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.
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Salojärvi, Hanna, Paavo Ritala, Liisa-Maija Sainio, and Sami Saarenketo. "Synergistic effect of technology and customer relationship orientations: consequences for market performance." Journal of Business & Industrial Marketing 30, no. 5 (June 1, 2015): 511–20. http://dx.doi.org/10.1108/jbim-07-2012-0120.
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Purpose – This study aims to examine the effect of firm-specific customer relationship orientation, technology orientation and the marketing–R & D cooperation on market performance. Although the importance of customer focus in R & D has been widely recognized in the literature, less attention has been paid to customer relationship orientation and the simultaneous effect of the three constructs on market performance. Design/methodology/approach – The hypotheses are tested on a multi-industry survey study of 209 R & D-intensive firms in Finland using hierarchical regression analyses, including both direct and interactional effects. Findings – The findings show that customer relationship orientation has a direct positive effect on market performance and that technology orientation also has a positive, yet non-significant effect. In addition, the effect of both of these strategic orientations is accentuated when collaboration between marketing and R & D departments is high, providing evidence on the significant moderating effects of these types of processes. Research limitations/implications – The implications of the research can be interpreted as being generalizable at least to some extent due to the multi-industry nature of the sample. However, the research is bound to a certain type of firm (R & D-intensive) and to a certain national context (Finland), which poses limitations to the study. Practical implications – The results suggest specific benefits for integrating specialist, complementary knowledge into a firm in terms of R & D and marketing knowledge. Practicing managers across departments should thus consider not only focusing on their specialist areas in markets (e.g. customers or technology) but also utilizing complementary insights within the firm to reap benefits in their fields. Originality/value – The study focuses on the less-researched concept of customer relationship orientation in parallel with the more established technology orientation. It also provides novel evidence on how the effectiveness of these orientations benefits from firm-internal knowledge transfer between the marketing and R & D departments.
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Hormiga, Esther, and Desiderio Juan García-Almeida. "Accumulated knowledge and innovation as antecedents of reputation in new ventures." Journal of Small Business and Enterprise Development 23, no. 2 (May 16, 2016): 428–52. http://dx.doi.org/10.1108/jsbed-03-2014-0038.
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Purpose – The purpose of this paper is to analyse the effect of an entrepreneur’s accumulated knowledge and firm’s innovation on the development of reputation in the early years of a new venture from a knowledge-based approach. Design/methodology/approach – The study proposes a model that is tested with a sample of 130 firms in non-high-tech industries from the Canary Islands (Spain) using structural equation modelling. Data were collected through a survey. Findings – This study provide interesting insights on the effect of reputation on the performance in new ventures, along with antecedents of the new firm’s reputation from the knowledge-based view. The findings confirm that innovation and prior knowledge play important roles in the development of reputation in the early years of a new venture and that reputation has a significant effect on the performance of a new firm. The entrepreneur’s stock of knowledge does not reveal itself as a significant determinant of innovation and knowledge creation in this context. Research limitations/implications – The entrepreneur’s accumulated knowledge should be seen as a valuable existing asset for a new venture, and innovation and knowledge creation can be used to develop core competencies in orientating the strategic direction of a new venture. Both elements become fundamental despite addressing non-high-tech industries. Practical implications – Entrepreneurs should be aware of the key role that the creation and the stock of knowledge play in the first years of company life and this research shows how significant this relationship with the initial reputation and performance of new venture in non-high-technology industries is. Originality/value – There is a relative scarcity of studies on reputation-building strategies in new entrepreneurial ventures, and the present study adopts an original knowledge-based perspective to shed new light on the analysis of reputation.
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Thazhugal Govindan Nair, Saji. "Does BRICS partnership really matter in price competitiveness and external sector growth?" Competitiveness Review: An International Business Journal 30, no. 5 (January 2, 2020): 577–94. http://dx.doi.org/10.1108/cr-08-2019-0075.
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Purpose This paper aims to identify the impact of economic integration on trade competitiveness and demonstrate its effects on trade and investment performance of member nations. Design/methodology/approach The study compiles some price indices to provide a systematic assessment of competitiveness in the BRICS region. The panel regression framework estimates the impact of integration on trade competitiveness and the external sector performance of BRICS nations. Findings The findings of the research highlight the prospects for strong, closer and sustained integration in BRICS and, more importantly, the contribution of competitiveness to FDI receipts and export growth. Research limitations/implications The assessment of exports and investment experiences of BRICS nations, particularly China and India, provides further evidence in support of the logical design and strategic use of their foreign trade policies. Originality/value The economic partnership that wants to sustain this high road to global economic space needs strategic orientations to promote their partnership in other interest areas to make the cooperation more competitive in price terms.
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Armashova, G. S. "Lean production as a factor of competitiveness of a business entity." Proceedings of the Voronezh State University of Engineering Technologies 81, no. 2 (November 1, 2019): 336–40. http://dx.doi.org/10.20914/2310-1202-2019-2-336-340.
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The article describes the essence of lean manufacturing technology and the main tools for its implementation and implementation. Through the use of the simplest “lean manufacturing” toolkit, the management of enterprises forms a vision of a specific result for employees, a change in conscious thinking, which in turn, in the future, will allow integrating into the production and management process more complex elements of “lean manufacturing”. It should be noted that a separate tool "lean production is responsible for solving a specific task or part of it, while their integrated practice ensures the achievement of planned indicators. A high level of performance in various areas of business is determined by the introduction of lean technology into various fields of activity. The proposed management model the introduction of "lean production" takes into account the fundamental basis of the concept, taking into account the situational conditions, in which the subject of management operates. The key element of this model reflects the philosophical aspect of the essence of "lean production" strategic orientations, partnerships, improving the professional level of workers, continuous learning, identification and problem solving. Harmonization of the overall concept and goals in the proposed model specifies the applied technology tools “Lean production.” To assess the effectiveness of the introduction of technology in the activities of the enterprise, Xia formation visual graphic elements can compare the results of one subject as relatively different calendar periods, and in terms of comparing two or more business entities. By optimizing resource management through the integration of lean manufacturing technology, an enterprise significantly increases cost savings, improves production performance
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Verevka, Tatyana. "Key performance indicators of high-tech enterprises." SHS Web of Conferences 44 (2018): 00077. http://dx.doi.org/10.1051/shsconf/20184400077.
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In the conditions of the transition to innovative development and digital economy, the unconditional priority is shifted to restoration and transformation of high-tech enterprises. The stability of their strategic developing greatly depends on the efficiency of their business activity and the system of the enterprise strategic management. This article defines the basic performance indicators of high-tech enterprises, the particular features of the system to evaluate the efficiency of strategic management of a high-tech enterprise: innovative, scientific-technological and intellectual potential. On the basis of the analysis of the methods widely used all over the world, we developed a system key performance indicators to evaluate the efficiency of high-tech enterprises, with consideration of particular features of operation and development of high-tech enterprises, to enable evaluating the efficiency of their business activities and management through analyzing the inter-related financial and non-financial performance indicators. The practical implementation of this system will make it possible for high-tech enterprises to form a data base for making strategic solutions to ensure competitive advantage of these enterprises and, as a consequence, facilitate their steady development.
