The reinforcing effect of a firm's customer orientation and supply-base orientation on performance

Ziggers, G.W.; Henseler, Jörg

doi:10.1016/j.indmarman.2015.07.011

Cited by 84 publications

(87 citation statements)

References 93 publications

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“…The findings seem to contradict previous researches which contend positive relationship between these success factors and organizational performance (Awan, 2013;de Bussy & Suprawan, 2012;Nwokah & Maclayton, 2006;Ziggers & Henseler, 2015). The nature of the firms studied in the present study provides reasonable justifications for these findings.…”

Section: Discussioncontrasting

confidence: 99%

“…Having a customer focus is essential as it is known as a strong contributor to business profitability, competitive advantage, and a hallmark of successful business (Nwokah & Maclayton, 2006;Ziggers & Henseler, 2015). Also, the construct of customer focus is vital for the organization relationship as it refers to the process of identifying and establishing, maintaining, enhancing and when necessary terminating relationships with customers and other stakeholders (Gronroos, 2004).…”

Section: Customer Focusmentioning

confidence: 99%

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The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

Lo¹,

Wang²,

Wah³

et al. 2016

RBGN

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Purpose -This paper seeks to examine the relationship between the determinants of organizational performance such as top management support, customer focus, employees' orientation, technology orientation, and entrepreneurial orientation in Malaysia.Design/methodology/approach -A quantitative research design was applied for this study. Data was collected through survey questionnaires applied to business owners and senior managers working in SMEs located in three Malaysian states, using purposive sampling technique. SmartPLS 2.0 (M3) was applied to test the hypotheses.Findings -The findings suggest that both technology and entrepreneurial orientations are significant success factors for SMEs in terms of financial and non-financial performance. In addition, top management support is found to be significantly and positively related to financial performance.Originality/value -The empirical analysis indicates that technology orientation and entrepreneurial orientation add more value to organizational performance. Therefore, it is vital for SMEs to focus on these two critical success factors in order to improve their performance.

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Section: Discussioncontrasting

confidence: 99%

Section: Customer Focusmentioning

confidence: 99%

The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

Lo¹,

Wang²,

Wah³

et al. 2016

RBGN

View full text Add to dashboard Cite

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“…The loadings were all higher than 0.5, the composite reliabilities were all higher than 0.7, and the AVEs were also higher than 0.5, as shown in Table 2. We modelled community empowerment (three dimensions) and STD (six dimensions) as a type II (reflective-formative) measure following the recommendation of Ziggers and Henseler [65]. To estimate the formative measures, we assessed the weights, t-values and the variance inflation factor (VIF).…”

Section: Measurement Modelmentioning

confidence: 99%

Community Empowerment and Sustainable Tourism Development: The Mediating Role of Community Support for Tourism

et al. 2019

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Though community empowerment and sustainable tourism development (STD) have been discussed in the existing literature, little research has focused on the elaborate mechanisms between these two variables. Therefore, the present study examines the relationship between community empowerment and STD, along with the mediating role played by community support for tourism. Using social exchange theory, this research establishes theoretical relationships between vital variables for STD. A survey of empirical study was undertaken, and data were collected from 353 local residents in the northern area of Pakistan. The results for data analyses demonstrated a significant relationship between community empowerment and STD initiatives, and community support for tourism was shown to partially mediate the relationship between the two variables. The findings imply that high community empowerment enables the community to establish successful sustainable tourism development through local people’s support for tourism. This study contributes theoretically to identifying the idea that community members’ support for tourism has a crucial function bridging the link from community empowerment to sustain tourism in a local area.

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“…(Flynn et al, 2010;Griffin & Hauser, 1996;Wind, 2005) Shared goal orientation will assist in the value delivery to the customers. For example dual orientation on customer and supply bases represent strategic assets from which the organization might attain advantage (Ziggers & Henseler, 2015) The co-location of internal functions and adoption of singular goals supports organization-wide strategic goals in the electrical appliance manufacturer. Power is not exercised internally and crossfunctional knowledge developed through this close interaction…”

Section: Structural Dynamicsmentioning

confidence: 99%

Processes and integration in the interaction of purchasing and marketing: Considering synergy and symbiosis

Toon

Morgan

Lindgreen

et al. 2016

Industrial Marketing Management

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a b s t r a c t a r t i c l e i n f oEffective integration of both purchasing and marketing functions is central to effective value creation and alignment of an organization with its business environment. Rapidly changing environments create gaps in the value creation process that compromises the delivery of value to the customer and risk misalignment of value propositions to their needs. Despite the clear imperative for research in this area, the extant literature is partial and delivers limited coherence. Ours is a theoretical article that-in drawing on previous literature-introduces the new work collected in this special issue and considers this against our own empirical evidence. We present a framework that maps out the landscape of internal organizational integration with a particular emphasis on purchasing and marketing integration. Implications for theory and managers are explored.

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The reinforcing effect of a firm's customer orientation and supply-base orientation on performance

Cited by 84 publications

References 93 publications

The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

Community Empowerment and Sustainable Tourism Development: The Mediating Role of Community Support for Tourism

Processes and integration in the interaction of purchasing and marketing: Considering synergy and symbiosis

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