Academic literature on the topic 'Strategic orientations; business performance; high-tech'
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Journal articles on the topic "Strategic orientations; business performance; high-tech"
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Leng, Zongyang, Zhiying Liu, Min Tan, and Jiangang Pang. "Speed leaders and quality champions." Management Decision 53, no. 6 (July 13, 2015): 1247–67. http://dx.doi.org/10.1108/md-07-2013-0367.
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Purpose – The purpose of this paper is to develop a concept of an alignment between market and technology orientations (MTs) and investigates the difference in new product innovation activities and performance among the four groups of high-tech firms which are classified into four categories labeled as MT, technology orientation (TO), market orientation (MO) and conservative (CO) firms. Design/methodology/approach – Data were collected from 360 high-tech firms in China. MANOVA was used to identify whether or not new product innovation activities (i.e. timing of market entry and product quality) and performance vary across the four groups. Findings – The results indicate that the four groups of firms significantly differ with respect to new product performance and with new product innovation activities pertaining to timing of market-entry strategy and product quality. Further, the results show that first, MT firms have highest new product performance; second, TO firms are speed leaders which have first-to-market with new product; and third, MO firms are quality champions which are best for the perceived new product quality. Originality/value – This paper responds to call for synthetic studies of multiple orientations and cross-disciplinary research, especially in the areas of marketing and strategic management. This paper is the first to integrate MO and TO and examine the interactive effects of these two orientations on new product innovation. Against prior study believing the combination of strategic orientations play an important role in innovation management, the findings that TO firms are speed leaders and MO firms are quality champions suggest that the combination of different strategic orientations is not beneficial to all respects of new product innovation, such as timing of market-entry strategy and product quality.
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Jami Pour, Mona, and Mohammad Asarian. "Strategic orientations, knowledge management (KM) and business performance." Kybernetes 48, no. 9 (October 7, 2019): 1942–64. http://dx.doi.org/10.1108/k-05-2018-0277.
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Purpose Despite the huge amount of studies that have investigated the strategy–performance relationships and knowledge management (KM)–performance relationships, there is little consensus regarding the nature of these connections. By reviewing related literature, some notable limitations and inconsistent results are highlighted in extant studies. To address these challenges, this study aims to explore the effects of strategic orientation and KM mechanisms on business performance. Design/methodology/approach The study conducted an empirical investigation of 227 small- and medium-sized enterprises (SMEs) to explore the relationship between strategy−performance and KM−performance. Business strategy is conceptualized as a comparative construct with six dimensions, KM is conceptualized by two types of KM mechanisms of technical and non-technical KM mechanisms and business performance is measured by four dimensions of balanced scorecard (BSC). The cluster analysis was used to explore different aspects of these three constructs. Findings Using cluster analysis, the results indicate that firms with high level of analysis, defensiveness, futurity and proactiveness in strategic orientation have better performance and also the high level of both KM mechanisms another important finding shows that firms with more KM mechanisms have high performance and technical mechanisms have more predictor role on performance. Practical implications This research also has prescriptive implications for strategic managers and KM practitioners. The finding enhanced the understanding of the relationship between strategic orientations, KM and performance. The results assist managers to assess business performance regarding strategic orientations and KM mechanisms of the firms. Therefore, it helps firms to improve strategic resource allocation and exploit KM investment by considering ideal pattern of the performance. Originality/value By reviewing strategic management and KM literature, it is revealed that there are little studies about how the interaction of strategic orientation and KM influences business performance. The main contribution of the study is exploring the profile of the firms by considering their strategic orientation and KM mechanisms and their impact on business performance. This study provides an empirical evidence about interaction of strategic orientations, KM mechanisms and business performance in SME context, which is merely investigated in previous researches.
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Gatignon, Hubert, and Jean-Marc Xuereb. "Strategic Orientation of the Firm and New Product Performance." Journal of Marketing Research 34, no. 1 (February 1997): 77–90. http://dx.doi.org/10.1177/002224379703400107.