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Wiwoho, Gunarso. "ORIENTASI PASAR DAN INOVASI PRODUK, SERTA PENGARUHNYA TERHADAP KEUNGGULAN BERSAING DAN KINERJA PERUSAHAAN PADA UMKM: SEBUAH AGENDA PENELITIAN." Fokus Bisnis : Media Pengkajian Manajemen dan Akuntansi 18, no. 2 (December 16, 2019): 29–38. http://dx.doi.org/10.32639/fokusbisnis.v18i2.340.
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Successful companies are those who accurately anticipate market trends and respond quickly to changing customer needs. Market orientation acts as the lifeblood of the modern marketing era. Market orientation, being one of the most important components of strategic orientation, has a broad influence on entrepreneurial oriented companies. Market orientation is important for business enterprises and new businesses because at the initial stage they allow them to learn and adapt to the environment, quickly react to opportunities and threats. Companies that get high scores on market orientation often tend to be more entrepreneurial oriented and companies that adopt market orientation have achieved superior performance. Market orientation has a positive effect on business profitability and is the culture needed to create superior customer value, which in turn is the basis for competitive advantage Market orientation is a basic strategy of marketing practice that plays an important role in improving business performance and is one of the first strategic frameworks that provide companies with sustainable competitive advantages.
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Ho, Joanne, and Carolin Plewa. "Recipes for new product success: the interplay between orientations and environmental turbulence." Journal of Business & Industrial Marketing 35, no. 8 (July 3, 2020): 1345–57. http://dx.doi.org/10.1108/jbim-08-2019-0387.
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Purpose Prior studies suggest that strategic orientations not only impact innovation outcomes individually but also by interacting with each other and with environmental factors. Yet, inconsistent results in the literature remain, likely due to the common use of regression analysis and related limitations in capturing the complex reality of interdependent effects. This paper aims to overcome this challenge. Design/methodology/approach Drawing on configuration theory, this research uses fuzzy set qualitative comparative analysis to investigate configurations of customer, competitor and technology orientations, interfunctional coordination (IC) and environmental turbulence leading to new product success (NP) among high-tech manufacturing business-to-business firms. Findings Findings show seven configurations of strategic orientations as determining NP, including four configurations specific to firms operating in turbulent environments. Originality/value This study offers important theoretical, empirical and managerial contributions. In particular, it is the first to reveal configurations of strategic orientations that determine NP. It also advances knowledge by delineating those configurations that are most suited to firms operating in turbulent environments. Finally, findings demonstrate the interchangeable nature of facets traditionally joined as a single market orientation construct – customer and competitor orientation as well as IC.
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Becherer, Richard C., Diane Halstead, and Paula Haynes. "Marketing orientation in SMEs: Effects of the internal environment." New England Journal of Entrepreneurship 6, no. 1 (March 1, 2003): 15–24. http://dx.doi.org/10.1108/neje-06-01-2003-b003.
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Marketing orientation refers to a culture in which organizations strive to create superior value for their customers (and superior performance for the business) by focusing on customer needs and long-term profitability. Some studies have found that firms with a high degree of marketing orientation experience improved performance; others have found mixed or nonsignificant results. The marketing orientation of small businesses has not been thoroughly investigated, however. This study of more than 200 small business CEOs examines the marketing orientation levels of small to medium-sized firms (SMEs) as well as the impact of various internal variables (sales/profit performance, company characteristics, and CEO characteristics) on marketing orientation levels. The results confirm some earlier research on marketing orientation and provide new insights into this important strategic dimension.
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Callahan, Carolyn M., Rod E. Smith, and Angela Wheeler Spencer. "The Long-Term Performance Consequences Of Strategic Partnerships In High Tech Industries." Journal of Applied Business Research (JABR) 29, no. 1 (December 28, 2012): 217. http://dx.doi.org/10.19030/jabr.v29i1.7569.
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In this paper, we examine how inter-firm partnerships impact long-term operating performance. With a global economy, rapid product cycles, capital constraints and advances in technology, firms seldom possess all the capabilities necessary to maintain and grow market share. Consequently, firms rely on a variety of partnerships. Theory suggests that firms enter such relationships to improve performance through access to new products, new markets, or new capabilities. Yet, relatively little is known about the long-term impact of collaborative arrangements such as alliances and established major customer relationships, although such dual partnership arrangements can have a major impact on the firms performance success. Our empirical results indicate that inter-firm partnerships affect operating performance, but the impact often depends on the industry, the nature of the firm, and the type of partnership.
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Chung, Jee Yong, and Woojin Yoon. "Technological capabilities and internationalization of high‐tech ventures: The moderating role of strategic orientations." Managerial and Decision Economics 41, no. 8 (June 22, 2020): 1462–72. http://dx.doi.org/10.1002/mde.3195.
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JUMA, NORMA, and G. TYGE PAYNE. "INTELLECTUAL CAPITAL AND PERFORMANCE OF NEW VENTURE HIGH-TECH FIRMS." International Journal of Innovation Management 08, no. 03 (September 2004): 297–318. http://dx.doi.org/10.1142/s1363919604001076.
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Intellectual capital (IC) has been proposed as an essential factor for organizational survival and maintenance of competitive strength. However, there has been very limited consensus on what encompasses IC and how it can best be conceptualized and measured. Further, very little empirical work has specifically examined the relationship between IC and financial performance. Given these shortcomings, this paper focuses first on the impact IC has on performance and secondly on the role strategic alliances may have on this relationship. While we argue that IC will impact performance, we anticipate this relationship will be moderated by strategic alliances and other inter-firm collaborations. Findings reveal interesting relationships that suggest further effort should be placed on the conceptualization and measurement of IC, specifically regarding its relationship to firm performance.
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Yan, Yanni, Daniel Ding, and Choo Shin Tseng. "A Study of Resource Competitiveness in High Technology Firms." Journal of International Business and Economy 7, no. 1 (December 1, 2006): 41–66. http://dx.doi.org/10.51240/jibe.2006.1.3.
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The link between resource competitiveness and performance in hi-tech firms is examined from the perspective of resource-based theory and strategic management. Departing from previous research, it is argued that the linkage between firm-specific advantages and performance varies according to the underlying control variables of corporate culture, organizational formalization and business targeting. Data obtained from 339 hi-tech firms in China indicate that achieving resource competitiveness requires rapidly adopting technology changes and speedy marketing adaptation. A firm’s performance can to a significant extent be attributed to its configuration of technology and market-based resources and capabilities.
