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Linking Improved Knowledge Management to Operational and Organizational Performance
Journal of Operations Management
Abstract
This research empirically examines the importance of knowledge management processes to operational and overall organizational performance (OPERF). Specifically, results indicate that a shared interpretation of knowledge among operational personnel mediates how knowledge is disseminated and used to design and implement a unified operational response to that knowledge. Further, results collected in a logistics operations (LO) context support a strong positive relationship between this knowledge management process and operational and organizational performance. Importantly, psychometric measures for organizational performance collected from managerial respondents were strongly correlated with secondary financial data for participating firms obtained from Compustat, thus supporting a link about operational performance and hard organizational performance data.
... The influence of knowledge management consultants is very vital regarding the development of learning procedures and methodologies employed in IT organisations. Various significant educators emphasised on the system of thinking on processes and connections (Fugate et al. 2009;Al-Gharbi et al., 2009;El-Masri et al., 2015;Almajali et al., 2016). Some argued on the features of organisational learning procedures as the only effective media to understand the relation between the individual components that constitute the whole unit instead of studying the distinct sectors (Nusair et al., 2008;Holfve and Pekar, 2010;. ...
... Such kind of model of performance measurement helps in providing the corrective action during the production process and makes the business process efficient. Apart from that, Fugate et al. (2009) acknowledged performance measurement of knowledge management process allows the IT organisation to measure the performance of worker individually and helps in creating the right path of efficiency. ...
... For example, organisations in IT industry trust their consumers but never invade their information with the customers. On the other hand, Fugate et al. (2009) recognised that virtual environment of Adam's model provides the benefits of remote location that enables the farm in business sectors for collaborating with the stakeholders and share the artificial environment information with them. ...
Development of main knowledge management via social media is one of the most important resource and effective strategy to gain the importance in IT industry around the world. Effective and proper knowledge management process allows the companies of IT industry to give the best effort in their business based on present resources. To the best of the authors’ knowledge, there are few papers that review the concept of knowledge management and social media. Hence, this study aims to critically analyse the various models and theories related to knowledge management and social media for IT organizations. Fundamentally, the capabilities of ICT knowledge management process if developed via social media tools allow the organizations to identify the loopholes and develop proper strategy to remove it. Moreover, knowledge management has great impact on making strategy based on the resource. Involvement of social media tools in developing knowledge management process is more helpful and beneficial for any business organization as they can learn about the evaluation methods of online information into real life example.
... Although it was applied in the manufacturing setting [12], this study adopted and adapted it into courier service, as it also contains logistics elements [13]. According to Fugate et al. [14], the process of LRKM was categorized into four interconnected stages: logistics-related knowledge generation (LRKG), logistics-related knowledge dissemination (LRKD), logistics-related knowledge shared interpretation (LRKS), and logistics-related knowledge responsiveness (LRKR). To note, the study ignored the inter-relationships among the four knowledge processes as they were beyond the scope of the study. ...
... In the study, the logistics-related knowledge generation (LRKG) is regarded as the logistics operations and services personnel's collection and evaluation of knowledge relative to its usefulness to business decisions [14]. It is the extent to which logistics operations and services personnel formally and informally recognize and filter new knowledge about the inbound and/or outbound business environments of the courier service in which they are immersed. ...
... Shared interpretation helps to reduce uncertainty, fill competence gaps, and suggest new arguments for value creation through the use of new terms and the expression of different ideas [30], to develop new services and resolve issues of an organizations and to fulfil customers' need [31]. Fugate et al. [12,14] stated that if logistics personnel receive information about important changes in a courier business environment, and receive ideas from other personnel, and encourage other personnel to provide more ideas (to be trained in the fluency of a new situation), then the logistics personnel could try to solve problems together (suppose they are flexible and have tolerance) [31]. Additionally, creativity is based on a hermeneutic perspective to understand how customers and service suppliers can cocreate new meanings, share ideas, and interpret them properly to improve services or develop new services [26]. ...
The recent online business blossom has stimulated the soaring demand for logistics service, or rather, courier service, which emerged as a robust momentum of economic growth worldwide. So, to satisfy the fast-changing online businesses, courier services have been urged to be more creative to ensure the desired efficient movement of goods and services along the supply chain, especially in logistics and parcel deliveries. How could the courier service be more creative? What makes courier service creative has not yet been fully explored. Therefore, this study aimed to unveil the antecedents of creativity of courier services from the perspective of managing knowledge which is regarded as the source of wisdom. Taking into consideration the logistical nature of courier service, the proposed framework integrates logistics into knowledge management, and focuses on empirically detecting its relationship with creativity in the context of Malaysia. The results prove that the logistics-related knowledge management (LRKM) affects creativity in a significant and positive manner. However, amongst the four select constructs, only the logistics-related knowledge dissemination (LRKD) followed by the logistics-related knowledge responsiveness (LRKR) are significant operational contributors in the development of creativity in courier services. The logistics-related knowledge generation (LRKG) and logistics-related shared interpretation (LRKS) have not yet appeared significant, which is mainly due to the current insufficient development of the courier service in Malaysia. It indicates that to further enhance creativity, courier service providers should attach importance on managing knowledge of logistics operation, especially in the respects of dissemination and responsiveness, while more efforts shall be exerted to the generation and shared interpretation as both are still having positive potentials towards creativity. This study is amongst the pioneers to cross-extend the theory of logistics management and knowledge management into the courier service industry, and it also expands the application of the theory of creativity into the courier service industry. Future study could further examine the inter-relationships among the detected constructs, the effects of creativity of courier service on the performance of e-business firms, and so on.
... A very few studies empirically investigated the impact of SCMP on KM in organizations (Salama, 2017;Fugate, Stank, & Mentzer, 2009). Moreover, the recent literature on this aspect is scarce or of conceptual nature. ...
... Other studies have also found similar results, revealing that SCMP contribute to fostering a culture of innovation and positively influencing the development of innovative solutions (Panagopoulos et al., 2017;Tan & Cross, 2012;Fugate, Stank, & Mentzer, 2009). ...
Supply chain management practices (SCMP) have huge potential to improve organizational performance (OP) in various organizational settings. However, many studies have found that the relationship between SCMP and OP is not direct and is greatly influenced by some other capabilities such as knowledge management (KM) and innovation capabilities of organizations. Prior research mainly focused on developed countries and suggested numerous models and frameworks to adopt and implement SCMP in various industries. However, the mediating role of KM and innovation capabilities in the linkage between SCMP and OP has not been fully grabbed in fast moving consumer goods (FMCG) organizations and especially, Pakistan remained unexplored. This study filled this gap and investigated the mediating role of KM and innovation capabilities in the linkage between SCMP and OP in FMCG organizations of Pakistan. This was carried-out by developing an explanatory model, formulating hypotheses, and testing the hypotheses after gathering sample data from the 194 FMCG organizations of Pakistan and applying PLS based SEM for data analysis. The study revealed many interesting results based on the data from Pakistani FMCG organizations. First, the study exhibited that SCMP positively influences OP in FMCG organizations of Pakistan. Second, the study showed that SCMP positively influences KM and innovation capacities. Third, the study indicated that KM positively affects OP but innovation does not affect OP. Lastly, the study disclosed that KM partially mediates the linkage between SCMP and OP in this context. However, innovation demonstrates no mediating effect in the association between SCMP and OP. The results are vital for theory and practice. Theoretically, the results can be used to develop new and/or update existing theories and frameworks related to SCMP, KM, innovation, and OP. Managers and practitioners can also utilize their scarce resources in limited areas where they should invest their resources, time, and effort for ultimate improvement of OP. Other organizations and even countries can also use the results to improve OP in their contexts.
... claim that one of the key benefits of introducing KM practices in organisations is its positive impact on organisational performance. The research conducted in Croatia byFugate et al. (2009) suggests that KM positively affects organisational outcomes of company innovation, product improvement and employee improvement. According toFugate et al. (2009), results collected in a logistics operations context proved the existence of a strong positive relationship between a KM process and operational and organisational performance. ...
... The research conducted in Croatia byFugate et al. (2009) suggests that KM positively affects organisational outcomes of company innovation, product improvement and employee improvement. According toFugate et al. (2009), results collected in a logistics operations context proved the existence of a strong positive relationship between a KM process and operational and organisational performance. However,Rašula et al. (2012) argued that it is still not well understood how different KM strategies affect organisational performance.Choi et al. (2008) showed that combining the tacit-internal-oriented and explicitexternal-oriented KM strategies indicates a complementary relationship, which implies synergistic effects of KM strategies on performance. ...
This study examined the knowledge management practices and performance at the Zambia Revenue Authority Headquarters in Lusaka. A case study design based on the quantitative approach was used in conducting this study. The data was collected through structured questionnaires comprising of closed-ended questions. A total of 108 employees responded to the questionnaire. SPSS version 25 was used as the statistical software for data analysis. Descriptive statistics including frequencies and percentages were used. The study findings revealed that a slightly large proportion (58%) of the respondents reported that there is a KM strategy/or policy at the Authority. The study findings suggest that KM has been partially integrated in the operations of the Authority. The study found that the Authority has several KM strategies in place to support the process of managing knowledge within the institution. The most common type of KM strategies reported by the respondents included database management systems (81.5%), Website (s) on its activities (74%), shared databases (71.3%), electronic mails (70.4%), internet and intranet (66.7%).The study established several knowledge capture and acquisition sources commonly used to capture and acquire knowledge at the Authority which include formal discussions/brainstorming, meetings/discussions, appraisals/evaluations, and lessons learned from projects.
... The concept of KM represents a dynamic and continuous process involving different activities and sub-processes (Popa and Ștefan, 2019). In the literature, a variety of frameworks has been used to measure KM, which include: accumulation, utilization, sharing, ownership (Ra sula et al., 2012;Ogutu et al., 2023); acquisitions, sharing, creation, codification, retention (Kianto et al., 2016); knowledge acquisition, knowledge sharing, knowledge utilization (Popa et al., 2018;Popa and Ștefan, 2019); knowledge generation, knowledge dissemination, knowledge shared interpretation, knowledge responsiveness (Fugate et al., 2009); knowledge creation, knowledge acquisitions, knowledge sharing, knowledge storage, knowledge implementation (Gholami et al., 2013); acquiring knowledge, converting it into useful form, applying or using it, and protecting it (Gold et al., 2001); process of knowledge acquisition, dissemination and responsiveness (Gowen et al., 2009); knowledge creation, knowledge storage, knowledge transfer, knowledge application (Rivera and Rivera, 2016); acquisitions of knowledge, storage of knowledge, distribution of knowledge, use of knowledge (Gonzalez and Martins, 2017). For the purpose of the current research, the KM process was approached through four subprocesses and activities, respectively, knowledge acquisition, knowledge sharing, knowledge storage, and knowledge use/utilization. ...
