Porter’s five forces model is an authoritative management tool used in analyzing the profitability and attractiveness of industries through an outside-in viewpoint. In the past decade, dramatic and rapid changes have prompted some criticism of the model. The comparison between new and old economy analysis makes the fundamentals of the model seem weak. Moreover, the past decade has shown that strategy and entrepreneurship in China are not completely dependent on the model. This study first aims to verify the sustainability of the five forces model and analyze its integration into China’s entrepreneurial economy. By conducting in-depth interviews among the upper echelons from various industries, it was found that along with the competitive factors emphasized by the model, Chinese entrepreneurs attend to cooperative factors such as Guanxi, the Chinese term for relationship, and the possibilities of technology integration with the five forces. They also tend to enlarge the strategic view to consider factors such as how the market evaluates the forces. To verify these findings, the authors carried out a large-scale survey with a modified questionnaire analyzing the data collected using exploratory factor analysis with SPSS 22. The outcome shows that Porter’s model is still valid to some extent. Companies are still working in a network of buyers, suppliers, substitutes, new entrants, and competitors. However, reinventions are necessary to include the new factors of Guanxi, technology (e-commerce and logistics), and marketing and branding, which have changed the structure of the industry. These factors arise from the cooperative nature of Chinese culture and may have equal or even larger significance compared with their competitive counterparts in today’s business world.
The Effect of Motivation on Employee Performance: A Case of Barclays Bank Ghana Limited 1. Introduction Employees form the basis for growth for every organisation; thus, the outworking of expected organisational growth depends on the competencies and skills of employees and dedication to their job roles (Jon, 2010). However, the level of dedication of employees to work is based on the motivation they receive from the employer (Jon, 2010; Heathfield, 2012). In today's rapidly changing workplace, organisations need motivated employees to increase productivity and survive modern competition. Thus, managers must understand exactly what motivates employees to effectively perform their roles within the organisation. Motivating employees is considered to be arguably the most complex of all the functions a manager performs. This is largely due to the fact that the key drivers of employee motivation changes constantly and managers must understand how to vary existing policies to match each new change (Bowen & Radhakrishna, 1991). Motivation has been defined as the psychological feature that encourages/fuels an entity to perform a particular action toward a desired goal (Wigfield et al., 1995). It is the psychological process that gives purpose and direction one's behaviour (Kreitner, 1995); and tendency to behave in a particular manner to achieve specific needs (Buford, Bedeian & Lindner, 1995). Employee motivation can therefore be considered as the inner force that drives individuals to accomplish personal and organisational goals. As noted by (Heathfield, 2012), motivation is an employee's inherent interest and drive to accomplish work-related activities. The seminal work of Frederick Herzberg proposed the notable two-factor theory of motivation, which focuses on the job and environment where work is done (Tyner, 2007). In his theory, Herzberg classified the determinants of employee motivation into two groups, namely, hygiene factors and motivational factors. Hygiene factors are related to employee safety and comfort, including adequate wages, comfortable and safe working conditions, fair company policies, and job security. Herzberg asserted that hygiene factors help to keep employees satisfied with their work and their absence may be a potential source of dissatisfaction and high turnover. Motivational factors on the other hand are related to the content of the work itself, and include achievement, recognition, involvement, responsibility, and advancement factors that keep employees motivated to excel (Herzberg, Mausner, & Snyderman, 1959). Both hygiene and motivational factors are required in the organisation to keep employees satisfied with their work and motivate them to excel. There have been some criticisms against the Herzberg theory of motivation. For instance, Hellriegel et al. (1995) critiqued Herzberg's method for determining employee motivation based on the two factors and argued that some leading
This Purpose: Achieving Environmental Sustainability by increasing access to affordable, bio-degradable, and healthy sanitary napkins, the paper aims to shed light on the use of the Jute Plant in place of the chlorine-bleached wood pulp or cotton and packaging. Design/Methodology/Approach: The research is developed based on results drawn from a survey on women (both workers and student) and secondary data collected from researches, papers written on female hygiene, Sustainable development goals, and Research Institute on Jute Plant. Findings: The jute plant can be used to replace the non-biodegradable materials used in making sanitary napkins and that many women are ready to change their napkins for many cost-effective and biodegradable ones. Value: Creating a platform for women to have access to affordable sanitary napkins and conserve the environment. Contributing to sustainable development by positioning the environment in its original state after use.
Inter-organizational power relations have long been considered to be balanced in innovation networks, which are viewed as loosely coupled systems. Some recent studies, however, show that innovation networks are asymmetric and hierarchical, and the power of network actors has become a significant but rarely addressed issue. As knowledge is the most important resource in the network, this paper introduces the concept of knowledge power by combining related research perspectives and conducting some fundamental research on it as follows: (1) knowledge power’s origins are analyzed by proposing the term “activated knowledge” and studying the path through which it is formed over multiple levels of the network; (2) a multilevel framework of characteristics of activated knowledge, which is considered the major determinant of knowledge power, is established, and suggestions are offered for how they impact knowledge power; and (3) a multilevel measurement model for knowledge power is built, and the above propositions are tested by mathematical inference. The purpose of this paper is not only to study knowledge power’s formation, determinants, and measurement but also to offer a comprehensive view, combining multiple network levels and multiple research perspectives, that should be useful to researchers conducting future studies in this field.
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