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Pett, Timothy L., Youssef Errami, and Laurent Sié. "How smaller firms can outperform their peers." Journal of Business Strategy 40, no. 2 (April 15, 2019): 42–49. http://dx.doi.org/10.1108/jbs-12-2017-0178.
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Purpose This paper aims to study the performance of small- and medium-sized enterprises (SMEs) within the French hospitality sector and to determine what firm characteristics (particularly entrepreneurship orientation and strategic initiatives) explain differences in performance. The study is based on data from hotels and differentiates between high- and low-performing businesses. The study examines performance differences relating to entrepreneurial orientation and strategic initiatives. The conclusions indicate that there are differences between high- and low-performing groups, and overall, it seems that there is a relationship between high performance and entrepreneurial, well-planned strategic initiatives. Design/methodology/approach This study uses a structured telephone interview procedure to solicit respondents from owner/operators of the hotels throughout the region. The process for gathering data resulted in 66 hotels providing complete responses during interview sessions. Findings The primary intent of this study was to examine the relationships between entrepreneurial orientation and strategic initiatives with SME performance. The findings suggest that differences exists. Interestingly, we found that better performing group used more people and tended to see business environment much more favorable compared to low-performing group. Originality/value Entrepreneurial orientation research suggest that SMEs firms operate distinct from other ones given different patterns used. These differences come from how SMEs leverage the proactiveness, risk-taking and innovativeness dimensions of entrepreneurial orientation in a firm. Waal and his colleagues suggested that activities associated with creating a high-performing organization using strategic initiatives will lead to subsequent high financial performance. The research found here would also support such an assertion. However, care should be taken in interpreting the generalizability of these results given the limited number of hotels participating in this study; more work is still needed.
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Neneh, Brownhilder Ngek. "Customer orientation and SME performance: the role of networking ties." African Journal of Economic and Management Studies 9, no. 2 (June 11, 2018): 178–96. http://dx.doi.org/10.1108/ajems-03-2017-0043.
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PurposeThe purpose of this paper is to examine the moderating effect of networking ties on the relationship between customer orientation and firm performance.Design/methodology/approachThis study adopted a survey approach to collect data from 251 respondents in the Mangaung Metropolitan Municipality in the Free State province, South Africa. Scales for data collection were operationalised from prior studies. A hierarchical regression analysis was used to examine the moderating effect of networking ties on the relationship between customer orientation and firm performance.FindingsThe results showed that customer orientation had a significant positive association with firm performance, thus supporting the existing calls for examining the unique contributions of customer orientation to firm performance. Furthermore, this study hypothesised that business, political, and social network ties positively moderated this association. However, the results showed that only business and social network ties had a positive and significant moderating effect, with the influence of customer orientation on firm performance being more pronounced for firms with high as opposed to low business and social network ties. Nevertheless, all the three types of network ties showed a positive and significant direct relationship with firm performance, thus supporting the consolidated literature on the positive impact of network ties on firm performance.Practical implicationsThe practical implications are twofold. First, it encourages business owners to develop a customer-oriented approach as a key strategic objective in their pursuit for optimal business performance. Second, business owners and managers should increasingly exploit their business and social network ties to accumulate vital resources for effectively exploiting their customer-oriented capabilities as a means to improve their performance.Originality/valueEven though customer orientation is a valuable internal strategic capability, its benefit on firm performance might be limited in small and medium enterprises (SMEs) when the businesses are unable to respond quickly to customer needs. This is more common when the SME is faced with resource limitations required for exploiting the new market opportunities. However, this study showed that SMEs can mitigate this issue by depending on their business and social network ties for valuable resources to effectively exploit opportunities that emerge from identified customer needs.
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Chou, Christine, and Kuo-Pin Yang. "The interaction effect of strategic orientations on new product performance in the high-tech industry: A nonlinear model." Technological Forecasting and Social Change 78, no. 1 (January 2011): 63–74. http://dx.doi.org/10.1016/j.techfore.2010.07.018.
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Siti Almaidah, Siti Almaidah. "ANALISIS PENGARUH LINGKUNGAN BISNIS, PERENCANAAN STRATEGIS DAN ORIENTASI KEWIRAUSAHAAN PADA KINERJA BISNIS DENGAN INOVASI SEBAGAI VARIABEL PEMEDIASI." Riset Manajemen dan Akuntansi 12, no. 1 (May 22, 2021): 82–101. http://dx.doi.org/10.36600/rma.v12i1.161.
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Micro small and medium enterprises (MSMEs) in the structure of the Indonesian economy occupy the first place in quantity and is a new source in the growth of the domestic economy. During the economic crisis, MSMEs have a high endurance to sustain the Indonesian economy, can even survive the global crisis. Besides that MSMEs also have an important role including as the main driver of job creation, and economic growth both nationally and regionally. To deal with the rapidly changing business environment, MSMEs must have a competitive advantage, good strategic planning, entrepreneurial orientation, and effective performance achievement through innovation efforts. This study aims to test and analyze the influence of the business environment, strategic planning and entrepreneurial orientation on business performance with innovation as mediating variables. The sample in this study was 60 MSMEs in the Surakarta region, and sampling uses purposive sampling, with limits according to the criteria set out in the population and willing to be respondents. This study uses a survey research design. The method of analysis is carried out through testing the quality of data and hypothesis testing using path analysis techniques with SPSS tool version 20. The results showed that the business environment, strategic planning, entrepreneurial orientation had a positive and significant effect on innovation. Innovation variables are variables that mediate the influence of the business environment, strategic planning, and entrepreneurial orientation on business performance.
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Xia, Belle Selene. "Innovation Policies in Managing Growth for High-Tech Companies." International Journal of Service Science, Management, Engineering, and Technology 6, no. 4 (October 2015): 33–42. http://dx.doi.org/10.4018/ijssmet.2015100103.
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Given the high percentage of turnover invested in R&D, the cost structure and segmentation of investment in high-tech firms necessitate regular review of resource allocation. For high-tech firms, the vital importance of innovation management is one of the building stones of a successful business. The key question remains how innovations can be managed throughout the S-curve of technological performance from the strategic point of view? The aim of this study is to capture an innovation framework for high-tech firms enabling them to actualize the value of technological breakthroughs based on a case study. The author's results are performance-driven. She will address some of the causes behind a technological failure along with its impact on the firm's profit margins. Based on the management insights of her case company, the author sees that innovation policies in high-tech companies can be dissected into four main management phases: sources, formulation, execution and maintenance. New research opportunities are opened in the performance review of technological innovations for listed companies.
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Tay, Jasmine Y. W., and Linda Tay. "MARKET ORIENTATION AND THE PROPERTY DEVELOPMENT BUSINESS IN SINGAPORE." International Journal of Strategic Property Management 11, no. 1 (March 31, 2007): 1–16. http://dx.doi.org/10.3846/1648715x.2007.9637557.
