Management development – a model for retail business

O’Dwyer, Michèle; Ryan, Eamon

doi:10.1108/03090590210451515

Cited by 10 publications

(7 citation statements)

References 13 publications

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“…is the formal program, designed by the organization for the employees' performance in an organization (Noe, 1996;O'Dwyer & Ryan, 2002;Wentland, 2003). These findings provide support for H2.…”

Section: Discussionmentioning

confidence: 99%

Impact of Capacity Building and Managerial Support on Employees’ Performance: The Moderating Role of Employees’ Retention

et al. 2019

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The purpose of this study is to investigate the effects of capacity building and managers’ support on employee performance in the textile industry. Moreover, this article also investigates the moderating effect exerted by employee retention on the effects of capacity building and managers’ support on employee performance. Data were collected through a convenience sampling technique. A self-administered questionnaire survey was conducted for data collection. Two hundred copies of questionnaires were distributed, and data were collected from the lower to middle-level employees who are working in the textile sector of Pakistan. SPSS 23 and SmartPLS-3 software were used for analysis. The results indicate that capacity building has a positive and significant impact on employee performance. In contrast, managerial support has an insignificant impact on employees’ performance. However, the impact of capacity building and managerial support on employee performance is positive and significantly moderated by employee retention. The results of this study will motivate owners/policymakers to invest in capacity building to enhance their organizational performance/productivity.

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Section: Discussionmentioning

confidence: 99%

Impact of Capacity Building and Managerial Support on Employees’ Performance: The Moderating Role of Employees’ Retention

et al. 2019

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“…O'Dwyer and Ryan (1999, 2000) found that O/Ms of micro enterprises could not afford to spend time away from their enterprises and got very little time to look at the longer‐term and examine where the business was going. Nayak and Greenfield (1995) concluded that the O/Ms of micro enterprises were mentally monitoring their achievements on a daily basis.…”

Section: Literature Reviewmentioning

confidence: 99%

Management accounting information in micro enterprises in Gaza

Alattar

Kouhy

Innes

2009

Journal of Accounting &Amp; Organizational Change

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PurposeRelatively little research exists about the information used by owner/managers (O/Ms) in micro enterprises (less than 10 employees). The purpose of this paper is to explore the management accounting information (MAI) generated and used by O/Ms for planning, decision making and control in micro manufacturing enterprises in the Gaza Strip (GS).Design/methodology/approachA grounded theory approach is used with case studies being the main research method.FindingsThree main themes emerged during the five case studies. Firstly, how is the generation and use of MAI related to the O/M, enterprise and environmental features? Secondly, what is the impact of formal or informal procedures on the generation and use of MAI? Thirdly, what is the extent of written and oral MAI generated and used? From the five individual case studies 133 findings emerged and then a cross‐case analysis generated 21 overall findings.Research limitations/implicationsThe case studies excluded micro enterprises less than three years old, micro enterprises with more than one O/M and micro enterprises from sectors other than manufacturing.Originality/valueThis project explores what impact various factors (such as political uncertainty, competition and the need for cost reduction) have on the generation and use of MAI in micro enterprises. Several findings are particularly relevant for O/Ms of micro enterprises in developing countries. Previous studies have not identified to what extent written or oral MAI is generated and used for each of the core business aspects of micro manufacturing enterprises.

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“…Generally, the prevalent literature concerning the retail sector has presented research on sales strategies and changes in marketing and management in line with changes in consumption (Bromley and Thomas, 1993;Wrigleyand Lowe, 1996;Wrigley and Lowe, 2002). The retail sector 1 has a positive impact on employment and income generation (Basu, 1998;O'Dwyer and Ryan, 2002); it contributes with the generation of value for customers (Groves, 2001) as well as the selection of quality goods and services, and stimulates the local economy (Ilbery and Maye, 2006;Paddison and Calderwood, 2007;Smith and Sparks, 2000).…”

Section: Introductionmentioning

confidence: 99%

Service ecosystem perspective in the retail industry

Sansone¹,

Bruni²,

Colamatteo³

et al. 2019

Sinergie Italian Journal of Management

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Purpose of the paper:This conceptual paper explains how the retail concept (latent concept) emerges as an ecosystem through the generation of institutional arrangements and, for this reason, through the evolution of specific institutions that affect the retail concept and the actors involved.Methodology: The study is based on the Service-Dominant Logic (S-D Logic) and Viable System Approach (VSA) frameworks. The S-D Logic framework is applied in order to define institutions and institutional arrangements surrounding the ecosystem, and the VSA framework helps to explain the "emergent" nature of the ecosystem resulting from institutional arrangements.Results: The identification of relevant institutions and institutional arrangements within the retail concept highlights the emergence of the retail concept as an ecosystem from the service perspective.Research limitations: The proposed approach in this conceptual paper could be enriched with other theoretical perspectives and empirical explorations.Practical implications: In the process of retail evolution, it is useful for practitioners to manage a systemic view of the retail concept following the ecosystem paradigm because it provides a framework for understanding the entangled relationships among the industrial production, agriculture, logistics, distribution and consumption sectors that integrate resources and exchange value belonging to the same retail system. They follow the shared purpose of surviving and co-creating value through different actors in the market.Originality of the paper: The ecosystem paradigm is used to explain the latent concept of retail and to express the process of interaction among a multiplicity and variety of emerging institutions through resource integrations in the retail market.

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Management development – a model for retail business

Cited by 10 publications

References 13 publications

Impact of Capacity Building and Managerial Support on Employees’ Performance: The Moderating Role of Employees’ Retention

Impact of Capacity Building and Managerial Support on Employees’ Performance: The Moderating Role of Employees’ Retention

Management accounting information in micro enterprises in Gaza

Service ecosystem perspective in the retail industry

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