Contingent Effects of Decision-making and Customer Centricity on Public-Sector Innovation Success

Hashim, Nik Mohd Hazrul Nik; Ann, Yap Hock; Ansary, Amin; Xavier, John Antony

doi:10.1080/10495142.2020.1761000

Cited by 8 publications

(6 citation statements)

References 106 publications

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“…Also, many industries and businesses which are forced to shut down will give a greater power to companies who have managed to weather the storm and greater pricing power may be achieved as businesses start to unlock because of the lower competition (Chen, Zhao, Yan, & Li, 2020). Another aspect of the volatile market is the propensity of success for companies that are willing to focus on customer value with emphasis on innovation (Nik Hashim, Hock Ann, Ansary, & Xavier, 2020). Companies discover new trends about spread of the pandemic, efforts to control it, and how other countries are fighting it.…”

Section: Factors Influencing Pricing Strategiesmentioning

confidence: 99%

Pricing Strategies for Companies During the COVID-19 Pandemic

Chopra

Verma

Mandal

2021

International Journal of Business Strategy and Automation

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Companies adopt pricing strategies to maximize their profits. However, in light of an ongoing pandemic, these strategies have been put under the scanner across industries. Companies need to modify their pricing strategies to adapt to these unprecedented times. The study focuses on these pricing strategies, their necessity during the pandemic, and how they can be effectively implemented without any long-term implications for various companies and businesses. The study focuses on various aspects of pricing and the suitability of pricing strategies during the pandemic. The study suggests pricing strategies which companies may follow. Pricing strategies of several industries which are in crisis are also discussed. The study will help companies to understand the economic situation and formulate pricing strategies accordingly. Such pricing strategies will allow companies to satisfy their customers, sustain in the competition, and achieve business excellence.

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Section: Factors Influencing Pricing Strategiesmentioning

confidence: 99%

Pricing Strategies for Companies During the COVID-19 Pandemic

Chopra

Verma

Mandal

2021

International Journal of Business Strategy and Automation

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“…With public‐sector organizations facing unprecedented cuts as the economy shrinks, costs increase, in combination with growing demands for better services (Nik Hashim et al, 2020). Given public sector organizations essentially aim to meet the need of publics rather than gain profits, strategic approaches in the public sector typically emphasize augmenting internal performance and efficiency (Elbanna et al, 2016).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…However, Splitter et al (2021) and Leung (2013) suggest that the way resources are distributed and managed within organizations can have a significant impact on their overall performance, and, point out that individual employee actions at various levels within the organization can have a significant effect. Therefore, it is important for those developing strategies for public sector organizations to consider both the internal resources available and the internal employees involved in order to ensure success (Nik Hashim et al, 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…The health care sector is in the midst of transformational change (i.e., more patients, technology, information, patient‐centered care, and new delivery models) and faces many challenges in keeping up with the dynamic nature of the sector (Nik Hashim et al, 2020). In rising to the challenge of managing increasing costs, service providers are looking to implement efficiencies for savings and quality benefits (Fleiszer et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

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Maximizing value in healthcare partnerships: A case examining an inter‐organizational relationship in the public and non‐profit sectors

Carlini

Lehman

Dharmesti

et al. 2023

Journal of Philanthropy and Marketing

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Healthcare organizations around the world are striving to find the right balance between using their resources effectively and providing personalized care to patients.Health care is shifting from a reactive, towards a more person-centric approach to improve health outcomes. To achieve quality improvements and efficiencies, health care organizations are forming inter-organizational relationships. Despite the benefits, little is known about how organizations capture value from strategic partnership.In this context, this paper aims to examine the processes that occur as part of a public and non-profit sector relationship within health care that directly relate to how the partnering organization acts to capture value. Using a qualitative case study of an Australian public-sector health service partnership, the study employs a value mapping framework to distinguish between different types of value (captured, missed, destroyed, and opportunity), and presents an integrated model consisting of three process phases: (1) inter-organizational cooperation effort, (2) organizational effect, and (3) social value. The study highlights the potential for negative and unintended consequences and discusses implications for management.

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“…An organization is customer-oriented if its systems, structures, working environment and staff members’ abilities and behaviors are all focused on serving consumers and meeting their needs or demands (Osakwe, 2020). This focus includes specific client groups or customer needs rather than surmounting competitors (Nik Hashim et al , 2022). On the other hand, at the same time, competitiveness in the environment forces firms to be customer-centric (Burchardt and Maisch, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

The effect of environmental competitiveness, customer and competitor orientation on export performance

Arun

ÖZMUTLU

2023

JBIM

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Purpose Customer orientation (CO) means meeting customers’ needs better than competitors. Competitor orientation means using and acting upon the knowledge of competitors. Thus, the main aim of this study is to analyze the effects of environmental competitiveness on export performance by examining the moderating roles of these variables. Design/methodology/approach Based on data from 5,000 firms from a survey run in 2021 in Turkey facilitated by the Chamber of Commerce, the authors tested their hypotheses using partial least squares structural equation modeling and correlation analysis. Findings The results show that competitor orientation positively affects the relationship between a competitive environment and export performance. However, the authors do not find evidence of a significant effect on CO. Practical implications Service sector managers should sacrifice customers to gain export market share in favor of superiority with competitors. Originality/value Prior research has yet to emphasize the importance of competition intensity in export performance for service-logistics firms. However, the environmental competitiveness–performance relationship is better explained with the help of these test results and the two additional moderators suggested in this work. Moreover, the export performance indicators were gathered from an independent source.

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Contingent Effects of Decision-making and Customer Centricity on Public-Sector Innovation Success

Cited by 8 publications

References 106 publications

Pricing Strategies for Companies During the COVID-19 Pandemic

Pricing Strategies for Companies During the COVID-19 Pandemic

Maximizing value in healthcare partnerships: A case examining an inter‐organizational relationship in the public and non‐profit sectors

The effect of environmental competitiveness, customer and competitor orientation on export performance

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