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The property development business is often regarded as one of high risk and return. As such, developing a competitive advantage is critical. Extant literature suggests that market orientation is a form of sustainable competitive advantage for businesses. This paper is an attempt to test this relationship with specific reference to a high risk business such as property development. A market orientation scale is developed to measure the degree of market orientation in property development firms. The results show that there exists a significant positive relationship for two specific dimensions of market orientation, i.e., profit orientation and responsiveness with business performance and marketing performance. Furthermore, empirical findings showed that the relationship between market orientation and marketing performance was stronger than with business performance. Rinkos orientacija ir nekilnojamojo turto plėtros verslas Singapūre Santrauka Nekilnojamojo turto plėtros verslas dažnai laikomas itin rizikingu ir pelningu. Todėl būtina įgyti konkurencini pranašumą. Dalykinėje literatūroje rašoma, kad rinkos orientacija ‐ tai subalansuoto konkurencinio pranašumo forma versle. Straipsnyje mėginama ši ryši patikrinti, nagrinėjant būtent itin rizikinga verslą, tokį kaip nekilnojamojo turto plėtra. Sukurta rinkos orientacijos skale, kuria remiantis matuojamas rinkos orientacijos laipsnis nekilnojamojo turto plėtros firmose. Rezultatai rodo, kad yra nemažas teigiamas ryšys tarp dviejų konkrečiu rinkos orientacijos aspektu, t. y. orientacijos į pelną ir reagavimo i verslo rezultatus bei i rinkodaros rezultatus. Be to, empirines išvados rodo, kad rinkos orientacijos ryšys su rinkodaros rezultatais yra stipresnis nei su verslo rezultatais.
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Benyoussef Zghidi, Afef, and Imed Zaiem. "Service orientation as a strategic marketing tool: the moderating effect of business sector." Competitiveness Review: An International Business Journal 27, no. 1 (January 16, 2017): 40–61. http://dx.doi.org/10.1108/cr-02-2015-0012.
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Purpose Extending the service business in manufacturing firms has received significant attention in recent research. As it has been acknowledged by many authors, developing a service orientation can offer additional benefit potential. However, achieving profit with a competitive strategy depends on the firm’s characteristics and equally on environmental ones. In this scope, the present paper aims to identify antecedents to service orientation and the impact of this strategy on the firm’s performance. Design/methodology/approach The authors first conducted a qualitative research to identify the different forms used to serve clients. Then to test the hypotheses, the authors conducted a quantitative study on a sample of 130 Tunisian firms belonging to three key Tunisian industries. Findings The findings show that the managerial motivation, the firm’s characteristics in addition to environmental characteristics must be considered as antecedents to service orientation. The study has in fact verified the positive impact of service orientation on the firm’s performance and the fact that the business sector has a moderating effect on this relationship. Practical implications At the business level, marketing managers have to commit to finding new opportunities by valorizing market survey, establishing a management mechanism and controlling their service offer system. They have to try to internally “sell this service project” before thinking of adopting a service-oriented marketing strategy. However, industrial firms must equally take into account the services’ specificities for a better management of products/services. In fact, the intangible and the heterogeneous aspect of services increase risk perception and the degree of uncertainty among clients more than in a purchasing situation of a simple product. Consequently, marketing managers have to elaborate a specific approach, decide on a list of offered services, on their method and on quality standards to finally decide on the price. At the economic level, extending the service business has potential benefit for manufacturing firms and consequently for economy. Therefore, manufacturing firms seeking to invest in the service business must be encouraged by the government’s industrial policy. It is very important to help them overcome the obstacles to service adoption by providing financial incentives. In addition, it is very important to help them use and develop the technologies needed to improve the delivery of services. Originality/value In spite of the significant number of studies in this respect, the strategic perspective of service orientation was not as well developed as the organizational perspective and the theoretical development of this field remains underdeveloped. The authors noticed that the empirical applications of previous studies revealed divergent results that can be sometimes contradictory, particularly when they examine the impact of service orientation on performance. Besides, in recent research, “deservitization” appears as a solution adopted by managers who are unable to generate high revenues or margins to cover the additional investment in services. Consequently and considering the lack of consensus in previous studies, the authors’ principal objective is to identify the antecedents of service orientation and to test its impact on the industrial business performance. Additionally, and from an empirical point of view, the authors notice that the majority of past research on service orientation of industrial businesses was conducted in developed countries, whereas the empirical study of the present work was conducted in an emerging country in a transitional phase: Tunisia. Finally, because previous literature has assumed homogeneity on service strategies across sectors, the authors tried to show whether the business sector matters in terms of the relationship between service orientation and the manufacturing firm’s performance.
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Haryati, Novi, Suraya Mohamad Salleh, and Yusti Mauriska Choirunnisa. "BUSINESS COMPETITIVENESS STRATEGY OF PROCESSED MUSHROOM IN EAST JAVA: A RESOURCE-BASED VIEW MODEL APPROACH." Jurnal Aplikasi Manajemen 18, no. 4 (December 1, 2020): 609–21. http://dx.doi.org/10.21776/ub.jam.2020.018.04.01.
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Mushrooms are one of the strategic agro-industrial commodities in Indonesia. It is because the mushroom market share for consumption is very high. People consume mushrooms as a snack, side dishes, and also as a main dish. The mushroom business in Malang Indonesia is very lively, especially in this city, there are many students and employees as consumers who like snacks on the sidelines of their activities. Due to many of those industries, the SME of mushroom needs to increase the production. Leading competitiveness in the product are the factors that must be kept by companies to be successful in their business. This research aims to understand the effect of tangible resources, entrepreneurship orientation, business uncertainty on competitive strategy, and the influence of competitive strategy on the company’s performance. The research uses methods such as quantitative descriptive analysis and inferential (SEM) based on Partial Least Square (PLS). Strategic resources, entrepreneurial orientation, and environmental uncertainty of mushroom small-medium enterprises have a direct effect more than an indirect effect. Strategic resources have the strongest significance if it is compared to entrepreneurial orientation and entrepreneurial uncertainty. Further research is needed to see the effect of competitive strategy on business performance.
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Moss, Todd W., G. Tyge Payne, and Curt B. Moore. "Strategic Consistency of Exploration and Exploitation in Family Businesses." Family Business Review 27, no. 1 (October 1, 2013): 51–71. http://dx.doi.org/10.1177/0894486513504434.
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This study advances family business research by examining how the strategic consistency with which family businesses pursue exploration and exploitation initiatives affects performance. Using panel data of 94 family businesses operating in four high-tech industries over 12 years, we find that higher strategic consistency—continuity with past exploration and exploitation strategies stemming from managerial intentionality—yields higher levels of performance. This relationship is also moderated by environmental dynamism, munificence, and organizational size, which demonstrates the contingent and complex nature of the main relationship. Furthermore, in contrast to 113 nonfamily businesses, we find that the main relationship is stronger for family businesses.
