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Journal articles on the topic 'Market-Driven Management'

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Published: 9 March 2023
Last updated: 10 March 2023

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1

Samli, A. Coskun, B. Charles Ames, and James D. Hlavacek. "Market Driven Management." Journal of Marketing 54, no. 2 (April 1990): 116. http://dx.doi.org/10.2307/1251877.

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2

TANNO, Yujiro, Sho NAKAMURA, Maiko INAGAKI, and Shuhei SATAKE. "Market-driven Congestion Management System." Journal of The Institute of Electrical Engineers of Japan 142, no. 5 (May 1, 2022): 296–99. http://dx.doi.org/10.1541/ieejjournal.142.296.

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3

Pastore, Alberto. "Market Driven Management nell'economia digitale." MERCATI & COMPETITIVITÀ, no. 1 (March 2009): 5–11. http://dx.doi.org/10.3280/mc2009-001001.

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4

Samli, A. Coskun. "Book Review: Market Driven Management." Journal of Marketing 54, no. 2 (April 1990): 116–17. http://dx.doi.org/10.1177/002224299005400212.

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5

Kumar, Nirmalya, Lisa Scheer, and Philip Kotler. "From market driven to market driving." European Management Journal 18, no. 2 (April 2000): 129–42. http://dx.doi.org/10.1016/s0263-2373(99)00084-5.

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6

Filieri, Raffaele. "From market-driving to market-driven." Marketing Intelligence & Planning 33, no. 3 (May 5, 2015): 238–57. http://dx.doi.org/10.1108/mip-02-2014-0037.

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Purpose – The purpose of this paper is to extend the literature on market-driven and market-driving management and analyzes the Benetton’s market orientation change from a market-driving to a market-driven orientation. Additionally, this study uses longitudinal data to measure the degree of success of the market-driven orientation. Design/methodology/approach – The study is based on a qualitative case study method and it discusses how Benetton has moved from a market-driving to a market-driven orientation. Findings – The paper analyzes the principal transformations the Benetton Group has gone through to implement a market-driven orientation, including the delocalization of the manufacturing and of trusted suppliers; the downstream integration process; the adoption of a flexible, efficient and responsive logistics; the implementation of a modern information systems infrastructure. Revenues data show that the company has benefited of the new orientation, but only in the short-run. Moreover, the early adoption of the market-driven orientation by competing firms (e.g. Zara) and the economic environment seem to play an influence on the performance of market-driven companies. Research limitations/implications – The single case study approach may limit the generalizability of the findings. However, this case study is unique and of high importance for managers in different industries. Originality/value – Although some studies have discussed the benefits of market-driven and market-driving orientations, no study has analysed how companies move from a market-driving to a market-driven orientation. Additionally, existing studies have proved market orientation’s influence on business performance using static measures. This study uses longitudinal data to show the effect of market-driven orientation on a company’s long-term competitive advantage.
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7

Shleifer, Andrei, and Robert W. Vishny. "Stock market driven acquisitions." Journal of Financial Economics 70, no. 3 (December 2003): 295–311. http://dx.doi.org/10.1016/s0304-405x(03)00211-3.

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8

Bruno, Robert J. "The Evolution to Market‐Driven Quality." Journal of Business Strategy 13, no. 5 (May 1992): 15–20. http://dx.doi.org/10.1108/eb039512.

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9

Brondoni, Silvio M., and Simona Franzoni. "Ouverture de ‘Market-Driven Management in Global Tourism’." Symphonya. Emerging Issues in Management, no. 2 (2016): 1. http://dx.doi.org/10.4468/2016.2.01ouverture.

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10

DOLNICAR, SARA. "TRACKING DATA-DRIVEN MARKET SEGMENTS." Tourism Analysis 8, no. 2 (January 1, 2003): 227–32. http://dx.doi.org/10.3727/108354203774076788.