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The authors seek to understand which of three different strategic orientations of the firm (customer, competitive, and technological) is more appropriate, when, and why it is so in the context of developing product innovations. They propose a structural model of the impact of the strategic orientation of the firm on the performance of a new product. The results provide evidence for best practices as follows: (1) A firm wishing to develop an innovation superior to the competition must have a strong technological orientation; (2) a competitive orientation in high-growth markets is useful because it enables firms to develop innovations with lower costs, which is a critical element of success; (3) firms should be consumer- and technology-oriented in markets in which demand is relatively uncertain—together, these orientations lead to products that perform better, and the firm will be able to market innovations better, thereby achieving a superior level of performance; and (4) a competitive orientation is useful to market innovations when demand is not too uncertain but should be de-emphasized in highly uncertain markets.
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Li, Wing Sun. "Strategic merge: a gain or a gamble – the case of Telco China." Emerald Emerging Markets Case Studies 9, no. 2 (July 13, 2019): 1–23. http://dx.doi.org/10.1108/eemcs-07-2018-0165.
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Learning outcomes By reviewing the case study, readers are expected to understand the constraints of competitive strategies in a shifting environmental landscape; the difficulties of foreign companies to sustain in an emerging market with government interventions; the subtlety of joint venture (JV) formation by partners with very divergent background, priority and agenda; evaluation of behavioural orientations of partnership and JV operational arrangements as determinants of a successful JV strategy. Case overview/synopsis High-tech companies can enjoy super profits from their products when only a few competitors can compete with them technologically. However, these companies also nurture a high-cost operational culture that sets a constraint for their further growth when superiority of the technology can no longer be maintained. High-tech companies may reposition their businesses with a strategic shift from differentiation strategy to cost focus strategy. The attendant shift as well as synchronization problem in an organization may require a larger effort to revamp. This case describes a global telecom infrastructure company with successful business performance in China in her early establishment with a pre-emptive technological edge. Mitigation of technological superiority and the rise of local competitors have forced the Company to opt for a cooperative strategy with a local player in the establishment of a low-cost joint venture. Does the new joint venture facilitate the strategic shift or just create an illusion of cooperation? Complexity academic level Undergraduate students and post graduate students taking strategic management course. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Vuoti, Veli-Pekka, Josu Takala, Alexander Mäntylä, Yang Liu, Wenshan Yang, Nurul Aida Binti Abdul Malek, Patricia Kronman, Andreas Kreuzer, and Afnan Zafar. "Validating performance based critical actions in a high tech start-up." Management and Production Engineering Review 5, no. 1 (March 1, 2014): 74–86. http://dx.doi.org/10.2478/mper-2014-0009.
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Abstract The objective of this study is to analyze a Finnish manufacturing case company’s operational competitiveness. A proposed analytical model based on analyses the corresponding angles of the strategic triangles (Prospector, Analyzer, and Defender). The model compares the angle differences between the strategy and resource triangles with opinions from different management groups of informants. It was found out that Normalized Scaled Critical Factor Index (NSCFI) model is more scientific comparing to formal ones through validation. Calculations based on the MSI questionnaire resulted in medium high values for the Prospector strategy both for past- and future orientation. S&R calculations regarding the past orientation resulted in low values for all strategy types, except P-NSCFI for Analyzer. Moreover this study covers a case, in where Balanced Critical Factor Index (BCFI) was used defining company annual strategy plan.
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ZACHARIAS, NICOLAS A., RUTH MARIA STOCK, and SUBIN IM. "STRATEGIC GIVENS IN NEW PRODUCT DEVELOPMENT: UNDERSTANDING CURVILINEAR EFFECTS ON NEW PRODUCT PERFORMANCE." International Journal of Innovation Management 21, no. 01 (January 2017): 1750010. http://dx.doi.org/10.1142/s1363919617500104.