... The KM scale was measured through four dimensions, respectively: acquisition, share, storage, and utilization. Therefore, respondents were asked to state to what extent they agree with 26 statements regarding knowledge acquisition, knowledge sharing, knowledge storage and knowledge use process within the organization where they are employed in (Gold et al., 2001;Fugate et al., 2009;Ra sula et al., 2012;Gholami et al., 2013;Rivera and Rivera, 2016;Gonzalez and Martins, 2017;Popa et al., 2018;Popa and Ștefan, 2019). In the present paper, these four dimensions were grouped in a single second-order construct, called knowledge management (KM). ...
Purpose
The current study has a two-fold purpose. Firstly, it aims to analyze the extent to which knowledge management (KM) affects the performance of individuals (task and contextual) on the one hand and that of organizations (product or service, perceived and financial) on the other hand. Secondly, it proposes to investigate the mediating effect of motivation and innovation in the relationship between KM and individual and organizational performance.
Design/methodology/approach
Partial least squares structural equation modeling (PLS-SEM) was employed in this study, with mediation analysis performed using advanced PLS-SEM techniques. A total of 1,284 respondents from organizations in both the public and private sectors were included in the sample.
Findings
The findings emphasize that KM has a more significant direct effect on individual performance compared to organizational performance. Concurrently, in terms of indirect influence, it is found that KM, through motivation and innovation, has a positive and significant effect on both individual and organizational performances, with a higher influence on the organizational one.
Originality/value
The originality of the work can be noted in designing two different structural models to represent the proposed relationships at the individual and organizational levels. These findings could provide organizational decision makers with empirical evidence, helping them (1) internalize the significance of the KM process in organizations as well as its subsequent effects on individual and organizational performance and (2) identify factors that mediate variable relationships.
... An effective supply chain operations strategy is essential for firms to improve performance and make strategic contributions to the overall SCE. In the same line, Fugate et al. (2009) suggested that the efficiency of managing transportation, warehousing, inventory, and procurement costs determines the SCE. Dynamic capabilities (DCs) that foster innovation are crucial for improving SCE (Tian et al. 2020). ...
... Supply chain effectiveness (SCE) pertains to the degree to which a firm accomplishes financial, operational, and strategic objectives within the production and distribution chain (Ryan et al. 2022). SCE was assessed using a sixitem scale that was developed by Fugate et al. (2009) and Kurniawan et al. (2017). ...
Despite the global COVID-19 epidemic, the "domino effect" continues to detrimentally impact business operations, with firms unable to adapt and facing the potential for bankruptcy. Dynamic capabilities (DCs) may help firms overcome challenges in constantly changing operational environments, making financial advantages critical for operations. The existing literature hasn’t yet shown an association between DCs, and economic benefits in the supply chain. Drawing on dynamic capabilities view (DCV), this research examines whether DCs can contribute to financing advantages for manufacturing firms and subsequently enhance supply chain effectiveness (SCE). Dynamic capabilities and supply chain finance (SCF) are difficult to capture variables, so we use online questionnaires to collect data from manufacturing companies in the Yangtze River Delta region and then analyze them through advanced structural equation modeling (SEM). The empirical analysis revealed that DCs can effectively enhance financing advantages, with SCF as the most prominent source of financial aid. The empirical findings demonstrate that both DCs and SCF contribute to SCE to varying degrees, and the environmental dynamism (ED) moderates this relationship, filling gaps in existing studies. Such novel insights provide managers with novel ideas to motivate companies to adopt measures such as digital transformation to improve financial and operational performance in response to a range of supply chain uncertainties, including declining customer demand, resource shortages, rising production costs, and cash flow constraints. The current study explores how DCs can promote financing advantages and SCE under ED, enhancing the understanding of DCs development.
... According to the findings of the current study, SSP postpone- O.P. and ORP was also explored because previous research had very little empirical work on these associations (Fugate et al., 2009;Lenny Koh et al., 2007). Despite this, a considerable relationship exists between operational performance characteristics (product cost, product quality and flexibility) and marketing and financial Performance (Chen et al., 2015;Dubey et al., 2015;Fugate et al., 2009 ...
... According to the findings of the current study, SSP postpone- O.P. and ORP was also explored because previous research had very little empirical work on these associations (Fugate et al., 2009;Lenny Koh et al., 2007). Despite this, a considerable relationship exists between operational performance characteristics (product cost, product quality and flexibility) and marketing and financial Performance (Chen et al., 2015;Dubey et al., 2015;Fugate et al., 2009 ...
The global climate crisis hampers emerging economies, hindering textile manufacturers from implementing innovative measures to address climate change impacts in their daily operations amidst a complex and dynamic business environment. The key focus of the current study is to investigate the impact of sustainable supply chain management (SSCM) practices on the operational, organizational and environmental performance of textile firms. Data from 210 textile firms in a developing country context severely impacted by climate change and global warming was collected using cluster sampling for the study. The study shows that implementing SSCM practices can improve operational efficiency and organizational and environmental performance. Furthermore, the findings indicate that environmental goals (environmental cost savings and environmental impact) can be enhanced by implementing proper SSCM practices through operational excellence. In conclusion, this study offers implications for managers and insights to policymakers and managers of the textile industry.
... We follow such studies and synthesize them in three main activities that need to be considered in purchasing operations: (i) purchasing transaction, which comprises the negotiation, exchange of information with suppliers, and price analysis, ensuring alignment with the strategic planning of the company (Tchokogué and Merminod, 2021); (ii) purchasing document management since the formalization of activities carried out in purchasing operations and the management of procedures that support purchasing operations lead to a formalized system of activities with explicit definition of the purchasing process (Monczka et al., 2016); and (iii) purchasing assessment, consisting in the assessment of purchasing activities to provide feedback and analyze whether purchasing operations are aligned with the interest of the company as a whole to ensure efficient operations (Pohl and Kai, 2011). We also consider purchasing knowledge management a supportive activity for purchasing operations (Fugate et al., 2009). These activities of purchasing operations find a connection with prior studies (e.g., Foerstl et al., 2016;Luzzini and Ronchi, 2016), although a detailed view of them has not been addressed yet, especially when connecting with a supplier integration and performance perspective. ...
... Knowledge management activities can support purchasing operations with knowledge obtained from past purchasing experiences and from market reactions to the inputs purchased from a supplier to reduce process inefficiencies and increase performance (Abbas, 2020;Flöthmann et al., 2018;Handfield et al., 2015). Thus, companies need to apply the obtained knowledge to increase competitiveness (Fugate et al., 2009). ...
The literature has considered purchasing and supply management activities from a strategic perspective, but the tactical role of purchasing operations has yet to be explored. Purchasing operations represent the internal modus operandi for transactions with suppliers, comprising three main activities – purchasing transactions, purchasing document management, and purchasing assessment – and supportive activities like purchasing knowledge management. Following the contingency theory, we hypothesize that these internal activities mediate between external supplier relationship management and firm performance (financial, customer and delivery performance). Complementarily, we adopt the configurational theory to hypothesize that this link between external and internal activities can be combined to increase firm performance. To test this contingency-configurational view of purchasing operations, we conducted a quantitative survey with 234 companies. The regression results of the contingency analysis show that purchasing operations activities have a full mediation role in most relationships between supplier relationship management and firm performance, while knowledge management positively moderates the association between purchasing assessment and customer performance. Moreover, the cluster analysis for the configurational analysis shows that supplier relationship management and purchasing operations follow maturity levels of joint implementation of internal and external activities. Our findings shed light on the purchasing operations by defining the activities representing this concept and showing their role in supply management. We also contribute to practice by proposing an integrative system that helps managers organize the firm's purchasing and supply management activities.
... Incorporating KIM and IMP into I5.0 follows RBV theory. RBV emphasizes the tactical use of knowledge assets (KIM), physical resources (manufacturing units and raw materials), and intangible assets (expertise, networks, and client retention) to gain a competitive edge and improve performance (Fugate et al. 2009). According to research, RBV's strategic resource management is essential for competitive advantage (Turrini and Meissner 2019). ...
Inventory management (IM) is emerging as a focal point in Industry 5.0 (I5.0), especially within the manufacturing setups, because of its alignment with the environmental and sustainability goals of the firm's operation. This research explores the disparity between theoretical views and practical applications of IM, highlighting the significance of domain‐specific knowledge and its impact on the I5.0 principles that guide manufacturing operations. Utilizing a systematic literature review approach, the research explores recent theoretical and practical developments in IM and I5.0, focusing on how firms strategically leverage and optimize the utilization of IM. The inquiry progressed through a three‐stage review process of IM and I5.0 literature. From an initial sample of 698 documents between 2020 and 2024, exclusion criteria narrowed the sample to 210 relevant articles and review studies in the business and management disciplines, eventually narrowing down to industry relevance, theoretical adequacy, and scope. After rigorous filtration, the research identifies and theoretically argues both conventional and advanced IM practices adopted over the last 7 years, with a special emphasis on knowledge inventory know‐how in the context of I5.0. It also explores how I5.0 moderates the relationship between inventory management practices (IMPs) and operational performance. Based on the 41 high‐quality research output reviews, the study establishes a theoretical link between I5.0, IMPs, and knowledge inventory know‐how for enhancing operational performance. The theoretical discussion highlights research gaps and suggests a roadmap for future research into IM and I5.0 through an articulated conceptual research model. The model shows a path toward adopting advanced IMP and knowledge inventory know‐how under I5.0 to improve manufacturing operational performance. This research provides valuable insights for industry practitioners seeking to integrate I5.0 concepts into sophisticated IMPs, ensuring a seamless and efficient operational flow.
... Resource-based strategic management theory aims at identifying sources of long-term competitive advantage that are generated from resources like the availability of materials (Muduli et al., 2021), personnel, capital, and other assets, which an organisation can utilise to perform better (Muduli et al., 2020), and skills indicate an ability of the company to use resources strategically to obtain results. Manufacturing units, raw materials, and technologies are great examples of tangible assets (Fugate et al., 2009), expertise, networks, customer satisfaction, distribution of information, and beliefs (Turrini and Meissner, 2019). It still does not outperform the competitors' resources and will lead to better and more effective operation efficiency. ...