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11

Vandermerwe, Sandra, and Douglas Gilbert. "Making internal services market driven." Business Horizons 32, no. 6 (November 1989): 83–89. http://dx.doi.org/10.1016/0007-6813(89)90044-x.

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12

Day, George S. "The Capabilities of Market-Driven Organizations." Journal of Marketing 58, no. 4 (October 1994): 37–52. http://dx.doi.org/10.1177/002224299405800404.

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Considerable progress has been made in identifying market-driven businesses, understanding what they do, and measuring the bottom-line consequences of their orientation to their markets. The next challenge is to understand how this organizational orientation can be achieved and sustained. The emerging capabilities approach to strategic management, when coupled with total quality management, offers a rich array of ways to design change programs that will enhance a market orientation. The most distinctive features of market-driven organizations are their mastery of the market sensing and customer linking capabilities. A comprehensive change program aimed at enhancing these capabilities includes: (1) the diagnosis of current capabilities, (2) anticipation of future needs for capabilities, (3) bottom-up redesign of underlying processes, (4) top-down direction and commitment, (5) creative use of information technology, and (6) continuous monitoring of progress.
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13

Martin, Diane M., and John W. Schouten. "Consumption-Driven Market Emergence." Journal of Consumer Research 40, no. 5 (February 1, 2014): 855–70. http://dx.doi.org/10.1086/673196.

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14

Andreasen, Alan R., Dean C. Coddington, and Keith D. Moore. "Market-Driven Strategies in Health Care." Journal of Marketing 53, no. 2 (April 1989): 132. http://dx.doi.org/10.2307/1251422.

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15

Qureshi, Salim. "Market driven public institutions attract resources." Services Marketing Quarterly 9, no. 2 (1993): 83–92. http://dx.doi.org/10.1080/15332969.1993.9985092.

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16

Jurkiewicz, Carole L., and James S. Bowman. "Charlotte: A Model for Market-Driven Public-Sector Management." State and Local Government Review 34, no. 3 (December 2002): 205–13. http://dx.doi.org/10.1177/0160323x0203400306.

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17

Matthews, James E. "The Market Driven Standards Paradigm." IEEE Communications Standards Magazine 5, no. 3 (September 2021): 4. http://dx.doi.org/10.1109/mcomstd.2021.9579398.

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18

Chakravarti, Dipankar, and George S. Day. "Market Driven Strategy: Processes for Creating Value." Journal of Marketing 55, no. 4 (October 1991): 116. http://dx.doi.org/10.2307/1251961.

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19

Sim, Kwang Mong. "Grid Commerce, Market-Driven G-Negotiation, and Grid Resource Management." IEEE Transactions on Systems, Man and Cybernetics, Part B (Cybernetics) 36, no. 6 (December 2006): 1381–94. http://dx.doi.org/10.1109/tsmcb.2006.877791.

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20

Mirakhorli, Amin, and Bing Dong. "Market and behavior driven predictive energy management for residential buildings." Sustainable Cities and Society 38 (April 2018): 723–35. http://dx.doi.org/10.1016/j.scs.2018.01.030.

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21

Huang, Wei, Yuhui Li, Shuo Wang, and Jingjing Weng. "Can ‘democratic management’ improve labour relations in market-driven China?" Asia Pacific Journal of Human Resources 54, no. 2 (January 15, 2016): 230–57. http://dx.doi.org/10.1111/1744-7941.12100.

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22

Ashley, Nancy Winniford. "Expanding Market Opportunities through Knowledge Management: Taking a Data Driven Approach to Market Research." International Journal of Knowledge, Culture, and Change Management: Annual Review 4, no. 1 (2005): 0. http://dx.doi.org/10.18848/1447-9524/cgp/v04/59213.

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23

Simons, Robert, Spenser Robinson, and Eunkyu Lee. "A Market-Driven Green Office Building Index." Journal of Real Estate Portfolio Management 25, no. 1 (January 1, 2019): 77–98. http://dx.doi.org/10.1080/10835547.2019.12090025.

