Managers’ cognitive capabilities and perception of market research usefulness

Tarka, Piotr

doi:10.1016/j.ipm.2018.11.005

Cited by 10 publications

(5 citation statements)

References 91 publications

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“…In this manner, it ensures the manager's actions and reactions affecting the firm are congruent with the external and internal environments. MC, operating through the manager's subjective point of view [45], influences decisions related to such issues as the perception of market research usefulness [53], internationalization, as well as, broadly, other firm-level strategic choices, highlighting the bounded rationality of managers [54,55]. Managers that possess a developed MC should be able to better identify what constitutes a worthwhile opportunity, considering the idiosyncrasies of their business [49,56,57].…”

Section: Dynamic Managerial Capabilities-human Capital Social Capital...mentioning

confidence: 99%

How Dynamic Managerial Capabilities, Entrepreneurial Orientation, and Operational Capabilities Impact Microenterprises’ Global Performance

Alves

Carvalho

2022

Sustainability

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Microenterprises’ internal capability landscape and how it relates to the firms’ global performance (GP) is sparsely studied and understood. Discrete relationships between a capability and GP may have some empirical evidence, but how microenterprises’ capabilities quantitatively relate to each other and together to GP still had no answer. Our model investigates the impact of dynamic managerial capabilities (DMCs) and entrepreneurial orientation (EO) on operational capabilities (OCs), and of those on GP, moderated by competitive intensity (CI). The data were acquired in a survey by questionnaire to 402 Portuguese microenterprises and treated using covariance-based structural equation modeling. We confirm that DMCs and EO have a positive, statistically significant, and substantive impact on OCs, explaining over half its variance, where any relation to GP is fully mediated by OCs. Furthermore, we found that OCs hold a positive, statistically significant, and substantive impact on GP, explaining nearly a quarter of its variance. CI as a moderator, with a marginal effects analysis, shows limited significance in a short range of values and never any substantive significance. Our results highlight that, for a healthy microenterprise business ecosystem, a great deal of attention and capacitation must be given to microenterprises’ managers, specifically their DMCs, EO, and, eventually, OCs.

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Section: Dynamic Managerial Capabilities-human Capital Social Capital...mentioning

confidence: 99%

How Dynamic Managerial Capabilities, Entrepreneurial Orientation, and Operational Capabilities Impact Microenterprises’ Global Performance

Alves

Carvalho

2022

Sustainability

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“…An analytical company’s strategic goal emphasizes the development of new capabilities required when entering a new market and the improvement and expansion of existing capabilities once entering the market (McDaniel and Kolari, 1987). The characteristics of this type of company are in between the first two types, and the environment is not too volatile (Tarka, 2019). Management’s appetite for risk is also low.…”

Section: Theoretical Analysis and Research Hypothesismentioning

confidence: 99%

“…Focus on regenerating core competencies to avoid their loss and depreciation (Brustbauer, 2016) Considering efficiency and innovation, the two control mechanisms can give full play to their advantages and functions and obtain the best management control income (Tarka, 2019) Use Annual report text information type of company are in between the first two types, and the environment is not too volatile (Tarka, 2019). Management's appetite for risk is also low.…”

Section: Analysis Of Matching Rules Under Different Company Strategy ...mentioning

confidence: 99%

Management control matching pattern and company strategic aggressiveness: empirical test based on annual report text information