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de Waal, André, and Julie Linthorst. "Future-Proofing the High-Performance Organization." Sustainability 12, no. 20 (October 15, 2020): 8507. http://dx.doi.org/10.3390/su12208507.
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The future of work is one of the most crucial platforms currently for business leaders as organizations have to prepare themselves to adequately deal with megatrends and disruptors in their technical and physical environments. At the same time, megatrends and disruptors can present both business opportunities and threats. The research question this study dealt with was: How should high-performance organizations (HPOs) address megatrends and disruptors in such a way that they can secure sustainable performance? Thirteen megatrends and one disruptor were matched with the characteristics of HPOs, making use of the HPO Framework, which distinguishes five characteristics (management quality, openness and action orientation, long-term orientation, continuous improvement and renewal, employee quality), for mapping the predicted impact the megatrends and disruptor will have on HPOs. From this mapping exercise, clear opportunities and threats emerged for which solutions, i.e., courses of action to deal with the threats or take advantage of the opportunities, were identified from the literature. These courses of action will help leaders of HPOs in priority-setting and decision-making when making strategic plans and choosing solutions for their own organizations. Unfortunately, this study revealed that academic literature currently falls short at suggesting courses of action that organizations can use to deal with many of the megatrends and disruptors. This result creates an urgent call for in-depth academic research into ways that organizations, and specifically HPOs, should deal with the future of work changes as these courses of action have to be incorporated in future strategies such that they stay relevant for the daily practice of organizations.
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Dudas, Tomas, and Rastislav Rajnoha. "Chinese high-tech foreign direct investments in the EU – trends and policy responses." Problems and Perspectives in Management 18, no. 2 (June 25, 2020): 316–28. http://dx.doi.org/10.21511/ppm.18(2).2020.26.
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This paper aims to examine the trends of Chinese high-tech acquisitions in the EU countries, describe the policies that these acquisitions prompted on the level of member states and the EU, and analyze the effects of these policy responses. The results of the research review clearly show an increasing number of takeovers of European companies in the high-tech sectors, especially in the big member states such as Germany, France, or the UK. This created a backlash from the European policymakers that led to an introduction of tighter screening regimes in many EU member states and the creation of a common EU framework for FDI screening and its strategic management. At this point, it is hard to evaluate the complete effect of this new framework, but it must be concluded that 82 percent of the Chinese strategic acquisitions made in 2018 would fall under at least one criterion of the new EU framework. The findings of this paper provide sound recommendations for the EU countries and their public authorities targeting to control Chinese outward foreign direct investment (OFDI) and limit the acquisition of local companies in sensitive industries. On the other hand, the coming recession may put at least a temporary halt on Chinese acquisitions of the European companies. Acknowledgment This paper is the partial result of the GAAA – Grantová agentura Akademické alliance grant project No. GA/6/2019 – Strategic Performance Management of Companies and Multinational Corporations in the Context of Globalization and Sustainability.
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Zehir, Cemal, and Dogan Basar. "The Relation between Learning Orientation and Variables of Firm Performance with Strategic Human Resources Management Applications in the Islamic Banks in Turkey." International Business Research 9, no. 3 (February 25, 2016): 40. http://dx.doi.org/10.5539/ibr.v9n3p40.
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<p>This study is aimed to research the relation between learning orientation and variables of firm performance with Strategic Human Resources Management (SHRM) Applications in the participation banks in Turkey. Labor force planning, education-development, assessing performance, reward system, and withholding employee are used as SHRM Applications. Firm performance is selected as only variable. It has been surveyed on participation banks in Turkey. Results inside the Strategic Human Resources Applications; it was detected that labor force planning is meaningfully impacting on labor force productivity and sales. On the other hand, labor force planning has no correlation with employee turnover rate which is one of the variable of organizational performance. Indeed, employee turnover rate is inversely correlated with sales of the company is detected.</p><p>This study is aimed to explore the impact of Strategic Human Resource Management Applications (SHRMA) on learning orientation and firm performance under the conditions of intensive competitive business world where we live today. The variables of the study are Strategic Human Resource Applications, learning orientation, and firm performance. In the analysis, high constative relations of these variables were discussed with a reductant approach. When all the factors are fixed except the variables learn orientation, SHRMA and firm performance, the results of the correlation analyses gives us that the learning orientation, has a significant one to one effect on SHRMA and Firm Performance factors. Moreover, the results of the analyses that SHRMA has a complete mediator variable effect on the relation between Learning Orientation and Firm Performance. This results state a high arity between the variables that we procured via the corresponding structure equation model.</p><p> </p>
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Moon, Sang-Mi, and Moon-Goo Huh. "Strategic Alliances And New Product Development In High-Tech Ventures: The Moderating Role Of Alliance Type And Alliance Capability." Journal of Applied Business Research (JABR) 35, no. 1 (February 1, 2019): 17–28. http://dx.doi.org/10.19030/jabr.v35i1.10294.
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Strategy scholars have proposed that capacity for managing alliance can be a source of superior performance. This study focuses on the role of this capacity, and investigates how alliance management capability of entrepreneurial firms affects the relationship between a firm’s allying and its performance. Because the capability is inherently unobservable, we take alliance experience and average duration of each alliance as proxy variables for measuring alliance management capability. An analysis of multiple allies of entrepreneurial ventures in Korean photovoltaic industry indicate that capacity for managing varying allies, and alliance type positively moderate the relation between alliance and its innovation outcomes.
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Asvat, R., CA Bisschoff, and CJ Botha. "Factors to Measure the Performance of Private Business Schools in South Africa." Journal of Economics and Behavioral Studies 10, no. 6(J) (December 22, 2018): 50–69. http://dx.doi.org/10.22610/jebs.v10i6(j).2594.
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This article identifies the latent variables embedded within the model to measure the performance of private business schools. In the quantitative research design, 247 questionnaires, using a five-point Likert scale, were analysed after completion by private business school supervisors and managers. The data has high reliability with a Cronbach alpha coefficient of 0.974 and excellent sample adequacy with a KMO value of 0.926. The analysis identified ten latent variables (or factors), identified using exploratory factor analysis explaining a cumulative variance of 70.56%. These are Regulatory compliance, Strategic communication, Educational technology stack, Strategic finance, Organisational development, Customer orientation, Sales, Pricing, Socio-political influence and Market focus. The study also succeeded to simplify measuring performance by eliminating 26 questions with low factor loadings (<0.40) or those that are cross-loading highly onto more than one factor from the questionnaire while retaining a satisfactory level of reliability. The results are valuable to private business school managers and to the employees wanting to measure and improve the business performance of a private business school. Researchers and academia could also benefit from the contribution of the study to either build on business performance of private business schools or, alternatively, in adopting the methodology employed in this study for another application setting.