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24

Whittington, Richard, Terry Mcnulty, and Richard Whipp. "MARKET-DRIVEN CHANGE IN PROFESSIONAL SERVICES: PROBLEMS AND PROCESSES." Journal of Management Studies 31, no. 6 (November 1994): 829–46. http://dx.doi.org/10.1111/j.1467-6486.1994.tb00641.x.

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25

Xie, Wangsong, and Jianjun Cao. "Regulatory Mechanism of Financial Market Resource Management Driven by Big Data." Mobile Information Systems 2022 (July 30, 2022): 1–12. http://dx.doi.org/10.1155/2022/4339456.

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In order to further understand the current situation of the financial market and better supervise the resource management of the financial market, combined with big data and cloud computing technology, through the construction of big data cloud platform resource management system and the integration of various technical computing frameworks, we can realize the effective supervision of big data resources in the financial market. Using J2EE technology, this paper analyzes, designs, implements, and tests the investment data management system, analyzes the content of the software engineering subject, and obtains the demand function description of the business. According to the software development process and the actual situation of enterprise investment, this paper expounds the basic requirements of the investment data management business, system architecture requirements, user use case status, and the operation and configuration environment of the investment data management system. This paper analyzes the technical characteristics and operation indicators of the software, and establishes the data flow for the data related to investment data management, such as information statistics, data query, information classification and so on. Finally, the system is verified, operated and tested, and the business use cases and parameters of the system are tested according to the two indicators of software testing. The basic functions of the investment data management realized by the system are correct, the design is reasonable, the operation is stable, the operation response time is short, the operation accuracy is high, and the data access efficiency is good.
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26

Giles, Robert H. "Change Shapes Trends in Newspaper Management." Newspaper Research Journal 14, no. 2 (March 1993): 32–39. http://dx.doi.org/10.1177/073953299301400206.

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27

Andreasen, Alan R. "Book Review: Market-Driven Strategies in Health Care." Journal of Marketing 53, no. 2 (April 1989): 132–34. http://dx.doi.org/10.1177/002224298905300213.

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28

Bowers, Michael. "Developing market-driven insurance products: A suggested model." Services Marketing Quarterly 3, no. 3 (1988): 161–73. http://dx.doi.org/10.1080/15332969.1988.9984892.

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29

Kumar, Deepak, Wei Chen, and Timothy W. Simpson. "A market-driven approach to product family design." International Journal of Production Research 47, no. 1 (November 15, 2008): 71–104. http://dx.doi.org/10.1080/00207540701393171.

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30

Ho Voon, Boo. "Linking a service‐driven market orientation to service quality." Managing Service Quality: An International Journal 16, no. 6 (November 2006): 595–619. http://dx.doi.org/10.1108/09604520610711927.

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31

González Grandón, Tatiana, Fernando de Cuadra García, and Ignacio Pérez-Arriaga. "A Market-Driven Management Model for Renewable-Powered Undergrid Mini-Grids." Energies 14, no. 23 (November 24, 2021): 7881. http://dx.doi.org/10.3390/en14237881.

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Renewable-powered “undergrid mini-grids” (UMGs) are instrumental for electrification in developing countries. An UMG can be installed under a—possibly unreliable— main grid to improve the local reliability or the main grid may “arrive” and connect to a previously isolated mini-grid. Minimising costs is key to reducing risks associated with UMG development. This article presents a novel market-logic strategy for the optimal operation of UMGs that can incorporate multiple types of controllable loads, customer smart curtailment based on reliability requirements, storage management, and exports to and imports from a main grid, which is subject to failure. The formulation results in a mixed-integer linear programming model (MILP) and assumes accurate predictions of the following uncertain parameters: grid spot prices, outages of the main grid, solar availability and demand profiles. An AC hybrid solar-battery-diesel UMG configuration from Nigeria is used as a case example, and numerical simulations are presented. The load-following (LF) and cycle-charging (CC) strategies are compared with our predictive strategy and HOMER Pro’s Predictive dispatch. Results prove the generality and adequacy of the market-logic dispatch model and help assess the relevance of outages of the main grid and of spot prices above the other uncertain input factors. Comparison results show that the proposed market-logic operation approach performs better in terms of cost minimisation, higher renewable fraction and lower diesel use with respect to the conventional LF and CC operating strategies.
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32