Zeng

Zhang²,

Zu³

2022

CMS

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Purpose This paper aims to investigate the law and logic mechanism of management control matching pattern and company strategy aggressiveness under different strategies by textual analysis, based on the empirical data of Chinese A-share listed companies during the period from 2010 to 2018. Additional analyses further investigate the moderating effect of environmental uncertainty and R&D intensity on the relationship between management control matching type and strategy aggressiveness. The conclusion can help relevant departments to develop management control theory and method system with Chinese characteristics and provide theoretical reference for the matching mode of dual control. Design/methodology/approach This paper uses the text analysis method. The main explanatory variables are analyzed using the computer SQL Server database software through the relevant text of the board of directors report in the company annual report. Other financial data came from the CSMAR database, excluding ST and PT and companies with missing data, and 16,902 samples were finally obtained. This paper conducted statistical analysis through Stata12. Findings This paper shows that the matching pattern between formal and informal control is divided into three types. They have different impacts on strategy aggressiveness. Specifically, consistent matching type II significantly positively influences the aggressiveness of offensive strategy. Consistent matching type I significantly positively influences the aggressiveness of defensive strategy. Complementary matching type I significantly positively influences the aggressiveness of analytical strategy. Additional analyses find that compared with non-high-tech companies, high-tech companies have more significant influence on the relationship between management control matching pattern and company strategic aggressiveness. And compared with other two “strategy-control” matching patterns, both environmental uncertainty and product innovation have more significant influence on the relationship between consistent matching II and offensive strategy aggressiveness. Originality/value To the best of the authors’ knowledge, this paper divides the formal and informal control matching patterns of management control into three categories for the first time. It examines the relationship between the formal and informal control matching of management accounting and the degree of strategy aggressiveness. The conclusion provides new empirical evidence to promote the effective implementation of development strategies for companies. It can help relevant departments to develop management control theory and method systems with Chinese characteristics and provide theoretical references for the matching mode of dual control.

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“…Conversely, since their initial inception, personas have typically been flat structures, either in the form of actual paper or in the form of an electronic PDF-like documents, and they served as mainly data structures that presented present assorted bits of data into usable information for decision-makers or implementors. Partly due to this flat data structure, personas have come under substantial criticism for being of limited practical value within the actual design process (Chapman & Milham, 2006), with decision-makers questioning whether or not the underlying data are truly reflective of the user populations (Chapman, Love, Milham, ElRif, & Alford, 2008;Tarka, 2019). Also, the traditional persona creation process has typically relied on data collection methods, such as surveys or focus groups (Nielsen, 2019;Pruitt & Grudin, 2003), when using customer data has even been employed at all in the persona creation process.…”

Section: Personas and Analytics: Enemies Or Complements?mentioning

confidence: 99%

Data-Driven Personas for Enhanced User Understanding: Combining Empathy with Rationality for Better Insights to Analytics

Jansen

Salminen

Jung

2020

Data and Information Management

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Persona is a common human-computer interaction technique for increasing stakeholders’ understanding of audiences, customers, or users. Applied in many domains, such as e-commerce, health, marketing, software development, and system design, personas have remained relatively unchanged for several decades. However, with the increasing popularity of digital user data and data science algorithms, there are new opportunities to progressively shift personas from general representations of user segments to precise interactive tools for decision-making. In this vision, the persona profile functions as an interface to a fully functional analytics system. With this research, we conceptually investigate how data-driven personas can be leveraged as analytics tools for understanding users. We present a conceptual framework consisting of (a) persona benefits, (b) analytics benefits, and (c) decision-making outcomes. We apply this framework for an analysis of digital marketing use cases to demonstrate how data-driven personas can be leveraged in practical situations. We then present a functional overview of an actual data-driven persona system that relies on the concept of data aggregation in which the fundamental question defines the unit of analysis for decision-making. The system provides several functionalities for stakeholders within organizations to address this question.

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Managers’ cognitive capabilities and perception of market research usefulness

Cited by 10 publications

References 91 publications

How Dynamic Managerial Capabilities, Entrepreneurial Orientation, and Operational Capabilities Impact Microenterprises’ Global Performance

How Dynamic Managerial Capabilities, Entrepreneurial Orientation, and Operational Capabilities Impact Microenterprises’ Global Performance

Management control matching pattern and company strategic aggressiveness: empirical test based on annual report text information

Data-Driven Personas for Enhanced User Understanding: Combining Empathy with Rationality for Better Insights to Analytics

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