Dimensions of space in business network research

Törnroos, Jan-Åke; Halinen, Aino; Medlin, Christopher J.

doi:10.1016/j.indmarman.2016.06.008

Cited by 50 publications

(47 citation statements)

References 57 publications

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“…Lebih jauh dijelaskan bahwa orientasi pelanggan diartikan sebagai pemahaman yang memadai tentang target beli pelanggan dengan tujuan agar dapat menciptakan nilai unggul bagi pembeli secara terus menerus.Pemahaman disini mencakup pemahaman terhadap seluruh rantai nilai pembeli, baik pada saat terkini maupun pada saat perkembangannya di masa yang akan datang (Altinay, 2010;Annie, Norman, & Kuang-peng, 2015). Upaya ini dapat dicapai melalui proses pencarian informasi tentang pelanggan dengan adanya informasi tersebut maka akan memahami siapa saja pelanggan potensialnya,baik pada saat ini maupun pada masa yang akan datang dan apa yang mereka inginkan untuk saat ini dan saat mendatang (Törnroos, Halinen, & Medlin, 2017).…”

Section: Pendahuluanunclassified

Manajemen Strategik Dengan Orientasi Pasar Dan Orientasi Belajar Pada Kinerja Inovasi Rumah Batik Bahalap

Karuehni

Peridawaty

2020

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Penelitian dibidang manajemen strategik usaha kecil untuk mengelola usaha dan sebagai strategi di rumah batik Bahalap di Kalimantan Tengah. Pentingnya kemampuan orientasi pasar dan kemampuan orientasi belajar dinilai signifikan sangat mendukung kinerja inovasi. Tujuan penelitian meningkatkan kinerja inovasi usaha kecil dengan manajemen strategik yang mengadopsi variabel independen orientasi pasar dan orientasi belajar sebagai kemampuan pemasaran hasilnya signifikan positif pada usaha kecil rumah batik Bahalap, dengan identifikasi kebutuhan pasar untuk menciptakan produk yang sesuai dengan kebutuhan konsumen. Metode penelitian dengan wawancara terstruktur dan kuesioner secara kuantitatif menggunakan SPSS 24.0, pada 50 orang konsumen. Implikasi penelitian manajemen stretegik penting untuk usaha kecil untuk meningkatnya kinerja inovasi. Dorongan kemampuan unit usaha dari orientasi pasar dan orientasi belajar dalam lingkungan bisnis sebagai strategi usaha dan untuk mencapai tujuan visi, misi nit usaha kecil. Meningkatkan usaha kecil untuk pelaku usaha kecil melalui manajemen strategik dapat sebagai acuan penelitian untuk peneliti lain dalam pengembangan ilmu pengetahuan manajemen strategik. Kata Kunci: kinerja inovasi; orientasi belajar; orientasi pasar; rumah batik; usaha kecil ABSTRACT. Research within the field of small business strategic management for business management and strategy at the Bahalap batik house in Central Kalimantan. The importance of market support and learning skills. The aims of this analysis are to enhance the performance of small businesses with strategic management that supports the variables that support the market and to find out lessons to improve positive leads to small businesses within the Bahalap batik house, by supporting the market must produce merchandise that matches the requirements of customers. analysis ways with structured interviews and quantitative questionnaires victimization SPSS 24.0, on 50 customers. The implications of strategic management analysis are necessary for small businesses to urge innovation support. Encouragement of the business unit's ability of market objectives and learning objectives within the business atmosphere as a business strategy and to realize the vision goals, the mission of tiny businesses Increasing small businesses to support small businesses through strategic management will facilitate alternative analysis to develop strategic management.