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Although top managers’ direct influence on new product development (NPD) projects may not be evident, managers frame the conditions surrounding such projects by determining the strategic directions and managing the context for a firm’s innovation activities. Drawing on strategic leadership theory and effectuation logic, this study proposes nonlinear effects of three important strategic givens determined by top managers that represent key levers to frame firms’ NPD: customer orientation, encouragement to take risks, and autonomy. Multi-informant data from top-level marketing managers and project managers in multiple U.S. high-tech industries indicate optimal levels for each strategic given. A moderate level of customer orientation is optimal for new product performance (inverted U-shaped relationship); new products also perform best when managers support very low or high levels of autonomy (U-shaped relationship). In contrast with a predicted curvilinear effect, managers’ encouragement of risk taking actually exerts a positive linear effect on new product performance.
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Kwiotkowska, Anna, and Magdalena Gębczyńska. "CONFIGURATIONS OF ENTREPRENEURIAL, TECHNOLOGICAL, AND MARKET ORIENTATIONS AND NEW VENTURES PERFORMANCE." Humanities & Social Sciences Reviews 7, no. 4 (October 10, 2019): 1218–23. http://dx.doi.org/10.18510/hssr.2019.74166.
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Purpose: Based on the configuration approach, the paper examined the common impact of selected strategic orientations, namely entrepreneurial, technological, and market orientations on the performance of new business ventures.
Methodology: This study employs a configurational approach, using fuzzy set Qualitative Comparative Analysis (fs/QCA), to analyze the constellations of different strategic orientations that yield superior performance.
Result: The results suggest that the performance of a new venture depends on configurations, where firms with high levels of entrepreneurial, technological, and market orientations perform better than firms with other configurations. However, there are other configurations of strategic orientations that also, though to a lesser extent, improve the performance of the entities under study. Conducted research provides a detailed understanding of which different configurations improve the performance of new ventures and which configurations are more effective.
Applications: This research can be used for universities, teachers, and students. Dai, O., & Liu, X. (2009).
Novelty/Originality: In this research, the model of configurations of entrepreneurial, technological, and market orientations and new ventures performance is presented in a comprehensive and complete manner.
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Hong, Paul, Ma Ga (Mark) Yang, and David D. Dobrzykowski. "Strategic customer service orientation, lean manufacturing practices and performance outcomes." Journal of Service Management 25, no. 5 (October 14, 2014): 699–723. http://dx.doi.org/10.1108/josm-12-2013-0355.
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Purpose – The notion of achieving competitive advantage using a strategic customer service orientation (SCSO) has received increased research attention. The purpose of this paper is to examine the concept of SCSO in the context of rapidly changing competitive market environments. An organization-wide SCSO can be implemented through lean manufacturing practices to achieve favorable operational and business performances (BPs). Design/methodology/approach – This study employs survey methodology to examine a research model that theorizes eight hypotheses with respect to the relationships among SCSO, human and technical lean practices, and performance outcomes (operational and BPs). Data from 571 firms participating in the International Manufacturing Strategy Survey (IMSS) IV are analyzed using structural equation modeling (AMOS 20). Findings – The findings suggest that firms with a SCSO implement both human and technical aspects of lean manufacturing practices leading to better performance results. The findings also indicate that performance outcomes are indirectly influenced through the combined efforts of technical and human lean manufacturing practices. Research limitations/implications – Generalizations here are limited to manufacturing firms. SCSO beyond manufacturing firms like healthcare or high-tech organizations that implement lean practices in response to a SCSO have yet to be examined and provide fertile opportunities for future research. Practical implications – These findings suggest practical insight into how to integrate service-driven value creation and delivery for achieving both cost effectiveness and quality performance outcomes. Originality/value – The examination of the consequences of SCSO in manufacturing firms from multiple countries is a novel contribution in the field, as is the examination of technical and human lean practices. It comes at a time when manufacturing firms increasingly recognize the value of services for global competitiveness.
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Reijonen, Helen, Szandra Párdányi, Sasu Tuominen, Tommi Laukkanen, and Raija Komppula. "Are growth-oriented SMEs more likely to adopt market and brand orientations?" Journal of Small Business and Enterprise Development 21, no. 2 (May 13, 2014): 250–64. http://dx.doi.org/10.1108/jsbed-10-2013-0152.
