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EFFECT OF UNPREDICTABLE CHALLENGES IN MARKET CULTURE AND ENVIRONMENTAL COMPLEXITY
Abstract
Nowadays, management is challenging with various unpredicting economic, political, and technological changes. Management controlling facing unpredictable changes, which require major adaptability. Recently, there have been major changes in the world that have an impact on the overall market culture. This study aimed to investigate market culture orientation in the context of the diversity of product requirements and the diversity of competitor strategies. Cross-sectional research was performed, using an online self-administered questionnaire. This study included 68 adult working-age participants (63.2 % males). The web-based survey included market culture and environmental complexity scope. The main findings of this study showed that there are significant relations between various market culture orientations and environmental complexity. Diversity of product requirements is related to almost all market culture orientations, except manager leadership orientation. The greater the diversity of product requirements, the greater is orientation to competitiveness, goal accomplishment and achievement, leadership, and result-oriented market culture. However, diversity of competitor strategies is related only to market leadership orientation and result-oriented market culture. These findings give insight into the importance of market culture regarding the levels of environmental complexity, which could be crucial in planning effective models of a company’s market orientation.
... In challenging environments, bold actions are crucial for achieving a firm's goals. Market culture attitudes (Matej, 2022) and effective strategy implementation (Richard, 2022) are pivotal in responding to unforeseen developments. Companies facing high competition often adopt polyvalent strategies (Say, 2019), while top management team aggressiveness actions impact performance (Pancaningrum et al., 2019). ...
This study focused on the connection between entrepreneurial dimensions and corporate reputation among corporations. Using the Sloven equation, the intended sample size was 148 out of the 240 workers who participated in the research as responders. The method used to choose the respondents was universal sampling. The data obtained using two adjusted questionnaires were analyzed using the mean and Pearson r. The results showed that workers usually exhibit the entrepreneurial dimension in terms of competitive aggression. However, a company's reputation for emotional appeal is always present. The findings showed that among employees of a firm, there was a substantial correlation between the entrepreneurial component and corporate reputation. The findings proposed that corporations should create programs supporting employees' bold activities with clear risk evaluations and training. Besides, representatives must remain informed about industry trends, competitor activity, and the company's objectives. Moreover, employees must build on trust, shared purpose, and respect, which can create more meaningful and sustainable connections among employees. In addition, corporations must emphasize surveys to recognize the value of exceptional personnel, attract them, provide them with benefits, and offer them competitive compensation. Future researchers will explore the impacts of entrepreneurial dimensions (e.g., innovativeness, risk-taking, pro-activeness, and competitive aggressiveness) on corporate reputation among corporations. Understanding which dimensions have the most prominent impact can assist employees in working efficiently.
COVID‐19 and the large scale social and economic shock which it bought has already profoundly transformed organisational cultures. Well known symbols of organisational life such as open plan workplaces filled with people wearing suits have been replaced by Perspex screens and personal protective equipment. Rituals such as water cooler chat have been replaced with zoom calls. The underlying values and assumptions of many organisations seem to have shifted from exploration and creativity towards safety and resilience. This profound change represents a major challenge for managers. They are asking themselves how they can build a company culture when everyone is working from home (Howard‐Greenville, 2020). But it also represents a significant opportunity for researchers to investigate how such a large scale transition in society unsettles organisational culture and how those cultures might adapt.
The relationships among organisational culture, business environment, business strategy and functional strategies are rarely investigated in a holistic perspective. This leads to reductionism in modelling and prevents the full exploration of the potentially complex relationships among cultural orientation, business strategy and functional strategies and their impact on organisational performance. This paper, based on a sample drawn from food manufacturing businesses in Zimbabwe, recognises the pervasive impact of organisational culture on organisational strategy and functional strategies. As a result, it acknowledges the multi-level impact of cultural orientation – allowing for the building of a conceptual model, linking cultural orientation, business environment, organisational strategy, functional strategies and performance – which is subsequently empirically tested.
The implementation of strategy, directly or indirectly, relates to all facets of management. Therefore, it is essential to follow a holistic approach when analyzing and evaluating complex issues of implementation. However, research in this area is still limited, and offers few practical propositions. Given this situation, this article proposes an implementation framework by identifying key elements/factors of implementation and categorizing them into different groups depending on their role and importance. The role and importance of each implementation factor, as well as its relationship with other factors, are explained. It is believed that the framework developed in this article can assist executives and researchers to better understand and evaluate complex factors of implementation and deal with challenges from a holistic perspective. Suggestions for practice and future research are also given.