Handa, Puneet, Robert A. Schwartz, and Ashish Tiwari. "The Ecology of an Order-Driven Market." Journal of Portfolio Management 24, no. 2 (January 31, 1998): 47–55. http://dx.doi.org/10.3905/jpm.24.2.47.

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33

Ibrahim, Muhammad, and Hamim Syahrum Ahmad Mokhtar. "Islamic Liquidity Management – The Malaysian Experience." ISRA International Journal of Islamic Finance 2, no. 2 (December 15, 2010): 131–56. http://dx.doi.org/10.55188/ijif.v2i2.105.

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The paper examines the Malaysian experience in managing Islamic liquidity from the perspective of regulators. While there are a multitude of factors that create a vibrant money market system for effectively managing liquidity, this paper looks at six factors: a large number of active players in the market; diversity and sophistication of Islamic instruments; a market transparency framework; an effective mechanism and system for tendering, settlement and information dissemination; government support in market development; and a robust legal and regulatory framework. The paper also discusses issues relating to Islamic liquidity management and raises the possibility of building linkages among Islamic financial markets, developing joint funds, strengthening information sharing and human talent management as well as creating a private-sector-driven association for Islamic financial market participants.
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34

Fatima, Saman, and Roshan Luqman. "Impact of Market Learning on Management Innovation: Mediating role of Knowledge Integration." SEISENSE Journal of Management 3, no. 5 (August 2, 2020): 1–12. http://dx.doi.org/10.33215/sjom.v3i5.404.

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Purpose- The article aims to study and explore the effect of market learning on management innovation along with exploring the role of knowledge integration as a mediator in the hospitality industry of Pakistan. Design/Methodology- The data comprised 215 respondents from the hospitality industry, and it was gathered through a questionnaire containing 22 items, including four demographical items. The gathered data was utilized to validate our model empirically through statistical tests. Findings- Research findings reveal that management innovation is driven by market learning, and significant relationships exist between market learning, knowledge integration, and management innovation. The mediating role of knowledge integration also exists significantly between management innovation and market learning. Novelty – Knowledge integration about management innovation and market learning is a novel contribution, and findings suggest that its effect on this model is significant. Practical Implications- Successful organizations include knowledge integration and management innovation as a critical part of their culture as these variables boost the firm’s productivity and employee participation, and both are found to be driven by market learning. The managers can make an effort to enhance market learning and improve the firm’s overall performance.
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35

Buggie, Frederick D. "To Prosper, It's Not Enough To Be ‘Market-Driven’." Research-Technology Management 36, no. 3 (May 1993): 36–40. http://dx.doi.org/10.1080/08956308.1993.11670901.

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36

Lam, Peter H. L., and Wilson H. S. Tong. "Interdaily Volatility in a Continuous Order-Driven Market." Journal of Business Finance Accounting 26, no. 7&8 (September 1999): 1013–36. http://dx.doi.org/10.1111/1468-5957.00284.

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37

Bernstein, Mark Allen. "Driver or driven? Market forces and future demand." Energy Policy 14, no. 5 (October 1986): 452–53. http://dx.doi.org/10.1016/0301-4215(86)90044-3.

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38

Tuominen, Matti, Sami Kajalo, Arto Rajala, Sheelagh Matear, and Graham J. Hooley. "Sharpening the edge of market-driven intangibles and innovations." International Journal of Revenue Management 1, no. 3 (2007): 247. http://dx.doi.org/10.1504/ijrm.2007.015518.

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39

Cravens, D. W. "Implementation Strategies in the Market-Driven Strategy Era." Journal of the Academy of Marketing Science 26, no. 3 (July 1, 1998): 237–41. http://dx.doi.org/10.1177/0092070398263005.