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Asvat, R., CA Bisschoff, and CJ Botha. "Factors to Measure the Performance of Private Business Schools in South Africa." Journal of Economics and Behavioral Studies 10, no. 6 (December 22, 2018): 50. http://dx.doi.org/10.22610/jebs.v10i6.2594.
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This article identifies the latent variables embedded within the model to measure the performance of private business schools. In the quantitative research design, 247 questionnaires, using a five-point Likert scale, were analysed after completion by private business school supervisors and managers. The data has high reliability with a Cronbach alpha coefficient of 0.974 and excellent sample adequacy with a KMO value of 0.926. The analysis identified ten latent variables (or factors), identified using exploratory factor analysis explaining a cumulative variance of 70.56%. These are Regulatory compliance, Strategic communication, Educational technology stack, Strategic finance, Organisational development, Customer orientation, Sales, Pricing, Socio-political influence and Market focus. The study also succeeded to simplify measuring performance by eliminating 26 questions with low factor loadings (<0.40) or those that are cross-loading highly onto more than one factor from the questionnaire while retaining a satisfactory level of reliability. The results are valuable to private business school managers and to the employees wanting to measure and improve the business performance of a private business school. Researchers and academia could also benefit from the contribution of the study to either build on business performance of private business schools or, alternatively, in adopting the methodology employed in this study for another application setting.
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Novianto, Muhammad Haris, and '. Artiawati. "STRATEGI IDENTIFIKASI DAN PEMETAAN TALENTA PADA BRANCH MANAGER SEBAGAI BAGIAN DARI SISTEM MANAJEMEN TALENTA." Journal of Psychological Science and Profession 3, no. 1 (April 8, 2019): 21. http://dx.doi.org/10.24198/jpsp.v3i1.20636.
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Bagian awal sistem manajemen talenta adalah perumusan strategi identifikasi dan pemetaan talenta. Tujuan penelitian ini untuk menyusun strategi identifikasi dan pemetaan talenta. Metodologi penelitian menggunakan research and development yaitu berupa produk strategi identifikasi dan pemetaan talenta pada brarnch manager. Hasil penelitian merumuskan strategi identifikasi talenta didasarkan pemenuhan kriteria pada tiga aspek pengukuran yaitu aspek potensial; general cognitive ability dan personality, aspek kompetensi; inti (agility, integrity, professional, achievement orientation, interpersonal sensitivity, dan teamwork) dan spesifik (adaptability, working standard, communication skill, innovation and creativity, business acumen, problem solving, planning and organizing, continuous improvement, customer focus, relationship building, team leadership, developing others, negotiation skill dan computer literacy), serta aspek kinerja untuk key performance indicators. Perumusan strategi pemetaan talenta didasarkan pada kategori high potential dengan fitness potential profile > 90%, high competence dengan fitness competency profile > 95% dan high performance dengan fitness performance profile ≥ 100%.
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Zhao, Li, Yang Xiang, and Qiulu Yi. "Fuzzy front end patent management and innovation performance." Management Decision 55, no. 6 (July 10, 2017): 1143–62. http://dx.doi.org/10.1108/md-03-2016-0127.
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Purpose As a resource input in enterprise technological innovation, patents play an important role in influencing innovation performance. The purpose of this paper is to investigate the impact of fuzzy front end (FFE) patent management on innovation performance, and the mediating role of patent commercialization and the moderating effect of technological lock-in. Design/methodology/approach This paper adopts a questionnaire survey from a sample of 203 high-tech Chinese enterprises across multiple industries. Structural equation modeling and the hierarchical regression method were used to test the hypothesis. Findings The results show that the FFE of patent management, namely, patent acquisition and patent protection, positively affect innovation performance. Specifically, patent commercialization mediates the relationship between FFE patent management and innovation performance. Moreover, technological lock-in moderates the relationship between patent management and innovation performance. Practical implications This study puts forward suggestions relating to institution innovation and mechanism innovation for effective patent management in firms, and provides some guidelines for firms to efficiently utilize patents to improve innovation performance. Originality/value This paper provides certain empirical evidence for the study of organizational structure, strategic management, and knowledge governance. As the main participators in technology innovation, high-tech enterprises should utilize both inside and outside resources to acquire patents.
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Anning-Dorson, Thomas, Raphael Kofi Odoom, George Acheampong, and Ernest Tweneboah-Koduah. "Innovation and organizational development: the role of organizational leadership." African Journal of Economic and Management Studies 8, no. 3 (September 4, 2017): 338–51. http://dx.doi.org/10.1108/ajems-06-2016-0091.
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Purpose The purpose of this paper is to assess the moderation effect of organizational leadership on the relationship between service firm’s innovation strategy and organizational development. The study argues that in Ghana where power distance is high, organizational leadership provides the needed impetus for strategies such as innovation to achieve enhanced firm performance. Design/methodology/approach Data were collected from different service firms across Ghana for this study. A confirmatory factor analysis was used for construct reliability and validity checks. Robust regression estimations were then performed to test the hypothesized relationships. Findings The results show that both product innovation as strategy and organizational leadership are positively related to organizational development (i.e. financial and non-financial performance). It was also found that organizational leadership does not only serve as a predictor of strategy formulation but provides the necessary strategic fit between a firm’s strategy and business environment to achieve organizational development. Originality/value This study has shown that in high-power distance cultures, firms that are able to align their leadership orientation with their institutional environment are able to create a better fit between their strategic orientation and business environment in order to enhance organizational development.
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Onaltayev, Darkhan, Aigerim Kazhmuratova, Sandygul Akhmetkaliyeva, Rilla Malikova, and Aliya Yelyubayeva. "Application of technological innovations in marketing activities of the enterprise." E3S Web of Conferences 135 (2019): 04046. http://dx.doi.org/10.1051/e3sconf/201913504046.
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This article presents the results of the study of problems related to the management of business activity of high-tech companies, the key components of which are include innovation and marketing activities. These components of entrepreneurial activity are interrelated, because as innovation activity increases, so does the need for increased marketing activity to ensure that the market is ready to consume new products. In turn, it creates conditions for a wide release of innovations and rapid return on investment. It is proposed to evaluate and regulate innovation and marketing activities are carried out using a combination of provided indicators and models. For successful management of innovation and marketing activities relevant mechanisms are required. The article describes their methodological features. Three types of strategic orientations are also considered: customer, technology and combined customer / technology orientation. We analyze their direct impact on the effectiveness of innovation, as well as the deterrent effect of marketing management in terms of the marketing mix about these relationships.
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Zhao, Wanxiao, Chengyuan Wang, Liang Wan, Qiong Wang, and Biao Luo. "CUSTOMER CONCENTRATION AND EXPLORATORY INNOVATION: THE MEDIATING EFFECT OF PERCEIVED PERFORMANCE-REDUCING THREATS." Journal of Business Economics and Management 22, no. 4 (June 15, 2021): 940–57. http://dx.doi.org/10.3846/jbem.2021.14677.