This study aims to examine the disparity between research findings and practical implementation in inventory management practices (IMP), focusing specifically on the aspect of domain knowledge of inventory (KIM) and cost efficiencies (CE) aspect impact on operational performances (OP). The paper critically reviews the existing literature, analyzing theoretical contributions related to inventory management, domain knowledge, and IM cost elements for effective IMP management. Furthermore, it investigates to identify the above factors contributing to this research gap. The study findings indicate ample scope for improvement in IMP, KIMP, and OP. Effective and frequent IMP may help companies increase their productivity and efficiency. The study's novel contribution is its proposed model, which shows a symbiotic relationship among three constructs, i.e., IMP, KIM, and CE, on OP. Effective inventory management practices rely on utilizing and sharing implicit and explicit knowledge within the organization.
... Their results indicate that the first two drive initial knowledge diffusion, and the latter drives long-term knowledge diffusion. Finally, some scholars focus on knowledge characteristics (e.g., tacitness and explicitness) and KM processes to improve KMob (Sabherwal and Becerra-Fernandez 2003;Fugate et al. 2009;Bustinza et al. 2010;Liu et al. 2014). ...
Despite considerable research attention to supply chain knowledge mobilization (KMob) barriers, understanding of why, how, and when they emerge in practice remains limited. We address this knowledge deficit by using middle‐range theory (MRT) as a theoretical lens to examine supply chain KMob barriers in their naturally occurring environment. Drawing on 42 in‐depth, semi‐structured interviews with Argentinian agri‐food supply chain (AFSC) practitioners, we present novel insights into the emergence of AFSC KMob barriers. First, our findings indicate the prevalence of 11 individual, intra‐organizational, and inter‐organizational KMob barriers in Argentinian AFSCs. Second, Argentina's political, economic, social, technological, legal, and cultural (PESTLC) environment contribute to these barriers. For example, the cultural environment, characterized by strong hierarchy and weak intellectual autonomy, may have negative effects on AFSC practitioners' KMob behaviors and perceptions, resulting in resistance to knowledge sharing, while long‐term political and economic instability poses challenges for intra‐ and inter‐organizational KMob. Third, these 11 KMob barriers elicit both semantic and pragmatic knowledge boundaries that thwart AFSC KMob. Our study extends the applicability of MRT to supply chain KMob research and provides a framework for better understanding KMob barriers. The study has important implications for agricultural research institutions and focal companies of local AFSCs.
... Performance outcome refers to an analysis of both efficiency and effectiveness in accomplishing a given task (Fugate et al., 2009). Efficiency is calculated as the proportion of resources used to outcomes, whereas effectiveness is explained as the degree to which customer-related objectives are attained (Bakar & Jaafar, 2016). ...
Nowadays, both academic scholars and decision makers are raising much attentions to underscore the meanings of social sustainability practices to the success of firms, particularly in the context of emerging countries. Under the stakeholder resource-based view (SRBV) theory, the current research model was adopted to identify determinants of social sustainability practices and its linkages with performance outcomes of the supply chain. There were 204 valid samples collected from respondents who operate the supply chains in the Vietnamese medium and large enterprises. Empirical results indicated that social sustainability practices positively impact on the performance outcomes of the supply chain management. Critically, this study is among the very first-ever papers that significantly evidenced the mediating roles of customer performance and supplier performance in the relationship between a firm’s social sustainability practices and supply chain performance. The multidimensional concept of social sustainability has been extendedly incorporated in the context of Vietnamese companies, it provides managers and policy-makers useful insights for implementing social sustainability in the corporate sustainable development strategies.
... This process will be achieved by obtaining the necessary data, establishing the control mechanisms and monitoring this process to maintain its continuity (Lee & Suh, 2003). Knowledge management can also be considered as the maintenance of processes that are required by the organization in the processing of data & information, establishing strong communication, providing human resources, determining financial needs, and finally providing and making all necessary components available (Fugate et al., 2009). ...
Businesses striving to survive in today's highly competitive market conditions are continuously trying to utilize innovation related strategies to sustain their position and competitiveness. Knowledge management, on the other hand, has been shown to have a significant influence on the innovation capability of the organization. Thus, the aim of this study is to examine the relationship between knowledge management practices and innovation capability in research and development (R&D) centers operating in Istanbul and Kocaeli / Turkiye through an empirical study. The data used in the study was collected from the managers of R&D centers using a web-based questionnaire, as well as face-to-face meetings. A complete census method was used as the sampling technique, and 220 R&D center managers in the region were contacted. Among the managers contacted, only 182 managers provided data and were included in the study. Multiple hierarchical regression analysis was used to analyze the data obtained. As a result of the analyses, it is found that the knowledge acquisition dimension has a significant positive relationship with the learning capability, production capability, marketing capability and strategic planning capability. In addition, the results revealed that storing and sharing knowledge have significant and positive relationship with production capability, and transforming knowledge has a significant and positive relationship with both marketing and organizational capability. In particular, it is concluded that knowledge acquisition and sharing are important in terms of learning, production, marketing and strategic planning dimensions of innovation capability specifically in R&D centers.
... For the procedural remedies, the recommendations of Podsakoff et al. (2012) were followed, so the authors adopted a single common-method-factor approach to controlling for CMV. First, we selected four items developed by Fugate et al. (2009) that were collected in the same survey but not included in the tested model. These were used as marker indicators. ...
Purpose
This study aims to investigate the factors influencing property tax reassessment performance in West Malaysia. It specifically examines intangible aspects, such as intellectual capital and process innovation among valuation officers. The primary concern in this study is the variability in how effectively local authorities carry out property tax reassessment, with a significant number of them not conducting revaluations regularly.
Design/methodology/approach
The data was collected using self-administered and electronic questionnaires using a purposive sampling method. The 154 useable responses were further analysed using partial least squares structural equation modelling in SmartPLS 4.
Findings
The result shows that process innovation mediates the relationship between structural capital and property tax reassessment performance as well as the relationship between relational capital and property tax reassessment performance. This suggests that local authority systems and policies are indirectly related to reassessment practises by introducing new methods of reassessment in the form of administration and technology. The result shows that building good relationships with stakeholders and other institutions encourages staff to develop innovative ideas for their reassessment activities, thus enhance the performance of property tax reassessment.
Practical implications
The study provides insightful information for local authorities managers and stakeholders in crafting a better policy for periodic property tax reassessment. The study suggests the need for new administration and technological innovation in developing effective property tax reassessment strategies through the integration of organisational structure and relationship building.
Originality/value
The study developed a new model for property tax reassessment performance that incorporates intangible assets with the introduction of process innovation as a mediator.
... In short, the indicators mentioned earlier would influence the success or failure of knowledge management of AIP in Thailand, whereas the strategy should also be adopted in AIP in Thailand to avoid project extension and possible failure. Importantly, the findings from this study are complementary to those of the cited previous studies of Fugate [100], where the knowledge management of infrastructure project is in fact a critical element of successful process integration, and the transfer of implementation of knowledge management to other projects is crucial for how successfully a project is managed and implemented [101]. ...
For determining the effectiveness of area-based infrastructure management, a comprehensive measurement to implement and develop an infrastructure project would need to be integrated in holistic and knowledge management. The main objective of this study was to identify the keys to measurement the sustainability of area-based infrastructure project (AIP) management. First, the key performance indicators were reviewed and selected. Next, the interviews with project developers and managers of the pilot site were conducted to investigate the real context of significant keys. The discussion with five experts who have relevant experience in area-based infrastructure projects management then arose to validate possible key performance indicators. Based on the expert comments, the questionnaire was revised for its validity and clarity. Then, the data collection using a questionnaire was sent out to representative samples across Thailand. Later, there was the analysis to interpret the survey results. The results revealed that there are two groups of keys to measure the sustainability of AIP management. One was the “Holistic Management (HM)”, which consisted of seventeen components. The other was the “Knowledge Management (KM)”, which involved six similarity items. It was found that the aforementioned factors can explain 70.024% of the total cumulative variance in the entire datasets compiled for the assessment of keys to measurement the sustainability of AIP management. The main outcomes from this study can be beneficial for the development of effective and good governance strategies for achieving sustainability patterns of area-based infrastructure project management. This theory offers the understanding of how the effectiveness of key measurement of AIP management can drive sustainable development project s, which can help in project manager and developer research on identity-related transitions.
... Supply chain effectiveness is measured by metrics such as costs pertaining to transportation, warehousing, inventory, and logistics (Fugate et al. 2009;Mulchandani et al. 2023). The topic of supply chain effectiveness has been studied by authors in different parts of the world and in different industries, for example, small and medium enterprises in China (Wang and Ali 2023), small and medium enterprises in India (Mulchandani et al. 2023), state-owned enterprises in South Africa (Chinomona et al. 2023), the manufacturing sector in Africa (Tlale et al. 2022), supply chain and logistics sector companies in the UAE (Albishri et al. 2019), to name but a few. ...
The relationship between the effective management of supply chains and overall organizational success is not fully explained in the literature. The differences in the effectiveness of supply chains as well as the corporate social responsibility (CSR) of supply chain companies in North America, Europe, and Asia Pacific are not broadly studied. This article attempts to bridge that gap in the literature using data from the Gartner Supply Chain Group, Brand Finance, American Consumer Satisfaction Index, and Bloomberg Finance. Pertinent statistical tools including multiple regression, ANOVA, t-tests, and chi-square tests were utilized in the study. SCM top performers were found to have higher customer satisfaction than their industry counterparts; supply chain variables used currently do not have a statistically significant impact on the overall success of those companies; North American companies have experienced significantly higher supply chain effectiveness than their counterparts in Europe and Asia Pacific; and European supply chain companies are significantly ahead of companies in America and Asia in the area of CSR. The findings can help managers in companies to benchmark with their global peers. The main contribution of this research is that it demonstrates the value of supply chain effectiveness while underscoring the need for further research to link supply chain effectiveness with organizational performance. Supply chain managers need to explore operational or internal process metrics that have a more significant impact on overall company success.
... Derivado de lo anterior, existe una gran diversidad de enfoques y modelos en gestión del conocimiento así como de etapas que los integran, donde se han definido procesos que constan en promedio de cuatro a siete etapas, en los cuales para esta investigación se han encontrado en su mayoría coincidencias relacionadas en la forma en que las empresas identifican, capturan, convierten, transmiten, almacenan, aplican y miden conocimiento (Wiing, 1993;Spender 1996;Teece,1998;Bahtt, 2000;Arostegi, 2004;Baptista et al., 2006;Calabrese y Orlando, 2006;Tikhomirova et al., 2008;Sheffield, 2008;Fugate et al., 2009;Huang y Shih, 2009;Miralles y Puerta, 2009;Arzola y Sifones, 2010;Donate y Guadamillas ,2010;Pérez, Leal, Barceló y León, 2013). ...