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Purpose – The purpose of this paper is to examine how SMEs with varying growth intentions differ from each other with regard to market orientation and brand orientation. Both of these strategic orientations are seen to lead to enhanced market performance. Consequently, the authors investigate whether those small firms that regard growth as an important goal have adopted market or brand orientation. Design/methodology/approach – Responses from 492 SMEs were analysed. They were clustered into four groups according to their growth intentions. These groups included firms that have low growth intention, capital adequacy growth intention, expansion growth intention and high growth intention. ANOVA was used to explore whether these groups differed in their market or brand orientation. Findings – The results indicate that the higher growth intention group the SME belonged to the more market and brand oriented it is. The biggest differences between the SMEs were found with regards to brand orientation. Research limitations/implications – The findings suggest that SMEs have acknowledged the positive effect of market and brand orientations on firm growth, thus highlighting the importance of supporting growth-oriented SMEs in their quest to become more market or brand oriented. Originality/value – The study sheds more light on the little researched themes of market and brand orientations in the context of SMEs. It also offers insights into how growth intentions affect the adoption of different strategic orientations.
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Susanto, Yosef Budi. "The Impact of Market Orientation and Dynamic Marketing Capability on the Marketing Performance of 'Make-To-Order' SMEs." GATR Journal of Management and Marketing Review 4, no. 3 (September 21, 2019): 157–70. http://dx.doi.org/10.35609/jmmr.2019.4.3(1).
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Objective – Literature suggest that companies should focus their Market Orientation (MO) on good marketing and business performance. However, previous research in this area deals mostly with large companies. The objective of this research is to study the significance of MO for small and medium enterprises (SMEs) with the specific production strategy of Make-To-Order. Methodology/Technique – The sample of this study is 111 Indonesia SMEs. The descriptive research design is supported by exploratory research. The structural model is analysed using the Structural Equation Modelling approach with LISREL 8.8 and SPSS 16.00. Findings – The result shows that MO does not have a significant impact on Marketing Performance. In the context of MTO, SMEs do not need to have a high Market Orientation to have satisfactory performance. It is more important for them to take care of the relationship with their principal companies. Government regulations, such as raw material regulations, also have an impact on SMEs performance. It is recommended that future research explore the types of capabilities of SMEs relating with the era of Industry 4.0. Other strategic orientations, such as production orientation, could be considered as factors in future research. Type of Paper: Empirical Keywords: Strategic Leadership Competence; Entrepreneurial Orientation; Market Orientation; Dynamic Marketing Capability; Business Environment; Marketing Performance; Maklun (MTO Strategy). Reference to this paper should be made as follows: Susanto, Y.B. 2019. The Impact of Market Orientation and Dynamic Marketing Capability on the Marketing Performance of ‘Make-To-Order’ SMEs, J. Mgt. Mkt. Review 4(3) 157 – 170 https://doi.org/10.35609/jmmr.2019.4.3(1) JEL Classification: M3, M30, M31.
Dissertations / Theses on the topic "Strategic orientations; business performance; high-tech"
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Ho, Wing Yee. "Multiple strategic orientations and business performance: a comprehensive investigation of high-tech firms." Thesis, 2014. http://hdl.handle.net/2440/87856.