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Section: Pendahuluanunclassified

Manajemen Strategik Dengan Orientasi Pasar Dan Orientasi Belajar Pada Kinerja Inovasi Rumah Batik Bahalap

Karuehni

Peridawaty

2020

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“…Moreover, a company that operates on international markets gains relative advantage on the domestic market regarding their opportunities for development and advancement of technological capabilities. 22 Companies that have developed technological capabilities have considerable potential for expansion and spread their activities relatively fast outside their domestic market. 23 Likewise, companies that build their advantage on quality can have considerable benefits from the development of technological capacities, while the quality is relatively less important for companies with low technological intensity.…”

Section: Technological Capabilitiesmentioning

confidence: 99%

The Role of Technological Capabilities in the Internationalization of Croatian Companies

Kovač

Labaš

2019

iele

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Economic globalization and the increased flow of goods, services, and capital do not only imply new possibilities from the environment, but also new strategic challenges for companies. If a company wants to survive and remain active on the market, it is necessary to expand business activities outside the borders of the mother country i.e. to begin the process of internationalization. There are many modes of internationalization, from those referred to as trans-border (or trans-regional) business operations, those are usually exporting activities, to sophisticated forms that include the activity of founding and taking over foreign companies, technology transfer and other skills and strategic alliances where companies pursue common interests on the global market. If business internationalization is a form of measure of strategic success in relatively unfavorable conditions, then it is relevant to put forward the proposition that business internationalization of the companies in Croatia is the result of developed technological capabilities. Since capabilities are generally seen as prerequisites for expanding business operations, it is not surprising that technological capabilities are considered dominant determinants of the level of internationalization of a company's business activities. The paper addresses interrelationships among technological capabilities measured through investments in technology, investments in research and development, the frequency of introduction of new products and technological solutions and business internationalization defined in its narrow sense as exporting activities and trans-border sales made by Croatian companies. Primary

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“…The issues raised in the article have not yet been the subject of research conducted for the hotel market. Nevertheless, there are publications on the theory of creation and appropriation of value [3], [4], [5], [6].…”

Section: Introductionmentioning

confidence: 99%

Creation and Appropriation of Value in Business Models of Hotel Enterprises Operating on the Polish Market

Sztorc¹

2019

Proceedings of the Fourth International Conference on Economic and Business Management (FEBM 2019)

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Nowadays, hotel enterprises operate on the market according to a specific business model. A key component of this model, apart from creating value, is to intercept it for the organization needs. One of the conditions for providing value is to establish appropriate relations between market players and use their strategic resources. The value proposition that occurs in business models is a consequence of the differentiation between the value generated for the customer and the value generated and intercepted by the hotel enterprise. This kind of process is carried out with the participation of other organizations that function in the enterprise environment. They usually take the form of cooperative relations. In this respect, the aim of this paper is to indicate the importance of resources and network relations occurring in the business models of hotel enterprises as the key elements for the creation and appropriation of value. To achieve the stated goal, conduct a survey using survey methods with the required questions about authors assisted by CAWI (Computer Assisted Web Interview). The survey consisted of 18 questions and was carried out in April-July 2019. The survey was carried out among respondents from hotels with Polish and foreign capital. In the next stage of research, the results obtained from questionnaires were subjected to verification and statistical analysis using the IBM SPSS Statistics version 13.0 package. The paper presents forms and categories of inter-organizational relations and recognizes strategic resource. The conducted research shows that the majority of enterprises establishing relations with specific partners, do it both to support the creation and interception of value. The research results may be an inspiration for improving the process of creating and appropriating values and creating business models among hotel managers with Polish capital according to the paradigms taken over by hotel managers with foreign capital.

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Dimensions of space in business network research

Cited by 50 publications

References 57 publications

Manajemen Strategik Dengan Orientasi Pasar Dan Orientasi Belajar Pada Kinerja Inovasi Rumah Batik Bahalap

Manajemen Strategik Dengan Orientasi Pasar Dan Orientasi Belajar Pada Kinerja Inovasi Rumah Batik Bahalap

The Role of Technological Capabilities in the Internationalization of Croatian Companies

Creation and Appropriation of Value in Business Models of Hotel Enterprises Operating on the Polish Market

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