Esta investigación cuantitativa analizó las fases del proceso de gestión del conocimiento en empresas privadas de los sectores industriales, comerciales y de servicios ubicadas en Victoria Tamaulipas. Para este objetivo se generó un instrumento a partir del análisis de diversos estudios previos, posteriormente, para su aplicación se recurrió a muestreo probabilístico, de la muestra determinada se obtuvo respuesta de 149 informantes clave. La información obtenida se analizó mediante estadística descriptiva y análisis factorial. Los resultados obtenidos permitieron caracterizar el proceso de gestión del conocimiento a partir de 3 fases principales, identificación y creación, almacenamiento y compartición y la fase aplicación y medición donde además se identificaron actividades de gestión del conocimiento implementadas por las empresas estudiadas así como aspecto que se pueden mejorar en beneficio de las mismas.
... The financial and operational goals are achieved when the operational process of the supply chain can balance the cost and effectiveness (Virgiawan et al., 2021). Some researchers like Ali et al. (2019), Fugate et al. (2009), andJacyna-Gołda et al. (2018) measure the supply chain effectiveness by a sixitem scale that has been developed and used. The operational effectiveness of the supply chain can be measured based on the ability to manage transportation, warehousing, inventory, and total acquisition costs. ...
The research aimed to know the influence of long-term relationships, information sharing, Cooperation, and integration process in partial on the supply chain effectiveness of the EPC Steam Power Plant project in the Province of North Sulawesi. It was also to know whether enterprise risk management moderates the influence, long-term relationship, information sharing, Cooperation, and integration process toward supply chain effectiveness. The employees who became the sample in the supply chain activities of the steam power plant project in North Sulawesi were 250 people, 149 of whom were proportionally from the project owner. The research uses the data analysis technique using Structural Equation Modelling-Partial Least Square. The result of the study indicated that long-term relationships, information sharing, Cooperation, and integration process partially have a positive and significant influence on supply chain effectiveness. In addition, enterprise risk management proved to moderate the impact of information sharing. Still, it needed to moderate the effect of a long-term relationship, Cooperation, and integration process on the supply chain effectiveness of the EPC Steam Power Plant Sulut-3 project.
... Knowledge management has far-reaching benefits for organizations including, among others, enhancing product and process innovations [50], fostering cooperation [47], optimizing efforts [11], leveraging current skills [51], and increasing operational efficiency and cost reduction [52]. Because of its comprehensive purpose and scope, several models can be adopted for knowledge management in different domains. ...
Although knowledge management relying on data from social networks has become an integral part of common practices, there needs to be a well-defined body of knowledge that explicitly addresses the process and the value generated. Sustainable knowledge management practices, which promote responsible and ethical knowledge sharing between different stakeholders, can also be facilitated through social media. This can foster a culture of continuous learning and innovation while considering the social implications of knowledge sharing. The main goal of this study is to critically and holistically discuss the impact of social media analysis in the knowledge management process holistically and maximize its value in a given context. More concretely, we conducted a systematic literature review (2012–2022) based on the PRISMA guidelines. We first approached the ideal phases of the knowledge management process and then discussed key issues and challenges from an application perspective. Overall, the study points out the positive impact of social network analysis on knowledge sharing, creativity and productivity, knowledge formulation, building trust, and cognitive capital. Additionally, value is provided in knowledge acquisition by simplifying and massively gathering information, reducing uncertainty and ambiguity, and organizing knowledge through storage, retrieval, and classification practices. At an application level, such knowledge may improve the quality of services and encourage creativity. Finally, this study analyzed specific domains, such as healthcare, marketing, politics, tourism, and event management, focusing on the potential and added value.
... The data were collected from middle to top management executives experienced in manufacturing companies. Using the key informant technique, one survey form is filled by one manufacturing organization (Fugate et al., 2009;Mitchell, 1994). The samples represented manufacturing sectors such as electronics, fabrication and processing, food and kindred products, paper, petroleum, chemical, primary metal, textile, apparel, rubber, transport, and industrial machinery. ...
Technological innovations while economically prudent may have harmful consequences to the planet and/or people. This paper empirically investigates the moderating effect of responsible investment on the influence of innovation on firm performance in manufacturing industry. The hypothesized relationships are justified using signalling theory. Relationships are tested using data from six countries in Asia-pacific region, namely Australia, Korea, Taiwan, China, India, and Vietnam. The established measures are drawn from well-established GMRG fifth version survey instrument. The empirical analysis on 297 data points was done using SmartPLS3. The result strongly suggests that the responsible investments have significant positive moderating effect on the innovation, product and process, and firm performance relationships. Managers are, therefore, encouraged to not only consider responsible consequences of technological innovation, but also pay attention to the responsible investment aspects that influence innovation-performance relationship.
... Knowledge management is a continuous internal process that transforms employee knowledge into organizational knowledge [17]. The different internal departments and divisions can benefits from creating, accumulating, analyzing, organizing, and utilizing internal knowledge [19], [20], [21]. The company enriches its knowledge management by using information and knowledge acquired from different internal and external sources, e.g., customer feedback systems, informal and formal communications among top executives, brainstorming sessions among project managers, mentoring programs for employees, collaboration with suppliers, partners, and competitors. ...
The digital era is characterized by technological advancements that enhance the speed and breadth of information and knowledge turnover in businesses, markets, the economy, and society. The success of businesses in the digital era depends heavily on their access to sufficient knowledge and information about changes in the market and business environment. The main objective of this research is to investigate the impact of organizational knowledge management strategies on firms' innovation and absorptive capacities. Using data from 507 employees working in R&D departments of companies that produce white goods, this study aims to test the mediating role of absorptive and innovation capacities in the relationship between knowledge management strategy and firm's product innovation performance. Our results from Turkey confirmed the positive impact of organizational knowledge management strategy on firm's absorptive and innovation capacities, which in turn improves the firm's product innovation performance.
... Hence, within the scope of microeconomic theory, agricultural firms can be referred to as production units of the business economy, focusing on ensuring food supply and security in a nation. In production theory, inputs and outputs are viewed as production flows, where a certain amount of input is used to generate varying outputs [11][12][13][14]. ...
This study is a cross-country analysis of the productivity of the agricultural sector of sub-Saharan Africa (SSA) countries between the periods of 2010 and 2017. The study adopted a descriptive design. The sample size includes thirty-eight (38) sub-Saharan African nations. Data gathering for this study involved collecting agricultural input and output factors spanning 2010–2017 from the World Bank and United Nations reports. The study used Data Envelopment Analysis (DEA) and panel regression analysis to identify and benchmark efficiency scores for each of the decision-making units (38 SSA Countries) and to determine specific resources that make the most significant contributions to productive outputs included in the study. The results reveal that 9 SSA countries (representing 23.68%) were fully technically efficient in using agricultural inputs to generate outputs within 2010–2017. A few other countries were technically efficient only for a short period of 2010–2013. The statistical results also show that some SSA countries were technically inefficient from 2010 to 2013, but from 2014 to 2017, they constantly maintained technical efficiency. Following the findings, the study established critical implications for advancing the theory and practice of agricultural productivity.
... Supply chain efficiency assumes such factors or sets of activities that reflect the overall performance of supply chain for a business firm. Fugate et al. (2009) defined various cost factors integrated with supply chain effectiveness. These factors are transportation cost, necessary for the delivery of products; cost of warehousing of products; overall cost associated with inventory; logistic & administration cost; cost of products; and cost of the delivery of products to customers at right time and in right quantity. ...
... Following the approaches used in previous studies, both procedural and statistical remedies were performed to assess the existence of CMV. For the procedural remedies, the recommendations of Podsakoff et al. (2012) were followed, so the authors adopted a single common-method-factor approach to Step Nature of Activity Methods Fugate et al. (2009) that were collected in the same survey but not included in the tested model. These were used as marker indicators. ...
Malaysia’s property tax reassessment practices have recently revealed a previously hidden phenomenon that insufficient numbers of local authorities had undertaken a revaluation. The situation raises the question of what causes variations in property tax reassessment performance and which factors contribute to these variations. Hence, this study investigates the role of intellectual capital (IC) and its components in property tax reassessment performance among Malaysian local authorities. Data were collected using structured questionnaires from a sample of 155 officers from local authorities operating in West Malaysia. Structural equation modelling (SEM) was employed to examine the hypotheses using the SmartPLS 4.0.8.2 version of the partial least squares technique. The analysis results demonstrate that only relational capital significantly affects property tax reassessment performance, whereas human and structural capital have no equivalent relationship. Intriguingly, significant interrelationships were observed among the components of IC. The research model adds theoretical value to the discourse of organizational psychology, knowledge management, and property tax reassessment management. The significant positive relationship on relational capital resulting from this research indicates that the multiple stakeholder’s behaviours impacted reassessment work. This study offers practical managerial implications for the related parties: local authorities, public institutions and other stakeholders. The findings will change the manager’s behaviour in realizing the importance of IC and making effective strategies to improve their property tax reassessment performance.
... De Toni et al. (2011) chỉ ra rằng chia sẻ kiến thức là một kiến thức cơ bản quan trọng, chiến lược dựa trên kiến thức ngầm và rõ ràng. Chia sẻ kiến thức là chia sẻ kiến thức hiểu biết của nhân viên với nhau (Fugate et al., 2009). Sambasivan et al. (2009) cho rằng tồn tại một mối quan hệ chặt chẽ giữa chia sẻ kiến thức và hiệu quả hoạt động của tổ chức. ...
Nghiên cứu này được thực hiện trên cơ sở kế thừa lý thuyết nền tảng nguồn lực (RBT) nhằm xem xét mở rộng lợi thế cạnh tranh thông qua văn hoá tổ chức, hợp tác chuỗi cung ứng và chia sẻ kiến thức. Văn hoá tổ chức được xem xét trên phương diện chủ nghĩa tập thể, định hướng dài hạn, cân đối quyền lực; hợp tác chuỗi cung ứng được tiếp cận trên khía cạnh đảm bảo không gián đoạn; chia sẻ kiến thức mới thông qua cộng tác. Dựa vào khảo sát 269 lãnh đạo, quản lý và nhân viên đang làm việc tại các công ty dược phẩm trên địa bàn thành phố Hồ Chí Minh, phương pháp phân tích mô hình cấu trúc (SEM) được sử dụng để phân tích dữ liệu và kiểm định các giả thuyết nghiên cứu. Kết quả đã chỉ ra vai trò tiền đề của văn hoá tổ chức trong việc nuôi dưỡng, thúc đẩy hợp tác chuỗi cung ứng và chia sẻ kiến thức. Đồng thời, văn hoá tổ chức, hợp tác chuỗi cung ứng và chia sẻ kiến thức là những yếu tố tác động đến mở rộng lợi thế cạnh tranh của doanh nghiệp dược phẩm.