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Strategic orientations, defined as the underlying principles reflected in a firm’s activities, processes, and strategic direction, are valuable resources that contribute to the firm’s competitive advantage and performance. Despite prolific research on individual strategic orientations, our current understanding of their combined adoption within organisations remains limited. In addition, while the resource-based theory has long claimed that resources that are complementary may interact and produce greater synergistic effects on performance, it is unclear whether this assumption applies to strategic orientations, with only a handful of studies directly examining the interaction effects of complementary strategic orientations on business performance. This dissertation aims to advance existing knowledge on how four strategic orientations, namely market, entrepreneurial, relationship, and technology orientations, and their interactions affect business performance. To best capture the effects of strategic orientations, a comprehensive set of business performance metrics was employed in this study, including firm effectiveness (market response and market position value), efficiency (profitability), and adaptability (new product success). This research comprised an exploratory qualitative study followed by an explanatory quantitative study. Eight case studies on Australian high-tech manufacturing strategic business units (SBUs) were conducted as a first step to understand the extent to which firms emphasise market, entrepreneurial, relationship, and technology orientations simultaneously, as well as to uncover potential moderators of the strategic orientations-performance relationship. Accordingly, three moderators, including environmental turbulence, organisational life cycle, and competitive positions were identified and incorporated into the conceptual framework for hypothesis testing. In the quantitative study, a self-administered online questionnaire was used to collect data from German high-tech manufacturing SBUs, yielding a total of 766 usable responses. Two analytical tools, namely structural equation modelling (SEM) and fuzzy set qualitative comparative analysis (fsQCA), were used to analyse the same set of data. This enabled the researcher to draw in-depth insights by comparing the results of SEM and fsQCA. The SEM results show that while market and entrepreneurial orientations positively affect firm effectiveness and adaptability, relationship and technology orientations have no direct impact on performance. Similarly, no significant interaction effects of strategic orientations on performance were identified. However, the fsQCA results present different evidence by showing that the combination of market and entrepreneurial orientations leads to superior profitability. In fact, other combinations such as entrepreneurial and technology orientations, and market and relationship orientations, lead to superior profitability too. This means that firms can achieve profitability by exploiting complementary strategic orientations, therefore offering partial support to the complementarity assumption. Finally, the multi-group analysis provides partial support for the moderating effect of competitive positions. This study contributes to the resource-based theory by exploring resource complementarity in strategic orientations. It also illustrates the suitability of fsQCA in strategic orientation research, as fsQCA can identify different configurations of strategic orientations that contribute to optimal business performance. Last but not least, this study supports strategic planning in businesses by linking strategic orientations to different aspects of performance. It also gives managers guidance on combining strategic orientations to achieve enhanced performance.Thesis (Ph.D.) -- University of Adelaide, Business School, 2014
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Chang, Yueh-hsien, and 張玥仙. "AN EXAMINATION OF THE RELATIONSHIPS AMONG STRATEGIC ORIENTATION, ORGANIZATIONAL CAPABILITIES, AND BUSINESS PERFORMANCE—WITH THE HIGH-TECH INDUSTRY IN TAIWAN AS AN EXAMPLE." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/04506083994003765644.
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碩士大同大學
事業經營學系(所)
92
Due to the changeable economic environment, the business has to face intensive competition in today’s world. How to make good use of the organizational capabilities and constitute proper strategy has become an important work for the business. Therefore, this study attempts to examine the relationships among strategic orientation, organizational capabilities, and business performance─with the high-tech industry in Taiwan as an example. The subjects for this study were CEOs or top managers in the High-tech industry in Taiwan. We sent out 650 questionnaires in total. A total of 105 responses were received, of which 12 were ineligible and 93 valid with a valid response rate 14.31%. First, we used structural equation modeling (SEM) to investigate the interrelationships among strategic orientation, organizational capabilities and business performance. Secondly, the multiple regression method was employed to analyze the relationships between six strategic orientation factors and business performance as well as the relationships between five organizational capabilities factors and business performance. After examining the data, the results show as follows: 1.The firm’s strategic orientation and organizational capabilities are found to have positive influence on the business performance. 2.The firm’s organizational capabilities are found to have a positive direct relationship with strategic orientation. 3.In the high-tech industry, firms that emphasize the traits of analysis and futurity in strategic orientation typically reveal superior business performance. 4.Firms that emphasize the traits of coordinated capability, professional capability, and transferable capability in organizational capabilities typically exhibit high levels of business performance. 5.Organizational capabilities have a positive direct relationship with strategic orientation. This result shows that the high-tech firms can make good use of their own organizational capabilities and match with their strategic orientation. In general, based on the opportunity of external environment the firm can formulate the suitable strategy to exert organizational capabilities to gain the biggest benefit. 6.Firms should exert efficient leverage on their organizational capabilities and strategies, and further improve their business performance. 7.The findings of this study not only provide firms with the directions for improvement on organizational capabilities development and strategies choice, but also help the government promote the development of the high-tech industry to provide a perfect environment and policy.
