The appropriateness of different modes of strategy from a product-market perspective

Chowdhury, Tilottama G.; Madhavaram, Sreedhar; Ratneshwar, S.; Standifer, Rhetta

doi:10.1080/0965254x.2014.885988

Cited by 2 publications

(1 citation statement)

References 134 publications

(146 reference statements)

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“…The path to a service organisation's growth and its economic well-being starts with employee's favourable perceptions and attitudes towards their job (driven by internal quality environment), which results in better retention and employee productivity improving service value presented to the customer. Greater levels of service value, yields in better levels of customer satisfaction, which sequentially improves customer loyalty, generating enhanced profitability and growth (Bordoloi et al, 2018;Chowdhury et al, 2014;Farrell & Oczkowski, 2012;Strong & Harris, 2004).…”

Section: Introductionmentioning

confidence: 99%

A generational study of employees’ customer orientation: a motivational viewpoint in pandemic time

Mahmoud

Grigoriou

Fuxman

et al. 2020

Journal of Strategic Marketing

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This study represents a scholarly endeavour to explore the effects of Covid-19 perceptions on customer orientation via job insecurity, burnout and workplace motivation alongside generational effects non-equivalency amongst a sample of customer service employees working in different businesses located in three countries in the MENA region. We received 752 responses composed of three generations (i.e. X, Y, and Z) that were analysed mainly using Partial-Least-Square Structural Equation Modelling (PLS-SEM) approach and that included path and multigroup analyses. Our results show that intense Covid-19 perceptions have indirect adverse effects on customer orientation via a sequence of mediators comprising job insecurity, burnout and workplace motivation. Non-equivalency is spotted across generations regarding the relationships between job insecurity and burnout, burnout and motivation as well as motivation and customer orientation. Besides, intense Covid-19 perceptions act more substantially as an indirect trigger of less favourable levels of customer orientation amongst younger generations.

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Section: Introductionmentioning

confidence: 99%

A generational study of employees’ customer orientation: a motivational viewpoint in pandemic time

Mahmoud

Grigoriou

Fuxman

et al. 2020

Journal of Strategic Marketing

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Manager’s report: organizational culture & strategy association

Thakur

Hale

AlSaleh

2018

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Purpose Strategy and organizational culture are indispensable for success within a business. Both behavioral scientists and practitioners have shown keen interest in understanding the association between culture and strategy; however, no strong consensus has been formed about this relationship. This paper aims to shed light on this relationship by answering the following questions: Is organizational culture separable from its strategies? Is there an association between organizational culture and strategy? Design/methodology/approach Using a sample of 496 service managers, this study empirically examines the relationship between culture and strategy. Due to the nature of the data, cross-tabulation research method was used for analysis and to check the association between organizational culture and strategy. Findings Results indicate that successful firms with a bureaucratic and innovative culture may demonstrate any of the four examined strategies (command, rational, transactive and generative). The results also suggest that successful firms with a supportive culture will likely use a transactive or generative strategy. Overall, the results found that all four strategies are associated with each of the three corporate cultures, except for the supportive culture-command strategy and supportive culture-rational strategy dyads. Originality/value There are diverse views about the organizational culture-strategy relationship; however, no strong consensus has been formed about this relationship. Using managerial data collected from service industry, this study examines the relationship between three organizational cultures, namely, bureaucratic, supportive and innovative, and four different types of strategies, namely, specially command, rational, transactive and generative.

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The appropriateness of different modes of strategy from a product-market perspective

Cited by 2 publications

References 134 publications

A generational study of employees’ customer orientation: a motivational viewpoint in pandemic time

A generational study of employees’ customer orientation: a motivational viewpoint in pandemic time

Manager’s report: organizational culture & strategy association

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