... W tym zakresie od dawna zwraca się uwagę m.in. na oferowanie produktów lepiej dopasowanych do potrzeb klientów czy wyższy poziom innowacyjności organizacji i skrócenie czasu wprowadzania nowych produktów na rynek (Barkema, Bell i Pennings, 1996;Bhatt, 2001;Fugate, Stank i Mentzer, 2009;Hayward, 2002;Pennings, Barkema i Douma, 1994;Slater i Narver, 1995;Stata, 1989). ...
W praktyce niska świadomość dotycząca kosztów utrudnia skuteczną analizę i podejmowanie decyzji optymalizacyjnych. Kluczowa jest zatem odpowiedź na pytanie (cel główny): jakie działania w obliczu transformacji produkcji sprzyjać będą optymalizacji kosztów, a co za tym idzie – które z wymienionych powinni podejmować polscy producenci części i podzespołów technicznych środków transportu rolniczego? Osiągnięcie celu głównego wymagało sformułowania i zrealizowania celów cząstkowych, do których autorzy zaliczają: (1) podkreślenie znaczenia kosztów z perspektywy transformacji produkcji (warstwa teoretyczna); (2) opracowanie modelu badawczego w postaci arkusza oceny będącego wypadkową eksploracji piśmiennictwa oraz badania zrealizowanego wśród celowo dobranych ekspertów (warstwa teoretyczno-projektowa). Skonkretyzowane działania nadały właściwy kierunek dalszym pracom badawczym (weryfikacja empiryczna), co pozwoliło na opiniowanie wśród przedsiębiorstw (ocena istotności).
... A large literature in leading OM journals addresses various issues in knowledge management and learning. Central themes include how learning impacts operational performance (Fugate et al., 2009;Liu et al., 2014), how learning affects the development and use of technology (Baumers & Holweg, 2019), and how technology use affects learning (Boone & Ganeshan, 2001). Studies investigate knowledge creation, acquisition, or transfer in technology projects (Chandrasekaran et al., 2012), manufacturing and service facilities (Staats et al., 2011), and supply chains (Zhou et al., 2014). ...
The swift progress of artificial intelligence (AI) is radically reshaping industries and the essence of
employment. This progression requires a crucial emphasis on acquiring new skills and retraining as
essential tools for transforming talent. Upskilling, the process of improving existing skill sets, and
reskilling, the act of acquiring completely new talents, are crucial for equipping the workforce to
succeed in an era dominated by artificial intelligence. This abstract examines the theoretical
foundation that supports these tactics and discusses possible future paths for research. AI technologies
are becoming increasingly capable of automating mundane jobs, hence creating a greater need for
individuals who excel in complex problem-solving, creativity, and emotional intelligence. Therefore,
it is imperative for employees to cultivate sophisticated technical proficiencies, including data
analysis, machine learning, and AI ethics, in addition to honing soft skills such as flexibility and
communication. Organisations encounter substantial difficulties in executing efficient up skilling and
reskilling initiatives. These tasks encompass the identification of pertinent talents, development of
suitable training programmes, and cultivation of a culture that promotes ongoing learning.
Furthermore, it is necessary to achieve a harmonious equilibrium between immediate operational
needs and overarching long-term strategic objectives. Engaging in partnerships with educational
institutions and utilizing AI for tailored learning experiences are becoming recognized as effective
strategies to address these difficulties. There are numerous and diverse areas for future research in this
discipline. Prioritizing empirical studies is essential to assess the efficacy of diverse up skilling and
reskilling options across different situations. Longitudinal research can offer valuable insights into the
enduring effects of these programmes on career paths and the performance of organizations.
Furthermore, investigating the impact of AI on enabling customized and adaptable learning
experiences can provide novel opportunities for implementing scalable and streamlined training
techniques. Furthermore, it is crucial to comprehend the socio-economic ramifications of extensive up
skilling programmes, specifically in relation to fairness and availability, in order to guarantee
equitable economic development. Examining the psychological and motivational factors of ongoing
learning can aid in creating interventions that improve employee engagement and dedication to
lifelong learning. Upgrading and acquiring new skills are essential in the age of artificial intelligence,
as they play a crucial role in transforming talent. By combining theoretical frameworks with actual
observations, organizations may effectively negotiate the intricacies of this transformation.
This chapter serves a dual purpose: firstly, it delves into survey data using appropriate techniques for basic data analysis, and secondly, it explores the survey constructs within the research model using Partial Least Square based Structural Equation Modelling (PLS-SEM) and presents the empirical findings. The chapter begins with a brief overview of the data entry and preparation process, followed by a discussion on data management and preparation. It then proceeds to basic analysis, starting with demographic analysis to provide insights into respondent information and participating companies. Descriptive analysis follows, offering an overview of the research model variables by examining mean, standard deviation, skewness, and kurtosis in the sample population to assess normality. Additional statistical tests are conducted to evaluate normality, reliability, and identify common method bias in the collected data.
Purpose
Under the digital wave and the new industrial competition pattern, the automobile industry is facing multiple challenges such as the redefinition of new technologies and supply chain changes. The purpose of this study is to link big data analytics and artificial intelligence (BDA-AI) with digital supply chain transformation (DSCT) by taking Chinese automobile industry firms as a sample and to consider the role of supply chain internal integration (SCII), supply chain external integration (SCEI) and supply chain agility (SCA) between them.
Design/methodology/approach
Data were collected from 192 Chinese firms in the automotive industry and analyzed using partial least squares structural equation modeling (PLS-SEM). Importance-performance map analysis is used to extend the standard results reporting of path coefficient estimates in PLS-SEM.
Findings
The results indicate that BDA-AI, SCII, SCEI and SCA positively influence DSCT. In addition, this study found that SCII, SCEI and SCA play an intermediary role in BDA-AI and DSCT.
Originality/value
The paper enriches the research on the mechanism of digital resources affecting DSCT and expands the research of organizational information processing theory in the context of digital transformation. The paper explores how the resources deployed by firms change the strategic measures of firms from the perspective of responsiveness. By exploring the positive impact of SCA as a response capability on the DSCT strategy and its intermediary role between digital resources and DSCT, which is helpful to the further theoretical development of logistics and supply chain disciplines.
Purpose
This study aims to introduce a multilevel micro-foundational perspective on supply chain (SC) ambidexterity, grounded in organizational learning and adaptation research. It investigates the interplay of contextual factors, strategic orientation and a bundle of supply chain management practices to foster ambidextrous performance.
Design/methodology/approach
Leveraging a blend of perceptual and objective data and measures, this study explores the intricacies of macro and micro factors at multiple levels, offering empirical support for the research framework. The interrelationships among these factors are scrutinized through three analytical approaches: selection, interaction and system forms of interdependence analysis.
Findings
First, the authors offer empirical support for their conceptual model, illustrating that ambidexterity behavior and outcomes in the SC emanate from intricate interactions between macro and micro factors across various levels. Second, the authors present robust empirical evidence endorsing a system/gestalt form of interdependence analysis in capturing SC ambidexterity and performance. This analytical approach effectively captures the complementarity and contradictory interdependence among the opposing poles of efficiency and responsiveness.
Originality/value
The organizational and SC activity configuration faces numerous paradoxical tensions, such as profitability versus sustainability. This study offers valuable insights into establishing an ambidextrous system capable of navigating and addressing these paradoxical situations.
Purpose – Effective green supply chain management (GSCM) has become a potentially valuable tool of securing competitive advantage and improving operational performance (OP) as competition is no longer exists between the firms but within green supply chains. The aim of this empirical study is to determine the link between GSCM practices (GSCMPs) and OP within the manufacturing sector of Bangladesh mediated by perceived competitive advantage (PCA). GSCMPs were divided into three further dimensions: green eco-design (GED), green supply chain partnering (GSCP) and internal green orientation (IGO).
Design/methodology/approach – The study selected 376 individuals as respondents who work as the top�level managers and the members of the Board of Directors at different Bangladeshi manufacturing firms through purposive sampling. A partial least square-based structural equation modeling (PLS-SEM) was utilized to identify the relationships between the three dimensions of, GSCMPs, and the single dependent variable, OP.
Findings – The study identified that two factors, GED and GSCP, have significant positive relationships with OP. On the other hand, another factor, IGO has a statistically insignificant relationship with OP. Regarding the mediating effects, the study identified that PCA can fully mediate the insignificant relationship between IGO and OP, and partially mediate the significant relationship between GSCP and OP. On the contrary, PCA has no mediating effect on the relationship between GED and OP.
Originality/value – This empirical study is an effort that examined the role of GSCMPs on the OP in the Bangladeshi manufacturing context. It is believed that this empirical investigation will prompt future theoretical studies and empirical experiments to enrich academia. Further, the findings of this study can serve
as foundational guidance for policymakers and/or managers studying the formulation and implementation of GSCMP-related policies and strategie
The critical of area-based infrastructure projects evaluation (AIPE) concerns lack of appropriate tools and efficient key indicators to evaluate throughout the process. So, the projects cannot respond to the needs or necessities of the people in area according to the specified goals and sustainability. This study aims to analyse the influence factors of AIPE by a modified Plan-Do-Check-Act (PDCA) process to gain project sustainability. The study employed both quantitative and qualitative methods. The in-depth semi-structured interview was established at the beginning of a reliable pilot case study. The questionnaire used for data collection was mailed to representatives across Thailand. The findings showed that the influencing factors can be divided into four groups: (1) ‘Plan’ process which consisted of two factors that are ‘implementation plan and good governance’ (IPGG) and ‘action plan and stakeholder cooperation’ (APSC), (2) ‘Do’ process which involved ‘budget provision and public support’ (BPPS) and ‘organisation administration and management tool’ (OAMT), (3) ‘Check’ process which contained ‘area participation and leader competency’ (APLC), and (4) ‘Act’ process which included ‘research development and knowledge management’ (RDKM). The project developers, managers, administrators, researchers, operators, and related stakeholders can develop effective PDCA process for the successful and sustainability AIPE within boundaries specified.
