Innovation, Cross-Functional Team Effectiveness and Firm Performance: An Integrated Framework for Thai Automotive Industry

Suebsook, Sasiwimon; Chaveesuk, Singha

doi:10.18178/joebm.2020.8.2.619

Cited by 2 publications

(2 citation statements)

References 49 publications

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“…CFIEC stimulates creativity, which speeds up the process and product modification (Suebsook and Chaveesuk, 2020). Creating a cross-functional collaboration where various knowledge and insight are sought to produce marketing modification performance is the ideal way for SMEs to use the talent capability of personnel and enterprise networks.…”

Section: Literature Reviewmentioning

confidence: 99%

The impact of marketing modification on the performance of food processing SMEs in Ghana

Abrokwah-Larbi

Awuku-Larbi²

2023

JRME

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Purpose The purpose of this study is to empirically examine the effect of marketing modification on business performance from the perspective of marketing capabilities theory. Design/methodology/approach This study employed a survey method to collect data from 225 food processing small- and medium-sized enterprises (SMEs) on the Ghana Enterprise Agency (GEA) registered list in the Eastern Region of Ghana. The effect of marketing modification on the performance of SMEs in the food processing industry was evaluated using a structural equation modeling (SEM) – path analysis. Findings According to the study’s findings, marketing modification has a positive and significant impact on the financial performance (FP), customer performance (CP), internal business process performance (IBPP) and learning and growth performance (LGP) of Ghanaian SMEs engaged in food processing. The results of this study also demonstrated the importance of marketing modification determinants, such as marketing resources (MR), cross-functional and interenterprise collaboration (CFIEC), architectural marketing capability (AMC) and marketing strategy decision implementation (MSDI), in achieving food processing SME performance in Ghana. Research limitations/implications This current research has its limitation, even though its importance has been mentioned earlier. First, the study can be improved by expanding the sample size through the inclusion of other SMEs from other industries since it is industry specific (i.e. food processing SME). Second, this current study was conducted in Ghana. To compare results, the current study may be replicated in other emerging countries. Third, future research studies may consider how business environmental factors such as technological change (e.g. use of artificial intelligence and machine learning) moderate the relationship between marketing modification and SME performance. Practical implications The outcomes of this research study are anticipated to give profitable implications to both academicians and practitioners. For the academic aspect, this study provides an important contribution to marketing modification and performance literature by examining the impact of innovative marketing on the performance of food processing SMEs in Ghana. For practitioners, this study indicates that food processing SME owners/managers must focus on marketing modification to develop their performance. The increase in marketing modification application through marketing capabilities such as MR and CFIEC will enable owners/managers to achieve performance targets. Social implications The application of marketing modification among food processing SMEs in Ghana will contribute greatly to their profitability, survival and growth. The growth and survival of food processing SMEs (not limited to food processing SMEs) in Ghana will help in the control of unemployment, which is a major social issue in Ghana. Originality/value The study’s findings provide solid support for the marketing capabilities theory. This study also supports the notion that food processing SMEs should perceive marketing modification and its determinants (i.e. MR, CFIEC, AMC and MSDI) as a critical strategic capacity to enhance their performance (i.e. FP, CF, IBPP and LGP). In terms of contribution, this study adds to the body of knowledge already available on marketing modification and business performance, particularly in the setting of an emerging economy.

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Section: Literature Reviewmentioning

confidence: 99%

The impact of marketing modification on the performance of food processing SMEs in Ghana

Abrokwah-Larbi

Awuku-Larbi²

2023

JRME

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“…Another key identified success factor is the empowerment of project teams and establishing a project climate, which creates an environment conducive to generating creative ideas involving all stakeholders (Pinto et al , 1993). Likewise, the organizations or leaders of these cross-functional teams must promote collaborative interactions among members to achieve maximum potential (Daspit et al , 2013; Suebsook and Chaveesuk, 2020). Therefore, emotional intelligence plays a vital role among team members by allowing a cooperative and collaborative environment to carry out their functions and tasks (Gujral and Ahuja, 2011; Druskat and Wolff, 2001).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

The impact of emotional intelligence, cross-functional teams and interorganizational networks on operational effectiveness

Santa

Sanz²,

Tegethoff³

et al. 2022

JOEPP

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PurposeThis article aims to examine the influence of emotional intelligence on cross-functional teams, the formation of interorganizational networks and the impact of all three dimensions on operational effectiveness.Design/methodology/approachThe analysis was based on 250 valid questionnaires collected from organizations in the Valle del Cauca region in Colombia in the service sector. The variables were analyzed using structural equation modeling to identify their relationships.FindingsThe results suggest that emotional intelligence contributes to establishing cross-functional teams but does not impact the development of interorganizational networks, influencing operational effectiveness only indirectly through the cross-functional teams. Contrary to what the literature suggests, interorganizational networks do not influence the operational effectiveness of organizations. Hence, in the pursuit of competitive advantage, companies in the studied region should encourage the creation of cross-functional teams within their organizations to maximize the returns received through the optimization of operational effectiveness.Practical implicationsOrganizations are comprised of individuals whose emotional intelligence competencies and abilities enable them to form effective cross-functional teams. Furthermore, cross-functional teams that effectively establish relationships with other organizations are frequently employed in global, interorganizational collaboration environments like joint ventures and alliances. Cross-functional teams that fulfill their aims have the potential to benefit the organization's performance by boosting operational effectiveness and, therefore, its competitiveness.Originality/valueThe value of this article lies in providing a better understanding of the capabilities and strategies of organizations in the construction of interorganizational networks intended to improve their competitiveness. However, before operational effectiveness and a sustainable competitive advantage can be achieved, the role of the individuals comprising the cross-functional teams should be managed through the appropriate application of the concepts of emotional intelligence.

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Innovation, Cross-Functional Team Effectiveness and Firm Performance: An Integrated Framework for Thai Automotive Industry

Cited by 2 publications

References 49 publications

The impact of marketing modification on the performance of food processing SMEs in Ghana

The impact of marketing modification on the performance of food processing SMEs in Ghana

The impact of emotional intelligence, cross-functional teams and interorganizational networks on operational effectiveness

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