Organizational analysis and information systems design: a road revisited

Hulbert, James M.

doi:10.1108/08858620310492383

Cited by 13 publications

(7 citation statements)

References 38 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Davies (2001) discussed comprehensively application of AHP within a marketing knowledge‐based DSS (KB‐DSS). Perhaps even more remarkably, despite quite widespread computer literacy and the adoption of ERP, SCM and CRM systems, the utility of information systems is still an issue (Hulbert, 2003). The above referenced studies deal with the use of DSSs and related modules for real‐life marketing decision making in companies.…”

Section: Literature Reviewmentioning

confidence: 99%

A decision‐support system for business‐to‐business marketing

Noori

Salimi

2005

Journal of Business &Amp; Industrial Marketing

View full text Add to dashboard Cite

PurposeThe main purpose of this paper is to review the related literature and propose a new decision‐support‐system (DSS) framework for marketing in the business‐to‐business (B2B) arena based on customer‐relationship management (CRM) and knowledge‐driven marketing to help related‐field graduate students and marketing managers.Design/methodology/approachReviews a range of the most important works published between 1966 and 2004 in order to demonstrate both practical and theoretical aspects. The main method of this research is analytical and conceptual and the approach to this subject was to investigate the gap between marketing DSSs and analytical CRM.FindingsProvides information about a customized marketing DSS in a B2B context, indicates related literature and frameworks and, finally, tests the ideas with a case study.Practical implicationsOutcomes and applications are identified for developing new activities in improving marketing decision making and marketing planning based on customer orientation and customer satisfaction.Originality/valueDespite such interdependencies, the research in the fields of DSSs and CRM solutions has not adequately considered the integration of such systems. The novel contribution of this paper lies in integrating marketing DSSs and CRM with regard to knowledge‐driven marketing in B2B marketing, in both theoretical and practical aspects.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

A decision‐support system for business‐to‐business marketing

Noori

Salimi

2005

Journal of Business &Amp; Industrial Marketing

View full text Add to dashboard Cite

show abstract

“…In an early study, Lau and Ngo (1996) found that American MNEs relied more heavily on reports than European firms. Hulbert (2003) found that, conforming to this picture, American MNEs required higher levels of reports than either European or Japanese MNEs. Negandhi et al (1987) found the frequency of reporting to be higher in American than in German and Japanese MNEs.…”

Section: Theoretical Framework and Review Of Literaturementioning

confidence: 61%

Control mechanisms employed between headquarters and subsidiaries in Multinational Enterprises (MNEs)

Alharbi

Gelaidan

Al‐Swidi

et al. 2016

RIBS

View full text Add to dashboard Cite

Purpose This study aims to investigated the control mechanisms of headquarters exercised over their subsidiaries and is conducted with the help of primary data. Design/methodology/approach The headquarters–subsidiary model used in this study has four components of control in it: personal centralised control (PCC), bureaucratic formalised control (BFC), output control (OUT) and informal control (INFO). These controls (as an agency mechanism) provide a solid platform on which other mechanisms can be built. Using a data collected from 147 multinational enterprises (MNEs) operating in the Kingdom of Saudi Arabia, the influence of each of these factors on this selection is empirically tested with the help of primary data. Findings The study found that Anglo-Saxon countries heavily use impersonal types of control mechanisms, specifically bureaucratic formalised control and output control. Compared to the USA, the level of control in Oriental subsidiaries is less; or, put differently, the latter enjoy a greater degree of autonomy than US subsidiaries. The complementarities of these control mechanisms may be linked to earlier studies that show that successful organisations combine tight control with more open, informal and flexible information and communication exchanges. A focus that bends too much towards formal control or too much towards informal control may threaten a company’s existence. This research provides an empirical explanation on this premise. Research limitations/implications The methodology adopted for this study can be extended for similar studies in the Middle East or in Gulf Council Cooperation countries. Practical implications The study show that MNEs from different countries often have different dominant control mechanisms and organisational models. This is partly due to different industry distributions, but it is also related to cultural/societal differences between countries. These differences should be considered when searching for a partner in cross-national mergers and acquisitions. Failure to do so could hinder the successful operation of a merger that seems to be perfect from a financial and competitive point of view. Originality/value The study explored variations in the extent of control mechanisms, according to country of origin and organisational characteristics, in a challenging country of domicile. This empirical work not only replicates earlier studies, retesting propositions encountered in the existing literature, but also sheds new light on the challenges of doing business in the Gulf region, and the consequences of the large scale usage of expatriates.

show abstract

“…Rich, deep, insights into what is happening and why it is happening follow from such mixed-methods research studies. Woodside and Samuel's (1981) decision systems mapping (Capon & Hulbert, 1975;Howard, Hulbert, & Farley, 1975;Hulbert, 2003) of corporate purchasing processes is an application of a mixed-methods strategy. Fig.…”

Section: Triangulation: Mixed-methods and Decision Systems Analysismentioning

confidence: 99%