This study examines the effect of Knowledge Management (KM) processes on organizational performance in Saudi Arabian service organizations. It focuses on knowledge creation, capture, sharing, and application, and examines their effects on quality, operational, and innovation performance. While the service sector can enhance operational efficiencies through effective KM implementation, the extent of this impact, particularly in terms of quality and operational performance in developing countries like Saudi Arabia, remains underexplored. The study uses a quantitative methodology, obtaining 605 valid responses from Saudi service sector managers through an online self-reported questionnaire. Structural equation modeling validates the research model and tests the hypotheses. Results indicate that knowledge sharing has a nonsignificant effect, while knowledge creation, capture, and application have substantial impacts. Specifically, knowledge application significantly improves operational performance, while knowledge creation influences quality and innovation performance. Organizations are advised to understand their KM processes’ structure to effectively implement and leverage their impact on performance. Emphasizing knowledge sharing through personalized communication channels, employee development opportunities, and effective incentive systems is recommended to sustain engagement and motivation. Furthermore, prioritizing KM tools and technology for seamless knowledge flow across organizational levels and implementing collaborative tools can enhance innovative capabilities, adaptability, and competitive advantages.
Study booklet with regard to the UX Design (B.A.) and Digital Games Business (B.A.) degree programs (in German).Vindigni, G. (2024): Marketing and User-generated Content Management(168 p.).
Der Paradigmenwechsel von traditionellen Marketingstrategien hin zum innovativen digitalen Marketing hat eine Vielzahl von Unterarten in den letzten zehn Jahren hervorgebracht, wie z. B. das Content Marketing, das insbesondere kundenintegrativ mittels des Prosumers in Form des User-Generated Content Marketings zum Einsatz kommt. Der Grund in Bezug auf den Einsatz von Digital Content Marketingmaßnahmen begründet sich aus der Tatsache, dass die Bevölkerung einen simplifizierten Zugang zum Internet sowie dessen cyber-physischen Plattformen und Angeboten hat. Dies ermöglicht Unternehmen und Einzelpersonen eine effektive und effiziente Vermarktung ihrer Produkte. Content Marketing wird sowohl von Online-Marktplätzen wie Amazon, Ebay, Facebook etc. als auch von Einzelpersonen genutzt, um ihre jeweiligen Produkte sowie das damit verbundene Leistungsversprechen zu bewerben. Es bietet des Weiteren Vorteile wie u. a. Kosteneffizienz, eine einfache Zielgruppenansprache, die Überwindung räumlicher und zeitlicher Barrieren sowie eine heuristische Komplexitätsreduktion der Kommunikationsmaßnahmen. Content Marketing zeichnet in diesem Fokus die innovative Marketingmaßnahme aus, hier in Konvergenz mit dem User-generated Content Management, das Formen der Kundenintegration, die fachlich u. a. als Co-Creation, Open Innovation- und/oder User Innovation bezeichnet werden, partizipativ unternehmerisch einschließt [88]. Die Entwicklung des digitalen Content Marketingmanagements wird zunehmend für die gegenwärtige Lebens- und Arbeitswirklichkeit relevanter und in diesem Kontext ebenfalls interessanter für digitale Marketingagenturen [...].
Purpose
This paper investigates the interactional relationships between sustainable human resource management (SHRM) and organizational performance (OP). Sustainable HRM is an approach that links HRM and sustainability. These studies focused on integrating HR with sustainable developments, such as economic and social aspects, in favour of focusing on the environmental aspect. Organizational change is an ongoing process that has to be managed effectively to keep the change in place for a long time.
Design/methodology/approach
A framework was offered to estimate the cause-and-effect relation of the SHRM and OP factors. Data is gathered from professionals from various pharmaceutical industries. This study applied two methods, Fuzzy AHP and DEMATEL Type II. These techniques are used to understand the cause-and-effect factors and their interactions.
Findings
It was observed from the findings that the factor of SHRM, such as Social Justice (F2), Green Job Design (F5), Green Training (F6) and Implementation of Green Policy (F8), was the most critical for the pharmaceutical sector that effects Financial performance (F13), Customer Satisfaction (F15) and Market performance (F14). Pharmaceutical firms ought to coordinate public health advocacy efforts, engage in healthcare initiatives and provide financial support for environmentally friendly efforts that improve social and economic conditions.
Practical implications
For this sustainability, managers concentrate on creating an environment that is healthy and acceptable, and they work hard to mitigate the impact of natural factors and repair damage done to the environment; it is essential to move towards sustainable development to resolve environmental problems. Improving HR efficiency is among essential HRM responsibilities, as they expand the knowledge base of the workforce, enhance human capital, and eventually create valuable intangible assets and promote and encourage sustainable pharmaceutical products for some years.
Originality/value
This research paper has presented exclusive worth to the SHRM and organizational performance literature as it employs fuzzy FAHP and DEMATEL type 2. There is less research on SHRM in the pharmaceutical sector with these factors. In addition, FAHP and TYPE 2 DEMATEL are used in very few researches on SHRM approaches.
ZET Örgütler yaşamlarını sürdürebilmek ve rekabetçi üstünlük sağlayabilmek için bilgiyi etkin şekilde yönetme ihtiyacı duymaktadırlar. Çünkü bilgi yönetimi örgütlerin artan bir hızla ve sürekli değişen çevreye uyum sağlama ve rekabet üstünlüğünü ele geçirmelerinde anahtar rol oynamaktadır. Örgütler, bilgiyi elde etme, bilgiyi kullanılabilir bilgiye dönüştürme, bilgiyi uygulama ve bilgiyi koruma süreçleri aracılığıyla rekabet güçlerini ve performanslarını artıracaklardır. Bu çalışmanın da temel amacı örgütlerde bilgi yönetim sürecinin örgütsel performansa etkisini araştırmaktır. Araştırmanın kapsamı Bursa il merkezindeki organize sanayi bölgelerine kayıtlı otomotiv yan sanayinde faaliyet gösteren 252 adet işletmeden oluşmaktadır. Bu işletmelerden geri dönen 107 anket analize tabi tutulmuştur. Analizler sonucunda bilgi yönetimi süreçlerinin finansal ve finansal olmayan performans üzerinde kısmen pozitif etkiye sahip olduğu bulunmuştur. ABSTRACT Organizations need to manage knowledge efficiently in order to survive and to gain competitive advantage, because knowledge management plays a key role in adaptation to the environment that is rapidly changing and gaining competitive advantage. Organizations can improve their competitive power and performans by means of knowledge acquisition, knowledge transformation, knowledge application and knowledge protection processes.
Purpose
With emerging markets representing great growth opportunities and serving as indispensable components in the global supply chain, it is unclear how well modern supply chain management theories developed in advanced markets apply to emerging markets. This study integrates the institution-based view with supply chain management literature to examine how integration capabilities can be leveraged to achieve supply chain agility in emerging markets and how the efficacy of integration capabilities is shaped by internal and external institutional contexts.
Design/methodology/approach
This study examines how firms in emerging markets can leverage their platform integration and knowledge integration capabilities with channel distributors to improve the supply chain agility and how such relationships are shaped by both the internal (proxy by ownership structure) and external (proxy by regional openness) institutional contexts in which firms operate. Survey and archival data collected from 207 firms operating in China, one of the largest emerging markets, were used to test the proposed research model.
Findings
The results reveal that platform integration and knowledge integration are two driving forces for supply chain agility in the emerging markets. Moreover, the results indicate that state-owned firms are able to achieve higher supply chain agility from their investments in knowledge integration with channel distributors than non-state-owned firms. While firms in regions with a high level of openness enjoy higher supply chain agility from knowledge integration, firms in regions with a low level of openness can catch up by investing in platform integration with their channel distributors.
Originality/value
The authors extend the extant study on supply chain integration (SCI) research to examine how operational and strategic integration with channel distributors can help the focal firm achieve supply chain agility in emerging markets. The study results also enrich the existing studies in emerging markets by revealing the importance of the institutional context in which firms operate on B2B channel management.
This article raises a vital question as to how executives who act as transformational leaders can unleash the power of knowledge in companies. The author posits that transformational leadership's direct impact on firms' internal resources can also promote knowledge management processes. In particular, transformational leaders strongly manifest themselves as change agents who have a significant impact on the culture, structure, and strategy of a firm. This article suggests that managers should develop a supportive workplace to promote knowledge management processes. In this way, culture, structure, and strategy constitute the foundation of this supportive workplace. In fact, it can be seen that if firms' culture, structure, and strategy are not completely in favor of supporting knowledge management processes, organizations cannot effectively implement knowledge management projects to promote knowledge management. Accordingly, this article suggests that knowledge management efforts depend on a supportive culture, structure, and strategy in organizations.
Joint decision-making is one of the coordination mechanisms to address the inherent complexity of business-to-business (B2B) processes within a supply chain. Joint decision-making can be helpful to define shared goals and objectives, identify supply chain failures and opportunities, and consolidate supply chain success. Parties may benefit directly from a partnership's potential and synergies by collaboratively making decisions. However, specific business conditions need to be in place to enable joint decision-making. This paper investigates how companies in a dyadic relationship arrive at joint and individual supply chain decision-making structure. We examine the drivers, facilitators, and barriers of making joint as well as individual decisions within the supplier-buyer dyad and frame our arguments borrowing perspectives from resource dependency theory, transaction cost economics, collaboration theory, and social exchange theory. The paper presents a case study of Dutch high-tech companies, analysing experiences of supply chain managers via semi-structured interviews. High-tech firms often collaborate and share supply chain decisions due to the high-value capital equipment as well as a shared dependency on highly specific scarce resources. Our study provides new empirical insight into how firms cope with conflicting drivers, facilitators, and barriers in collaborations, controlling their decision-making structure. From the case study, we identify the combinations of facilitators and drivers that tend to promote the existence of joint decisions. We conclude with providing a list of suggestions for decision-makers and future research.
In this research the value of knowledge Management in the Supply chain management process has been explored. Knowledge enabled Supply chain process actually increases the efficiency of business processes, as well as communication and collaboration among the employees. Rapid changes in the product and process innovation and customer demands are increasing the requirement for usable knowledge. Learning is very essential for the organizations but not sufficient requirement for improving its performance. Performance can be improved by sharing updated knowledge among the supply chain process and functioning through knowledge management tools. Improved performance also resulted from feeding data into software applications to derive algorithms for better decision making. This research is descriptive. The constructs and the variables were derived from past research and literature review. The question we sought to answer with this study was how to create the best connection between the business environment knowledge base and the SC management processes in order to reach optimal organizational performance. A relationship model has been developed using the PLS SEM tool to clarify that how by enabling knowledge management in the supply chain process facilitates the ability of online businesses to maintain competitiveness and productivity in an ever-changing business environment. A theoretical model was developed within a framework of supply chain learning and the variables were empirically tested by structural equation modelling using a sample of online sales organizations in India the results verified that organizations can enhance performance when they implement a systematic process for acquiring and applying knowledge in the SCM process. It is furthermore suggested that customer involvement should be actively sought through a variety of online promotions and services, and their interaction and feedback should be frequently evaluated.