Because immunological defence against pathogens is costly and merely reactive, human anti-pathogen defence is also characterized by proactive behavioural mechanisms that inhibit contact with pathogens in the first place. This behavioural immune system comprises psychological processes that infer infection risk from perceptual cues, and that respond to these perceptual cues through the activation of aversive emotions, cognitions and behavioural impulses. These processes are engaged flexibly, producing context-contingent variation in the nature and magnitude of aversive responses. These processes have important implications for human social cognition and social behaviour-including implications for social gregariousness, person perception, intergroup prejudice, mate preferences, sexual behaviour and conformity. Empirical evidence bearing on these many implications is reviewed and discussed. This review also identifies important directions for future research on the human behavioural immune system--including the need for enquiry into underlying mechanisms, additional behavioural consequences and implications for human health and well-being.
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.
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.
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.
Marketing academicians and practitioners have been observing for more than three decades that business performance is affected by market orientation, yet to date there has been no valid measure of a market orientation and hence no systematic analysis of its effect on a business's performance. The authors report the development of a valid measure of market orientation and analyze its effect on a business's profitability. Using a sample of 140 business units consisting of commodity products businesses and noncommodity businesses, they find a substantial positive effect of a market orientation on the profitability of both types of businesses.
Purpose
– The purpose of this paper is to examine the intermingling of new product development and strategy making which are interpreted as co-evolutionary processes where self-organisation and emergence are significant phenomena.
Design/methodology/approach
– The paper is based on an empirical study of 50 major Austrian innovations in various manufacturing industries developed by small and large firms in the 1980s and 1990s. The theoretical arguments for studying the innovation and strategy process are based on the findings of the complexity science.
Findings
– The paper shows that emerging opportunities, self-organisation and strategic intentions are equally important for the development of new major product innovations as deliberate search processes and rational decision making. The author identifies three strategy paths concerning the innovation and strategy process which are described as “strategically managed innovations”, “strategically enabled self-organized innovations” and “purely self-organised innovations”.
Originality/value
– While empirical studies investigating the emergent nature of strategy and innovation have so far mostly been analysed for very specific industries and firm types, this paper aims to deliver a broader empirical base for the question as to how strategy enables and guides the emergence of product innovations and how the development of new products contributes to the formation of innovation strategies.
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.
The 1971-1977 early formulation of Exploratory Data Analysis, in terms of (a) results of some of its techniques and considerations which underlay, at various depths, the choices realized in the books. The 1991-1995 development of Exploratory Analysis of Variance, described in its simplest (two- way table) form and barely sketched in general. Discussion of the changes in apparent philosophy caused by the need to communicate more complicated things, notches, hints, the likely impact on a revised edition of Exploratory Data Analysis 1977. Dreams and targets for what might happen in 1996-2005, with emphasis on Exploratory Regression and the combined use of multiple description.
This paper reports on an integrative, cross-nationalstudy which synthesizes and retests work of three separate groupsof researchers who in the late 1980s developed measurementsof a firm's Market Orientation. The projects resulted in threedifferent but syntactically similar Market Orientation scaleswhich, along with other measures, were used to support substantiveconclusions, particularly those involving firm Performance. Basedon a new study of 82 managers in 27 European and U.S. companies,we show that all three scales are reliable and valid. The scalesalso seem to generalize well internationally, both in terms ofreliability and prediction of Performance. We also show thatthe scales are similar to one another in terms of various validitymeasures and in terms of correlations with Performance measures.Finally, we synthesize a 10-item scale based on a more parsimoniousdefinition of Market Orientation as: the set of cross-functionalprocesses and activities directed at creating and satisfyingcustomers through continuous needs-assessment.
Contingency-based research has a long tradition in the study of management control systems (MCS). Researchers have attempted to explain the effectiveness of MCS by examining designs that best suit the nature of the environment, technology, size, structure, strategy and national culture. In recent years, contingency-based research has maintained its popularity with studies including these variables but redefining them in contemporary terms. This paper provides a critical review of findings from contingency-based studies over the past 20 years, deriving a series of propositions relating MCS to organizational context. The paper examines issues related to the purpose of MCS, the elements of MCS, the meaning and measurement of contextual variables, and issues concerning theory development. A final section considers the possibility that contingency-based ideas could encompass insights from a variety of theories to help understand MCS within its organizational context.
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