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Shih, Mei-Min, and 石玫旻. "A Study on the Relationships among Knowledge Management Strategic, Knowledge Resource Characteristics and Business Performance of High-Tech Industries in Taiwan－Perspective of Resources Based Theory." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/06482918712982322224.
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碩士立德管理學院
科技管理研究所
93
The resource-based view (RBV) has become a major paradigm regarding the study on competitive advantage for enterprises since 1990. RBV states that the competitive advantage of an organization comes from the strategy that is based on the combinations of unique resources which are valuable, rare, inimitable and non-substitutable. Most importantly, both the knowledge management (KM) strategy and knowledge resource characteristics, that transform the combinations of unique knowledge resources into final products and services, can be attributed to the long-range complicated interactions among the organization-specific knowledge. Through the formulation of adequate KM strategy, the knowledge resource and competitive advantage become difficult to be imitated and substituted by competitors, an organization has an excellent performance. The aim of this study is to explore the relationship between KM strategy/ knowledge resource characteristics and organizational performance through questionnaire from high-tech companies. The results indicate that (1) the effect of KM strategy on most of performances are not positive except non-financial performance. (2) the effect of different KM strategy on KM activities is not positive. (3) the effect of different KM activities on KM activities is positive; an organization can produce valuable product/service and promote the performance through KM activities. (4) the effect of different KM activities on knowledge resource characteristics is positive; after conducting KM, an organization will possess valuable, rare, inimitable and non-substitutable knowledge resources. (5) the effect of knowledge resource characteristics on performance is positive.
Books on the topic "Strategic orientations; business performance; high-tech"
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Product Development Strategy: Innovation Capacity and Entrepreneurial Firm Performance in High-Tech SMEs. Palgrave Macmillan, 2015.
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Karami, Azhdar, and Mina Tajvidi. Product Development Strategy: Innovation Capacity and Entrepreneurial Firm Performance in High-Tech SMEs. Palgrave Macmillan, 2016.
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Chabowski, Brian R., and G. Tomas M. Hult. A Study of the Long-Term Value of Capabilities-Based Resources, Intangible Strategic Assets, and Firm Performance. Edited by Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley, and Douglas Michael Wright. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780190650230.013.003.
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How do capabilities-based resources focused on customers, supply chains, and how does innovation impact a firm’s strategic assets and performance? We develop a framework to (1) test strategic resource allocations as investments in future opportunities, (2) examine the influences of strategic resources on strategic assets, and (3) study the effects of strategic assets on performance. The model incorporates data from a 12-year period to examine the lagged effects over a “strategic” length period. The results show that the resources that affect assets include business-to-customer (B2C) marketing expenditures, sourcing attentiveness, inventory readiness, production capacity, and overall innovation creativity. Customer satisfaction and brand equity are two firm-level strategic assets that influence financial performance. The robustness of the overall results was also examined in two technological contexts (low/stable vs. high tech).
Book chapters on the topic "Strategic orientations; business performance; high-tech"
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Uyen, Nguyen Thi, and Siti Rohaida Mohamed Zainal. "Non-State SMEs in Vietnam." In Handbook of Research on Small and Medium Enterprises in Developing Countries, 297–321. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-2165-5.ch014.
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Small and medium enterprises (SMEs) which are dominated by non-state SMEs play an important role in economic growth, job creation and poverty reduction in Vietnam. However, most of non-state SMEs in Vietnam are young and contain several limitations in performance. Therefore, finding solutions and strategic orientations to enhance SMEs performance becomes the major concern of the policy makers and business practitioners. To generate the implications pertinent to firms for sustaining high organizational performance in long run, understanding the strategic situation of the firms is a vital step. Thus, based on strategic theory of SWOT and strategy formulation, this chapter aims to: (1) Explore the characteristics of dynamic macro environment for development of non-state SMEs in Vietnam; (2) identify the key firm's features; (3) examine firm performance to identify achievements and constraints; (4) suggest strategic implications for enhancement of SMEs performance toward long-run development of non-state SMEs in Vietnam.