Purpose
This study focuses on how a small and medium-sized enterprise's (SME's) main strategic orientation can affect SMEs' approach to innovation. The authors aim to answer the following simple yet important questions: how do SMEs with market orientation (MO) and those with entrepreneurial orientation (EO) differ in terms of innovation performance? Do MO and EO have conflicting effects on the process of innovation at SMEs? If so, how does this conflict affect the innovation performance of SMEs?
Design/methodology/approach
This study explores the effects of MO and EO on different types of technological innovation among SMEs using data collected from 124 INNOBIZ-certified manufacturing SMEs in South Korea. Logistic regression analysis and moderated regression analysis were conducted to test the hypotheses.
Findings
The empirical results demonstrate that MO and EO engender different kinds of technological innovations. MO stimulates “new-to-the-firm” product innovation, while EO drives “new-to-the-industry” innovation in processes and products. Furthermore, SMEs' overall innovation performance will suffer from the conflicting interplay between MO and EO.
Originality/value
The findings of this study encourage SMEs to concentrate SMEs' resources and learning efforts on one specific innovation orientation and only then to develop SMEs' ambidextrous managerial capabilities. This study offers academic contributions in that the study overcomes the limitations of past studies on the strategic orientation of SMEs by empirically confirming the dilemmas faced by SMEs and expands the theoretical understanding of the relationship between MO and EO.
Purpose
To address how organizations should be malleable, the purpose herein is to draw on complementarity theory to examine the interaction effect of customer integration (i.e. coordination) and shared relationship governance (i.e. cooperation) on supply chain adaptability and firm's performance.
Design/methodology/approach
A survey research design is adopted to collect primary data from 177 automotive components suppliers. After assessing the measures' psychometric properties, the hypothesized relationships are evaluated using hierarchical regression analysis supplemented by structural equation modeling and complementarity test.
Findings
In the context of industrial markets, and specifically the automotive component industry, a complementary interaction effect is found between coordination and cooperation. The complementary impact was significant in affecting the supply chain adaptability and the firm's performance. Our results refine the existing supply chain integration by highlighting the complementary effect of coordination and cooperation.
Practical implications
Understanding the true interaction effect between cooperation and coordination to develop supply chain integration avoids decision-makers' misperception over or underinvesting in activities. This research also provides key insights on the complementary effect of coordination and cooperation to establish structural flexibility in the supply chain and the ability to respond to the disruptions, such as the COVID-19 pandemic.
Originality/value
Understanding the true interaction effect between cooperation and coordination to develop supply chain integration avoids decision-makers' misperception over or underinvesting in activities. The implications for theory and practice are also presented.
Governance strategies, such as integration or control, structure and regulate the conduct of parties in exchange relationships; as such, they serve to constrain the latitude of the decision making of channel partners. Similarly, collaborative communication can be used to create an atmosphere of mutual support, thereby creating volitional compliance between partners. The authors develop a model that addresses the interrelationships of governance and communication and examine the effects of collaborative communication on channel outcomes (the dealer's perceptions of commitment to, satisfaction with, and coordination of activities with a focal manufacturer) across various levels of integration and control. Based on survey data collected from a national sample of computer dealers, the findings indicate that when levels of integration or manufacturer control are high, the effect of collaborative communication on outcomes is weaker than when integration or control is low.
Though the marketing literature acknowledges that communication plays a vital role in channel functioning, it provides no integrated theory for channel communication. The authors build a theoretical model to help understand the role of communication in marketing channels. They propose a contingency theory in which communication strategy moderates the impact of channel conditions (structure, climate, and power) on channel outcomes (coordination, satisfaction, commitment, and performance). When a communication strategy matches the channel conditions, channel outcomes will be enhanced in comparison with the outcomes when a communication strategy mismatches channel conditions.
Cross-sectional studies of attitude-behavior relationships are vulnerable to the inflation of correlations by common method variance (CMV). Here, a model is presented that allows partial correlation analysis to adjust the observed correlations for CMV contamination and determine if conclusions about the statistical and practical significance of a predictor have been influenced by the presence of CMV. This method also suggests procedures for designing questionnaires to increase the precision of this adjustment.
"Nowhere does history indulge in repetitions so often or so uniformly as in Wall Street," observed legendary speculator Jesse Livermore. History tells us that periods of major technological innovation are typically accompanied by speculative bubbles as economic agents overreact to genuine advancements in productivity. Excessive run-ups in asset prices can have important consequences for the economy as firms and investors respond to the price signals, resulting in capital misallocation. On the one hand, speculation can magnify the volatility of economic and financial variables, thus harming the welfare of those who are averse to uncertainty and fluctuations. But on the other hand, speculation can increase investment in risky ventures, thus yielding benefits to a society that suffers from an underinvestment problem.
How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.
Extant marketing literature tends to view cross-functional relationships as primarily cooperative or competitive in nature, but not both. In contrast, this research focuses on cross-functional “coopetition” (i.e., the joint occurrence of cooperation and competition across functional areas within a firm). Using responses from midlevel managers and top executives, the authors find that cross-functional coopetition enhances a firm's customer and financial performance. The authors further show that this influence is mediated by market learning, indicating that performance returns to cross-functional coopetition occurs through an underlying learning mechanism.
How do companies in the fast‐growing industries achieve good customer satisfaction together with efficiency in supply chain management (SCM)? This inductive case study of six customer cases of Nokia Networks, one of the leading providers of mobile telecommunication technology, led to propositions exploring that question. Good relationship between the customer and the supplier contributes to reliable information flows, and reliable demand information flows in turn contribute to high efficiency—these are well‐researched issues also in other industry environments. But in a fast‐growing systems business such as mobile telecommunications industry, the supplier needs to be able to adapt its offering to a wide variety of customer situations and needs. Understanding the customer’s situation and need together with the right offering contributes to good co‐operation in improving the joint demand chain, which further leads to superior demand chain efficiency and high customer satisfaction.
Research in the areas of both manufacturing and marketing/sales have advocated the integration of several important interrelated decisions between the two functions (i.e. product development, process development, marketing/sales planning, and manufacturing planning decisions). The process of managing the strategic alignment between a firm’s business strategy, external environment, and the integration of manufacturing and marketing/sales decisions is very complex phenomenon that requires a level of analysis that has not occurred previously. This study examined the moderating effects of business strategy and demand uncertainty on the relationship between the integration of manufacturing and marketing/sales‐based decisions and organizational performance. The study found general support for the proposed model, suggesting that the impact of the integration of manufacturing and marketing/sales decision on organizational performance is moderated by a firm’s business strategy and demand uncertainty.
Design knowledge intensity and throughput variance are both aspects of knowledge, the former relating to organizational management knowledge and the latter characteristic of operational process knowledge. We model and test their relationships to each other and to financial performance. We also examine two context variables as antecedent to knowledge: they are demand unpredictability (a dimension of environmental uncertainty) and mass output orientation (a measure of production technology type). The results show that knowledge completely mediates the effects of context on financial performance; i.e. the context variables impact knowledge and knowledge impacts financial performance, but the context variables have no direct effect on financial performance. Thus, knowledge appears to shield the firm from demand unpredictability, while mass output orientation type affects financial performance only through its impact on knowledge.
The emergence of the extended manufacturing enterprise, a globally dispersed collection of strategically aligned organizations, has brought new attention to how organizations coordinate the flow of information and materials across their supply chains. This paper explores and develops the concept of enterprise logistics [Greis, N.P., Kasarda, J.D., 1997. Enterprise logistics in the information age. California Management Review 39 (3), 55–78] as a tool for integrating the logistics activities both within and between the strategically aligned organizations of the extended enterprise. Specifically, this paper examines the fit between an organization's enterprise logistics integration capabilities and its supply chain structure. Using a configurations approach, we test whether globally dispersed network organizations that adopt enterprise logistics practices are able to achieve higher levels of organizational performance. Results indicate that enterprise logistics is a necessary tool for the coordination of supply chain operations that are geographically dispersed around the world. However, for a pure network structure, a high level of enterprise logistics integration alone does not guarantee improved organizational performance. The paper ends with a discussion of managerial implications and directions for future research.
This paper investigated the relationship between Internet‐enabled supply chain integration strategies and performance in manufacturing and services. It summarizes the literature on demand and supply integration and describes four web‐based strategies. A stratified random sample was collected from UK manufacturers and services, and there was strong evidence that demand chain management (DCM) led to the highest performance in manufacturing, but few signs of DCM in services. Manufacturers and services relying on only web‐based demand or supply integration outperformed their low integration counterparts, but lagged DCM in manufacturing. The study also investigated DCM adoption drivers and found that rational efficiency and bandwagon effects drove change. The findings have some important implications for theory as well as for manufacturing and service companies interested in improving their performance.
Though there is a wide acceptance of the strategic importance of integrating operations with suppliers and customers in supply chains, many questions remain unanswered about how best to characterize supply chain strategies. Is it more important to link with suppliers, customers, or both? Similarly, we know little about the connections between supplier and customer integration and improved operations performance. This paper investigated supplier and customer integration strategies in a global sample of 322 manufacturers. Scales were developed for measuring supply chain integration and five different strategies were identified in the sample. Each of these strategies is characterized by a different “arc of integration”, representing the direction (towards suppliers and/or customers) and degree of integration activity. There was consistent evidence that the widest degree of arc of integration with both suppliers and customers had the strongest association with performance improvement. The implications for our findings on future research and practice in the new millennium are considered.
With the growing acceptance of the Web (Internet) and electronic mail, it is no surprise that researchers are using an increasingly diverse set of survey technologies to gather data from managers. However, the effectiveness of these electronic technologies has not been rigorously assessed, especially for gathering data from establishment‐level surveys (i.e. firm‐ or plant‐level). To that end, a stratified sample of large and small, service and manufacturing firms was constructed, followed by random assignment to one of four survey technologies: mail, fax, PC disk‐by‐mail and Web‐page survey (combined with e‐mail notification). For each treatment, managers are queried about their use of forecasting characteristics, yielding a sample of 118 firms. Unfortunately, only a low percentage (34%) of firms and managers assigned to the Web technology treatment both reported access to e‐mail and were willing provide their e‐mail addresses; they tended to be large firms and from the service sector. Moreover, those that did offer e‐mail addresses were only about half as likely to respond to the Web‐based survey as those targeted by other survey technologies. However, Web, fax and disk‐by‐mail technologies yielded higher item completion rates than mail. Limited statistical evidence indicated that respondents using computer‐based survey technologies (i.e. Web or disk‐by‐mail) generally reported forecasting characteristics that are associated with firms exhibiting best practices. Thus, a multi‐technology survey approach using the Web and fax can yield a strong combination of benefits over a traditional mail survey.
