissions. National private colleges can create a strategy based on the marketing mix strategy in competing for students. The study area is Malaysia, and it was conducted over a sample of 366 executive and marketing officers as the respondents.
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Sukmana, Febrian Humaidi, and Sri Maryanti. "TELAAH KONSEPTUAL RELATIONSHIP MARKETING DAN PERKEMBANGANNYA." Distribusi - Journal of Management and Business 7, no. 1 (March 25, 2019): 47–62. http://dx.doi.org/10.29303/distribusi.v7i1.56.
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Many academics and practician of marketing admit that Relationship Marketing (RM) has developed vastly and also considered contributed to paradigm reformation, it even become the basis of marketing science theory reform. Hence, discussion on RM is interesting to be studied. The study aimed to synthesize various opinion and former research result to get a clearer view for academics, manager and general reader concerning concept of RM. Various literatures, either periodic journals, conference articles and textbooks are collected and used as references in this monography. Writer find out some perspectives used by scientists to describe RM concept, start from marketing philosopny aspect, resources based perspective, marketing strategy, value creation and mutual value creation (value co-creation). Writer concluded that various perspectives applied in formulating RM is strengthen the other perspective. Despite seems to be overlapped but there’s a link that connected each perspective. Writer thought that (theoretically) value co-creation is the most relevant perspective to outlines RM process and activities in today’s situation. Whereas in field, many corporates placed RM as one of their main strategy in marketed the company.
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Huang, Jing-Wen, and Yong-Hui Li. "How resource alignment moderates the relationship between environmental innovation strategy and green innovation performance." Journal of Business & Industrial Marketing 33, no. 3 (April 3, 2018): 316–24. http://dx.doi.org/10.1108/jbim-10-2016-0253.
Full textAbstract:
Purpose Empirical evidences support the benefits of environmental innovation to improve performance. However, previous research has not considered the role of resource alignment in green supply chain management. To fill the research gap, this paper aims to identify resource alignment as a potential moderating mechanism and to examine the relationships between environmental innovation strategy, resource alignment and green innovation performance. Design/methodology/approach The empirical study uses a questionnaire approach designed to collect data. Regression analysis is used for hypotheses testing. Findings The findings indicate that environmental innovation strategy and resource alignment between partners are positively related to green innovation performance. This study also provides considerable support to the key contingent moderator of resource alignment. The positive effect of environmental innovation strategy on green innovation performance is stronger under the conditions of a higher level of resource alignment between partners. Research limitations/implications This study provides empirical support of the ecological modernization theory and integrates partner analysis literature and green management literature. Higher resource alignment may facilitate firms to develop environmental innovation strategy to attain green innovation performance. Practical implications Environmental innovation strategy enables firms to integrate ecological issues into their business operation. Managers could learn how to execute environmental incentive programs to promote sustainable development of green new product and green process. Managers need to pay attention to resource alignment that may have moderating influence on the performance outcomes of environmental innovation strategy. Originality/value This study highlights the importance of environmental innovation strategy and resource alignment in the process of green management and helps scholars and managers to better understand the moderator of resource alignment in quest of environmental innovation and green management.