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A great deal of research attention has been devoted to studying the effects of customer concentration on firm strategic acts. Scholars have also investigated the relationship between customer concentration and firm innovation, but concluded inconsistent findings of such relationship. Furthermore, the underlying mechanism remains unclear. To address these concerns, this study decouples exploratory innovation from firm innovation and introduce performance-reducing threats perceived by the executives as the mediator. Based on the observations of China high-tech listed firms from 2011 to 2018, empirical results show that customer concentration has a U-shaped relationship with exploratory innovation, via the mediating effect of performance-reducing threats perceived by the executives.
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Laforet, Sylvie. "Effects of organisational culture on organisational innovation performance in family firms." Journal of Small Business and Enterprise Development 23, no. 2 (May 16, 2016): 379–407. http://dx.doi.org/10.1108/jsbed-02-2015-0020.
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Purpose – The purpose of this paper is to examine the effects of organisational culture (OC) on organisational innovation performance (OIP) in family small and medium-sized enterprises (SMEs). It seeks to establish the type of culture that lead to high innovation performance in family firms. Design/methodology/approach – A postal survey of family SMEs across sectors in the UK is conducted. The study employs multiple regression analyses to test which family business culture has an effect on OIP. Among the family business cultures tested are: an external cultural orientation, a flexible and open OC as well as an organisational climate based on open communication and trust, the founder culture, and a long-term cultural orientation. Findings – The findings show that a paternalistic and founder culture type do not have a positive effect on family firm innovation performance, but an entrepreneurial-like culture does, i.e. one that is externally oriented, flexible, proactive (refer to an open culture) and long-term oriented. Similarly, an inward focus culture such as, the founder culture impedes innovation; while an outward focus culture such as, an external orientation culture has a positive effect on family firm innovation performance. Originality/value – This study makes valuable contributions to the understanding of theory and practices of innovation in family businesses. It provides future research directions.
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Fernandes, Adji Achmad Rinaldo, and Solimun. "Moderating effects orientation and innovation strategy on the effect of uncertainty on the performance of business environment." International Journal of Law and Management 59, no. 6 (November 13, 2017): 1211–19. http://dx.doi.org/10.1108/ijlma-10-2016-0088.
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Purpose This research aims to examine the moderating effect of strategic orientation on the effect of environmental uncertainties on business performance and the moderating effect of innovations on the effect of environmental uncertainties on performance of the business in the aviation industry in Indonesia. Design/methodology/approach Research data were collected in stages by means of interviews with corporate leaders of Indonesian airlines and branch managers of several airports, as well as with the Directorate of Civil Aviation as the regulator. A pre-test and focus group discussion (FGD) were conducted to directly determine the questionnaire aspects of the research object, following which an immediate revision was made to the questionnaire. The data from the survey used in each variable were obtained from the mail questionnaire survey. The data collected using the survey are the main data used in the present study. Findings The model of environment–strategy–performance (ESP) can work well in improving performance if supported by innovations. These findings deepen the ESP paradigm in the aviation industry (Miles and Snow, 1978; Segev 1987; Covin and Slevin, 1989; Miller and Shamsie, 1996) that during conditions of high environmental uncertainties, strategic orientation, rather than a single response, will be effective if supported by innovations that provide the strategy with flexibility. The initial implications of these modeling results generate the findings that the effect of environmental uncertainties in the aviation industry (classified as strictly regulated) on performance of a company is largely determined by the direction of the strategic orientation and the innovation level. Research limitations/implications Interactions between innovations and environmental uncertainties have a significant negative effect on the achievement of business performance of the branches with a coefficient of 0.02 and a t-value of 2.00, meaning that the innovation level of a branch has an increasingly stronger influence on the business performance of the branch in the uncertain environment with limitations or underestimated by the branch manager or the innovation level of the branch is not supported with airport facilities and services, which means that the provision of airport facilities and services is inversely proportional to the needs of the airline branches. In other words, the variable “innovations” is a moderating variable for the effect of environmental uncertainties on business performance. Practical implications The results of the modeling performed in this research also show that innovations play a major role in the implementation of the ESP model (Blumentritt and Danis, 2006). The empirical phenomena and descriptive analysis results suggest that the Indonesian airlines which have been quite successful and have demonstrated an above-average performance possess higher levels of innovations. This finding corroborates that of previous studies that environmental uncertainties and direction of strategic orientation will determine the ability of a company to overcome the barriers to innovations, by maximizing innovative resources in achieving the target of innovations (Manu, 1992; O’Regan and Ghobadian, 2005; Hult et al., 2003), and more specifically, it indicates that strategic orientation that is prospective in nature leads to a high level of innovations (Salavou et al., 2004). Social implications The research findings indicate that innovations have a central role in the ESP models and are able to offer a new concept as a modification of the ESP model which in the study is called ESIP. The role of innovations in the ESIP model puts innovations as a variable moderating the effect of environmental uncertainties on performance and the effect of strategic orientation on performance. Moreover, based on the summary of the results for the analysis of the ESIP model, the following can be explained: first, environmental uncertainties have a significant and positive effect on the innovation level or the higher the level of environmental uncertainties, the more is the number of the innovations that an Indonesian airline branch creates. External environmental conditions that are likely to be complex and dynamic found in the area of operations make the branch management more able to identify barriers to innovations and manage resources to be more creative and productive for the attainment of the targets of innovations. Originality/value Innovations in business models as a new effort in improvisation specific to the business stage of the basic model (not very valuable) become more advanced business processes to produce products that are more valuable for consumers, at a more efficient cost with better profitability (Chesbrough, 2007b). So far, research on the role of innovations in response to environmental uncertainties and implementation of strategies to improve the performance of the ESP model is still done partially, so that there is no comprehensive model to describe the role of innovations in this ESP model, or let us say that a gap exists between theories and opportunities to conduct further research on the role of innovations in the ESP model.
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Edgar, Fiona, Brendan Gray, Victoria Browning, and Kirsty Dwyer. "Cultural drivers of high performing knowledge-intensive service organisations." Journal of Management & Organization 20, no. 1 (January 2014): 56–78. http://dx.doi.org/10.1017/jmo.2014.19.
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AbstractOrganisational culture is considered an important influence on performance, particularly for service firms that rely on values-driven social controls to enhance human interactions. Using a qualitative approach, we show how the modified Organisational Culture Profile developed by Sarros, Gray, Densten, and Cooper to assess Australian organisations provides a framework for exploring the cultural drivers of high performing knowledge-intensive service firms in New Zealand. Our study provides rich insights into how six key cultural dimensions – competitiveness, innovation, performance orientation, emphasis on rewards, supportiveness and social responsibility – are translated into strategic human resource management practices.