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Uyen, Nguyen Thi, and Siti Rohaida Mohamed Zainal. "Non-State SMEs in Vietnam." In Wealth Creation and Poverty Reduction, 704–28. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1207-4.ch041.
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Small and medium enterprises (SMEs) which are dominated by non-state SMEs play an important role in economic growth, job creation and poverty reduction in Vietnam. However, most of non-state SMEs in Vietnam are young and contain several limitations in performance. Therefore, finding solutions and strategic orientations to enhance SMEs performance becomes the major concern of the policy makers and business practitioners. To generate the implications pertinent to firms for sustaining high organizational performance in long run, understanding the strategic situation of the firms is a vital step. Thus, based on strategic theory of SWOT and strategy formulation, this chapter aims to: (1) Explore the characteristics of dynamic macro environment for development of non-state SMEs in Vietnam; (2) identify the key firm's features; (3) examine firm performance to identify achievements and constraints; (4) suggest strategic implications for enhancement of SMEs performance toward long-run development of non-state SMEs in Vietnam.
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Ozuem, Wilson, and Natalie Limb. "How is Internal Marketing Understood?" In Strategic Marketing in Fragile Economic Conditions, 203–25. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-6232-2.ch011.
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The service industry and business-to-business companies have remained at the forefront of studies into internal marketing due to the close contact between employees and customers in such companies. Marketers and industry experts have shown particular interest to the supermarket sector over the past years due to the varied fluctuations in performance that have been reported. Consumers have negligible switching costs and the threat of substitute products is high, with little product differentiation. Therefore, there is the opportunity to create sustainable competitive advantage through intangible offerings. As of yet, there is little evidence supporting benefits of internal market orientation in the food retail industry. One reason for this may be the difficulty of measuring its benefits in such a context. Although the UK food retail industry has been extensively researched, researchers are yet to address it properly in regard to internal market orientation. This chapter examines it from a stakeholder perspective.
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Mohanty, Samarendra Kumar, and P. ArunPrasad. "Managing the Performance of Highly Mobile Skilled Individuals in Hi-Tech Firms." In Comparing High Technology Firms in Developed and Developing Countries, 167–84. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-1646-2.ch013.
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The change in business terrain is accelerated by globalization, which has opened many avenues of growth. To survive in this environment, the organization requires alignment of its strategic goals and available human resources. The need is to manage the performance of the employee, who is the most important resource of the organization. The focus has now shifted to the highly skilled workforce in order to leverage technology. This chapter highlights the studies conducted on the factors affecting the people in the workplace. While some researchers have defined what it means to be a skilled employee, other researchers have provided their views on the inequity, identity, compensation, meaning of work and international policy and approach of various countries for workers. This study also came across various aspects of migration of skilled workers studied by number of researchers. The current research provides solutions in the form of requisites to improve performance of skilled employees, which will be especially useful to multinational corporations operating in the hi-tech sector. The validity of the factors can be judged from the research conducted across the continents that includes major industrialized countries in the world. It looked into the work practices followed in these countries. The chapter provides research propositions based on the literature reviewed.
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Chochliouros, Ioannis, Anastasia S. Spiliopoulou, George K. Lalopoulos, and Stergios P. Chochliouros. "Dark Optical Fiber Models for Broadband Networked Cities." In Networking and Telecommunications, 157–66. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-986-1.ch013.