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40

Jaworski, Bernard J., and Dipankar Chakravarti. "Book Review: Market Driven Strategy—Processes for Creating Value." Journal of Marketing 55, no. 4 (October 1991): 116–18. http://dx.doi.org/10.1177/002224299105500409.

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41

Pagliarani, Stefano, and Tiziano Vargiolu. "Portfolio optimization in a defaultable Lévy-driven market model." OR Spectrum 37, no. 3 (August 24, 2014): 617–54. http://dx.doi.org/10.1007/s00291-014-0374-7.

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42

Höst, Martin, Björn Regnell, Johan Natt och Dag, Josef Nedstam, and Christian Nyberg. "Exploring bottlenecks in market-driven requirements management processes with discrete event simulation." Journal of Systems and Software 59, no. 3 (December 2001): 323–32. http://dx.doi.org/10.1016/s0164-1212(01)00072-3.

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43

Rodríguez-Rodríguez, Gonzalo, and Roberto Bande Ramudo. "Market driven management of climate change impacts in the Spanish mussel sector." Marine Policy 83 (September 2017): 230–35. http://dx.doi.org/10.1016/j.marpol.2017.06.014.

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44

Osman-Gani, Aahad M., and Thian Ser Toh. "Market-Driven Paradigm for Developing Internationally-Oriented Business Curriculum." Journal of Teaching in International Business 9, no. 1 (June 25, 1997): 1–14. http://dx.doi.org/10.1300/j066v09n01_01.

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45

Dolnicar, Sara. "A Review of Data-Driven Market Segmentation in Tourism." Journal of Travel & Tourism Marketing 12, no. 1 (July 12, 2002): 1–22. http://dx.doi.org/10.1300/j073v12n01_01.

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46

Bucăţa, George. "The Challenges of Organizational Management." Land Forces Academy Review 23, no. 4 (December 1, 2018): 275–81. http://dx.doi.org/10.2478/raft-2018-0034.

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Abstract Many organizations are driven by the market to set their goals in their performance. Some of the goals are: cost reduction, achieving sales levels, increasing the number of customers, increasing the market percentage, improving productivity and quality, innovative products. Challenge becomes extremely acute in the case of companies that continue to expand on new markets. In order to be easily understood, the organization’s objectives should be translated into a language easy to understand for all levels of the organization, that is to be traced in clear objectives, specific to each position, being imparted to the level of unity, team and individual.
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47

Day, George S. "What Does it Mean to be Market-Driven?" Business Strategy Review 9, no. 1 (March 1998): 1–14. http://dx.doi.org/10.1111/1467-8616.00051.

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48

Mylonakis, John, Peter G. Malliaris, and George J. Siomkos. "Marketing-Driven Factors Influencing Savers In The Hellenic Bank Market." Journal of Applied Business Research (JABR) 14, no. 2 (September 1, 2011): 109. http://dx.doi.org/10.19030/jabr.v14i2.5719.

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<span>This paper studies the influencing factors on bank savings customers decisions regarding selection of a bank, in the Hellenic bank market. An empirical study was conducted on 811 bank customers in the greater Athens area. Results point to similar conclusions with prior studies conducted in the U.S. and Europe. Discussion of results also refer to different consumer perceptions of Greek public, private and foreign banks operating in Greece, as well as to the identification of reasons for switching a customers main bank.</span>
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49

Attaway‐Fink, Betty. "Market‐driven journalism: Creating special sections to meet reader interests." Journal of Communication Management 9, no. 2 (June 2005): 145–54. http://dx.doi.org/10.1108/13632540510621335.

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50

Asan, Umut, Seckin Polat, and Ron Sanchez. "Scenario-driven modular design in managing market uncertainty." International Journal of Technology Management 42, no. 4 (2008): 459. http://dx.doi.org/10.1504/ijtm.2008.019386.

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