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Adomako, Samuel, Bedman Narteh, Joseph Kwadwo Danquah, and Farhad Analoui. "Entrepreneurial orientation in dynamic environments." International Journal of Entrepreneurial Behavior & Research 22, no. 5 (August 1, 2016): 616–42. http://dx.doi.org/10.1108/ijebr-12-2015-0320.
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Purpose – Research on entrepreneurial orientation (EO) has concluded a positive link between EO and firm performance and that relationship depends on several contingencies. The purpose of this paper is to derive insights from the absorptive capacity and contingency perspectives to introduce extra-organizational advice as a moderator of the relationship between EO and firm performance in a dynamic environment. Design/methodology/approach – Using survey data from 340 small- and medium-sized enterprises (SMEs) in Ghana, the study examines the moderating influence of extra-organizational advice on the EO-firm performance relationship in dynamic environments. Findings – The study’s empirical findings suggest that extra-organizational advice amplifies the EO-performance relationship in dynamic environments. Research limitations/implications – The cross-sectional design of the study does not permit causal inferences to be made regarding the variables examined. Future studies may use longitudinal design to examine the causal links of the variables. Limitations aside, the study helps to answer how extra-organizational advice translates EO into improved performance in an environment characterized by constant flux. Practical implications – The results of this paper can assist entrepreneurs and policy makers in understanding the dynamics and processes involved in implementing a strategic orientation to achieve higher performance. For SME managers, firm performance is determined by high levels of EO and extra-organizational advice in dynamic environments. The understanding of this issue can promote the development and maintenance of entrepreneurial ventures. Originality/value – The paper examines an important, but under-researched issue – the moderating effect of extra-organizational advice on the EO-performance relationship in dynamic environments. To the best of the authors’ knowledge, the present study pioneers research in this area.
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Pratoom, Karun. "Fostering individual-level absorptive capacity and adaptive performance through leadership context." Baltic Journal of Management 17, no. 1 (October 15, 2021): 107–23. http://dx.doi.org/10.1108/bjm-10-2020-0377.
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PurposeThis study aims to examine the effects of trait goal orientations (mastery, performance-prove and performance-avoid goals) on individual-level absorptive capacity (AC), ultimately adaptive performance. This study also explores the cross-level moderating effects of transformational leadership climate on these mediated relationships.Design/methodology/approachData from 480 participants in 76 teams from accounting firms in Northeast Thailand were analyzed using the multilevel method.FindingsFindings showed support for positive indirect effects from approach-related goal orientations (mastery and performance-prove) to adaptive performance via AC and a negative indirect effect from avoid goal orientation to adaptive performance via AC. Results showed that a transformational leadership climate strengthens the relationship between goal orientations and AC, but only when team members have a high level of approach-related goals.Originality/valueThis study extends previous work by providing an understanding of how a transformational leadership context and the differences in goal orientations interact to promote or impede an individual's AC. It also extends our understanding of the mechanism of how AC mediated the effects of trait goal orientations and transformational leadership climate on adaptive performance.
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Yu, Xiaoyu, Bang Nguyen, and Yi Chen. "Internet of things capability and alliance." Internet Research 26, no. 2 (April 4, 2016): 402–34. http://dx.doi.org/10.1108/intr-10-2014-0265.
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Purpose – The purpose of this paper is to examine the role of capability and alliance arising from the internet of things (IoT), specifically in the relationships between strategic orientations (entrepreneurial and market foci) with product and process innovations. In addition, it investigates the direct relationship between IoT capability and alliance. Improving these relationships assist in ensuring that new knowledge from the IoT can be translated into tangible business innovations that contribute to economic development. Design/methodology/approach – Data from 207 new high-technology IoT ventures in China were obtained after three-wave mailing (i.e. two reminders). Following a rigorous process to purify and validate the measurement scale items, the study used structural equation modeling to test the conceptual model. Findings – Findings demonstrate that an IoT capability only enhances product innovation, however, with the addition and support from IoT alliance, both product and process innovation can be achieved in new high-tech IoT ventures. This nuanced insight suggests that new high-tech IoT ventures should focus on building their IoT capability, and at the same time, develop IoT alliances with value chain partners in order to fully take advantage of IoT and gain a better position to formulate more novel offerings. Originality/value – The study is first to contribute with a much needed framework of IoT and entrepreneurship by examining the role of IoT capability further in the relationships between: entrepreneurial orientation and market orientation with product and process innovations arising from IoT; and the role of IoT alliance (interfirm relations, partnerships, etc.) on the relationship above.
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Ju, Min, Jason Lu Jin, and Kevin Zheng Zhou. "How Can International Ventures Utilize Marketing Capability in Emerging Markets? Its Contingent Effect on New Product Development." Journal of International Marketing 26, no. 4 (October 26, 2018): 1–17. http://dx.doi.org/10.1177/1069031x18809999.
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Whether international ventures can benefit from their marketing capability in emerging markets is a critical but underresearched issue. Drawing on the resource-based view (RBV), the authors propose that marketing capability can enhance international ventures’ new product performance. However, its effect is contingent on environmental forces (i.e., market uncertainty and technological turbulence) in the highly uncertain and turbulent environments of emerging markets. Using survey data of international ventures in high-tech industries in China, the authors find that marketing capability is less effective for new product development when firms face high levels of market uncertainty or technological turbulence. At that time, enhancing knowledge breadth represents a critical strategic solution to address the decreased efficacy of marketing capability in driving innovation.
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PARKHOMENKO, V., and К. CHARYEV. "Business Processes in the Transport and Logistics in Economic Operation of the Enterprise." Scientific Bulletin of the National Academy of Statistics, Accounting and Audit, no. 1-2 (January 16, 2022): 51–58. http://dx.doi.org/10.31767/nasoa.1-2-2021.07.
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Because the transport and logistics system (TLS) of the business enterprise is exposed to obvious and hidden high risks for the owners, its business processes need effective management throughout the value added chain. The purpose of the article is to present theoretical and methodological justification of TLS operation at enterprise level from the perspective of integrated management of business processes involved in the transport and logistics services.
The article focuses on elaborating and constructing a diagram of the three-vector approach to building up TLS in the business enterprise, based on the compliance with the regulatory norms (national and international regulatory framework, intramural regulations, compliance with contract terms), risk orientation (economic forecasting of TLS performance, optimization of TLS capacities, analysis of contracting parties operation, computerization of business processes, economic projecting and strategic management), and client orientation (high quality of the provided services, infrastructure improvements, free competition, effective marketing, rationalization of supply chains, provision of guarantees; price policy). It is proposed to group the key business processes involved in TLS by transport and logistics activities, with account to the activity specifics and size of the enterprise, terms of service delivery and other factors of value added creation. A set of indicators for performance assessment of TLS is constructed, classified in the following groups: quality of transport services, efficiency of freight transport, business indicators of diagnostics of the transport activities as a component of the logistics system, assessment of logistics rules, transport efficiency. These indicators will provide an effective tool for performance assessment of TLS at enterprise level.