Interfunctional Coordination at Hi-Tech Firms

Abstract

The paper is focused on the determination of new knowledge about interfunctional coordination. Interfunctional coordination was defined at the beginning of 90s. It is the coordination of all company activities leading to the increase of business performance. Interfunctional coordination is connected with market orientation. It is one of necessary principle of market orientation. It is not possible to use market orientation without interfunctional coordination. Market orientation is based on marketing conception. The first detailed studies were offered by Kohli and Jaworski (1990) and Narver and Slater (1990). Market orientation is described as a method helping to contribute better managing of a company by many researchers. A lot of papers on this topic were publicized during the last two decades. The earliest papers involved the first definitions of market orientation; offered methods for its measuring; and investigated the impact of market orientation on business performance. The last attitudes towards market orientation agree that market orientation enables managers to focus on external and internal elements and activities, which influence the activity of a company leading to its performance increase (Tomaskova, 2009). At present, we have a lot of methods used for the measuring of market orientation. Using a proper method depends on the branch or economic system. The perception of the implementation of market orientation is changing during the period, as well. However, the main principle is still the same market orientation has a positive impact on business performance. Nowadays, a lot of authors deal with the implementation of market orientation. Because of this reason, we have prepared research "Research on implementation on market orientation in Hi-Tech Firms" (GA 402/07/1493). The goal of the research was to detect barriers of the implementation of market orientation. We divided the barriers of the implementation into three parts according to managers' influence in an internal, branch and external environment. State, economy and technologies are named as the main elements of external environment. The main barriers connected with the elements of branch environment are quality and quantity of branch stakeholders. Barriers of internal environment involve the barriers connected with the top management and its personality, skills, knowledge and experiences, all employees of a company and interfunctional coordination. The paper deals with the interfunctional coordination at hi-tech firms. The objective of the paper is to define barriers connected with interfunctional coordination and to detect the perception and importance of interfunctional coordination at hi-tech firms. The theoretical knowledge is noticed in some research studies. The data was acquired by means of a questionnaire. New Method measured market orientation in a company. The questionnaire New Method with 7-point Likert scale constituted by Tomaskova (2005) was used for the research. The complete database was analysed by using standard statistical m...

Expertise, Leadership Style and Communication in Interfunctional Coordination

“…According to Milichovsky (2015), performance is defined as system of monitoring individual corporate processes on way to implement the appropriate changes in organizational culture, systems and processes. Since 1990, hundreds of measurements have been realized, e. g. Narver and Slater (1990), Jaworski and Kohli (1993), Matsuno and Mentzer (1995), Gray et al (1998), Deng and Dart (1999), Akimova (2000), Langerak (2001), Vázquez (2002), Hooley et al (2003), Woodside (2005), Menguc et al (2007), Sousa andLengler (2011), Smirnova et al (2011), Kaňovská and Tomášková (2012), Julian et al (2014), Wilson et al (2014). The reason for higher business performance at companies which implemented market orientation is that these companies keep track with changes in customers' needs and wishes and respond to changes accordingly (Lo et al, 2015).…”

Analysis of the Antecedents of Inter-Functional Coordination in the Supply Chain Context: Case of the Medicament Flows in a Moroccan University Hospital

“…The IFC has become a topic of current interest in recent years (Kanovska & Tomaskova, 2012). It focused on the interest of several disciplines: social science, marketing, SCM, Human Resources Management and so on.…”

“…Literature is marked by the existence of several definitions of the IFC (Narver & Slater, 1990;Hodge et al, 1996;Tay & Tay, 2007;Kanovska & Tomaskova, 2012). To make a consensus definition of coordination, we must consider that the coordination of the SC is often justified on the basis that the independent functions of the SC should work together.…”

Expression of the Market–oriented Positions in the Wellness Services Enterprises

“…This information has coordinated benefit for the organization, engaging all function spheres employees and using enterprise's inner resources which help create the value added for the purchasers into a response to their needs. Inter-functional coordination could be described as harmony between all inner functions of the enterprise and processes (Kanovska and Tomaskova, 2012). Interfunctional coordination enables to communicate and share information about consumers, competitors, environment threats, and opportunities among functional subsidiaries of the organization.…”