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The world economy is currently moving in transition from the industrial age to a new set of rules, that of the so-called “Information Society,” which is rapidly taking shape in different multiple aspects of the everyday life. In fact, the exponential growth of the Internet, the penetration of mobile communications, the rapid emergence of electronic commerce, the restructuring of various forms of businesses in all sectors of the economic activity, the contribution of digital industries to growth and employment, and so forth, are among the current features of the new global reality, and they are all considered significant dynamic factors for further evolution and development (Commission of the European Communities, 2005). Changes are usually underpinned by technological progress and globalization, while the combination of worldwide competition and digital technologies is having a crucial sweeping effect. Digital technologies facilitate transmission and storing of information, while they offer multiple access facilities, in most cases without implying subsequent extra costs. As digital information may be easily transformed into economic and social value, this can offer huge opportunities for the development of new products-offerings, services, or applications. Thus, information becomes the “keyresource” and the prime “engine” of the new e-economy (Crandall, Jackson, & Singer, 2003). Companies in different sectors have already started to adapt to the new economic situation in order to become e-businesses (Commission of the European Communities, 2001c). In addition, the full competitiveness of the state in the current high-tech digitally converging environment is strongly related to the existence of modern digital infrastructures of high capacity and of high performance, rationally deployed and properly priced, capable of providing easy, cost-effective, secure, and uninterrupted access to the international “digital web” of knowledge and commerce without imposing any artificial barriers and/or restrictions (Wallsten, 2005). Broadband development is nowadays an essential strategic priority (Chochliouros & Spiliopoulou, 2005), not only for the European Union (EU) but for the global environment. More specifically, broadband can be considered an “absolutely necessary prerequisite” in order to materialize all potential benefits from information society facilities and so to improve living standards (Commission of the European Communities, 2001b). The availability, access, and ultimate use of broadband in both business and residential settings are critical issues. Both businesses and consumers can derive increased benefits from the availability of broadband connection to the Internet, as the technology speeds up some applications and creates entirely new possibilities (Hu & Prieger, 2007).
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Chochliouros, Ioannis, Anastasia S. Spiliopoulou, George K. Lalopoulos, and Stergios P. Chochliouros. "Dark Optical Fiber Models for Broadband Networked Cities." In Encyclopedia of Multimedia Technology and Networking, Second Edition, 324–31. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-014-1.ch045.
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The world economy is currently moving in transition from the industrial age to a new set of rules, that of the so-called “Information Society,” which is rapidly taking shape in different multiple aspects of the everyday life. In fact, the exponential growth of the Internet, the penetration of mobile communications, the rapid emergence of electronic commerce, the restructuring of various forms of businesses in all sectors of the economic activity, the contribution of digital industries to growth and employment, and so forth, are among the current features of the new global reality, and they are all considered significant dynamic factors for further evolution and development (Commission of the European Communities, 2005). Changes are usually underpinned by technological progress and globalization, while the combination of worldwide competition and digital technologies is having a crucial sweeping effect. Digital technologies facilitate transmission and storing of information, while they offer multiple access facilities, in most cases without implying subsequent extra costs. As digital information may be easily transformed into economic and social value, this can offer huge opportunities for the development of new products-offerings, services, or applications. Thus, information becomes the “keyresource” and the prime “engine” of the new e-economy (Crandall, Jackson, & Singer, 2003). Companies in different sectors have already started to adapt to the new economic situation in order to become e-businesses (Commission of the European Communities, 2001c). In addition, the full competitiveness of the state in the current high-tech digitally converging environment is strongly related to the existence of modern digital infrastructures of high capacity and of high performance, rationally deployed and properly priced, capable of providing easy, cost-effective, secure, and uninterrupted access to the international “digital web” of knowledge and commerce without imposing any artificial barriers and/or restrictions (Wallsten, 2005). Broadband development is nowadays an essential strategic priority (Chochliouros & Spiliopoulou, 2005), not only for the European Union (EU) but for the global environment. More specifically, broadband can be considered an “absolutely necessary prerequisite” in order to materialize all potential benefits from information society facilities and so to improve living standards (Commission of the European Communities, 2001b). The availability, access, and ultimate use of broadband in both business and residential settings are critical issues. Both businesses and consumers can derive increased benefits from the availability of broadband connection to the Internet, as the technology speeds up some applications and creates entirely new possibilities (Hu & Prieger, 2007).
Conference papers on the topic "Strategic orientations; business performance; high-tech"
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Liao, Luoer. "Research on Organization People Performance of High-Tech Innovative Companies by Business Strategic Analysis." In Proceedings of the 1st International Symposium on Economic Development and Management Innovation (EDMI 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/edmi-19.2019.101.
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