Organizational research suggests that the way information is used is likely to be a function of the presence of organizational systems or processes, in addition to individual manager activities. The author suggests that firms vary their emphasis on certain organizational market information processes, such as information acquisition, information transmission, conceptual use of information, and instrumental use of information. The author argues that the emphasis is determined, in part, by the congruence, or fit, among an organization's cultural norms and values and theorizes that the presence of these organizational information processes affects new product outcomes. Survey results indicate that clans dominate the other cultures in predicting organizational market information processes, suggesting that information processes are fundamentally “people processes” that involve commitment and trust among organizational members. The results have important implications for balancing internal and external orientations within firms. The results also indicate that the information utilization processes, especially those that are conceptual in nature, are strong predictors of new product performance, timeliness, and creativity, indicating that competitive advantage is tied to information utilization activities in firms.
In recent years, academic and practitioner interest has focused on market orientation and factors that engender this orientation in organizations. However, much less attention has been devoted to developing a valid measure of market orientation. Here we define market orientation as the organizationwide generation of market intelligence pertaining to current and future needs of customers, dissemination of intelligence horizontally and vertically within the organization, and organization-wide action or responsiveness to market intelligence. The authors describe a procedure to develop a measure of the construct. Key features of the research methodology include several rounds of pretesting, a single-informant assessment, and a multi-informant (both marketing and nonmarketing executives) replication and extension. The multi-informant results indicate that the proposed 20-item market orientation scale (MARKOR) may be best represented by a factor structure that consists of one general market orientation factor, one factor for intelligence generation, one factor for dissemination and responsiveness, one marketing informant factor, and one nonmarketing informant factor. Taking into account the informant factors, the subsequent validation tests are moderately supportive of the market orientation construct. The authors discuss methodological, substantive, and application directions for future research in light of these findings.
Although much study has examined how and why consumers use information in making product choices, little work has been done on the use of market research information in product/service policy decisions. The authors report on the producer side of the market research dyad (market researchers’ perceptions of the use of research) to complement an earlier JMR article on the manager side of the dyad. Findings indicate that although both managers and researchers are very satisfied with the end product, they differ widely on the factors they believe to be most important in making research useful.
The authors develop a framework for examining how and why marketing personnel interact with personnel in other functional areas in planning, implementing, and evaluating marketing activities. Building on theoretical developments from social systems theory and resource dependence models, they provide a general framework that can be used to understand such interaction across different functional areas and different types of marketing positions. A partial test of this framework based on the responses of 151 managers in three different divisions of a Fortune 500 firm shows preliminary support for the propositions developed.
The authors extend previous research by examining antecedents and consequences of the market intelligence dissemination process across functional boundaries. Their study, involving 788 nonmarketing managers in high-tech equipment manufacturing companies, suggests that both dissemination frequency and formality have nonlinear effects on perceived intelligence quality. In addition, they find evidence of a mere formality effect; that is, intelligence received through formal channels appears to be used more than that obtained through informal channels. The authors also find that the frequency with which market intelligence is disseminated is related to interfunctional distance, joint customer visits, senders’ positional power, a receiver's organizational commitment, and trust in a sender. Additionally they find the formality of the dissemination process is shaped by interfunctional distance, receivers’ trust in senders, and structural flux. Interestingly, the effects of internal environmental volatility (i.e., structural flux) appear to be different from those of external environmental volatility (i.e., market dynamism). For example, structural flux is found to affect dissemination formality, but not frequency, whereas the opposite is true for market dynamism.
This research addresses three questions: (1) Why are some organizations more market-oriented than others? (2) What effect does a market orientation have on employees and business performance? (3) Does the linkage between a market orientation and business performance depend on the environmental context? The findings from two national samples suggest that a market orientation is related to top management emphasis on the orientation, risk aversion of top managers, interdepartmental conflict and connectedness, centralization, and reward system orientation. Furthermore, the findings suggest that a market orientation is related to overall (judgmental) business performance (but not market share), employees’ organizational commitment, and esprit de corps. Finally, the linkage between a market orientation and performance appears to be robust across environmental contexts that are characterized by varying degrees of market turbulence, competitive intensity, and technological turbulence.
Recent studies have shown evidence of a positive relationship between market orientation and performance. However, some scholars have suggested that competitive environment could moderate this relationship. The authors investigate how competitive environment affects the strength of the market orientation-performance relationship and whether it affects the focus of the external emphasis within a market orientation—that is, a greater emphasis on customer analysis relative to competitor analysis, or vice versa, within a given magnitude of market orientation. Their results provide very limited support for a moderator role for competitive environment on the market orientation-performance relationship. The benefits of a market orientation are long term though environmental conditions are often transient, and thus being market oriented is cost-effective in spite of any possible short-term moderating effects of the environment.
Our understanding of how organizations process market information can be advanced substantially on the basis of principles derived from models of organizational learning. Accordingly, the author examines the extant literature on organizational learning, proposes a hierarchy of market sense making, and provides research propositions that will enhance marketers’ understanding of information processing and knowledge creation in organizations.
The literature reflects remarkably little effort to develop a framework for understanding the implementation of the marketing concept. The authors synthesize extant knowledge on the subject and provide a foundation for future research by clarifying the construct's domain, developing research propositions, and constructing an integrating framework that includes antecedents and consequences of a market orientation. They draw on the occasional writings on the subject over the last 35 years in the marketing literature, work in related disciplines, and 62 field interviews with managers in diverse functions and organizations. Managerial implications of this research are discussed.
Effective organizations are configurations of management practices that facilitate the development of the knowledge that becomes the basis for competitive advantage. A market orientation, complemented by an entrepreneurial drive, provides the cultural foundation for organizational learning. However, as important as market orientation and entrepreneurship are, they must be complemented by an appropriate climate to produce a “learning organization.” The authors describe the processes through which organizations develop and use new knowledge to improve performance. They propose a set of organizational elements that comprise the learning organization and conclude with recommendations for research to contribute to the understanding of learning organizations.
Considerable progress has been made in identifying market-driven businesses, understanding what they do, and measuring the bottom-line consequences of their orientation to their markets. The next challenge is to understand how this organizational orientation can be achieved and sustained. The emerging capabilities approach to strategic management, when coupled with total quality management, offers a rich array of ways to design change programs that will enhance a market orientation. The most distinctive features of market-driven organizations are their mastery of the market sensing and customer linking capabilities. A comprehensive change program aimed at enhancing these capabilities includes: (1) the diagnosis of current capabilities, (2) anticipation of future needs for capabilities, (3) bottom-up redesign of underlying processes, (4) top-down direction and commitment, (5) creative use of information technology, and (6) continuous monitoring of progress.
Several issues relating to goodness of fit in structural equations are examined. The convergence and differentiation criteria, as applied by Bagozzi, are shown not to stand up under mathematical or statistical analysis. The authors argue that the choice of interpretative statistic must be based on the research objective. They demonstrate that when this is done the Fornell-Larcker testing system is internally consistent and that it conforms to the rules of correspondence for relating data to abstract variables.
The process of knowledge utilization within firms has come to be viewed as an increasingly important area for research in light of its implications for organizational effectiveness. However, our current understanding of this phenomenon is limited because the process of knowledge use in organizations is complex and difficult to conceptualize and measure. Building on prior research in public policy, sociology, marketing, and other administrative disciplines, the authors first explicate the nature of knowledge utilization and propose a framework for circumscribing the concept of knowledge utilization. Next, using an emerging theoretical perspective on knowledge utilization, the “organizational” view, the authors present a conceptual model and research propositions that provide insights into informational and organizational factors that affect marketing knowledge utilization in firms.
Relationship marketing—establishing, developing, and maintaining successful relational exchanges—constitutes a major shift in marketing theory and practice. After conceptualizing relationship marketing and discussing its ten forms, the authors (1) theorize that successful relationship marketing requires relationship commitment and trust, (2) model relationship commitment and trust as key mediating variables, (3) test this key mediating variable model using data from automobile tire retailers, and (4) compare their model with a rival that does not allow relationship commitment and trust to function as mediating variables. Given the favorable test results for the key mediating variable model, suggestions for further explicating and testing it are offered.
Using research in social psychology, the authors illustrate how two key routes to improve communication between marketing and engineering are dependent on the strength of managers’ psychological connection to their functional area compared to the firm as a whole (i.e., relative functional identification). In particular, they argue that relative functional identification moderates the relationship between strategies traditionally used to affect interfunctional relationships (information-sharing norms and integrated goals) and the frequency, bidirectionality, and coerciveness of interfunctional communication behaviors. In turn, these communication behaviors are linked to information use and perceived relationship effectiveness. The authors empirically test predictions of the framework in two studies. Study 1 results suggest that (1) the efficacy of the traditional strategies depends on marketing managers’ relative functional identification and (2) the traditional strategies can have negative and unintended effects on communication behaviors. In Study 2, the authors replicate and extend Study 1 by illustrating that bidirectional communication is as important as frequency in increasing both information use by engineering personnel and the perceived effectiveness of interfunctional relationships. The authors conclude with implications for theory building and managerial practice.
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
A critical element in the evolution of a fundamental body of knowledge in marketing, as well as for improved marketing practice, is the development of better measures of the variables with which marketers work. In this article an approach is outlined by which this goal can be achieved and portions of the approach are illustrated in terms of a job satisfaction measure.
Market-driven firms stand out in their ability to continuously anticipate market opportunities and respond before their competitors. The market learning processes in these firms are distinguished by: open-minded inquiry based on the belief that all decisions are made from the market back; widespread information distribution that assures that relevant facts are available when needed; mutually informed mental models that guide interpretation and ensure that everyone pays attention to the essence and potential of the information; and an accessible memory of what has been learned. However, mastery of all the steps in the learning process is rare. Most firms suffer disabilities at one or more stages. Overcoming these learning disabilities and enhancing market learning competency is an important management challenge. © 1994, The Regents of the University of California. All rights reserved.
A comparative model of organizations as interpretation systems is proposed. The model describes four interpretation modes: enacting, discovering, undirected viewing, and conditioned viewing. Each mode is determined by (1) management's beliefs about the environment and (2) organizational intrusiveness. Interpretation modes are hypothesized to be associated with organizational differences in environmental scanning, equivocality reduction, strategy, and decision making.
A learning organization is an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. This paper discusses the essentials of building a learning organization. It also suggests that beyond high philosophy and grand themes, building a learning organization requires the gritty details of practice.
A framework for aligning organizational and technical resources and capabilities to leverage explicit knowledge and expertise.
