31 research outputs found
Effectiveness of Social Media Marketing in Promoting Sustainable Projects in B2B Businesses
No full textIt is analyzing the rising value of using social media for marketing to support sustainability programs in B2B organizations. The issue is relevant now because it tackles how to communicate environmental and social responsibility in the modern digital world. The study addresses the issue that little is known in academic research about B2B companies using places like LinkedIn, YouTube and Twitter to advertise efforts for sustainable development and earn confidence from stakeholders.
The study is based on the diffusion of innovation theory, stakeholder theory and resource-based view (RBV). Data for this study was collected from 50 employees in Bangladesh's B2B companies through online survey.
Results indicate that a majority of B2B companies build their brand reputation and trust by sharing video and infographic content and LinkedIn emerges as the top platform for this purpose. Even though the way efficiency is viewed is not the same, results show that being steady, open and careful in handling social media boosts trust and fairness.
The study wraps up by sharing useful tips for improving content strategies and measuring influence which can make sustainability communication stronger in the B2B sector
Does competitively distinct operation enable performance in turbulent business environment? A study on finnish SMEs
No full textAligning resource choice and operations decision in the value chain (input-process-output) is one of the most important functions of a firm not only to make its operations to be competitively distinct but also very important for the firm’s growth and survival. However, the role of competitively distinct operations in maintaining better performance in dynamic and changing business environment has remained unclear. Therefore, this paper examined the relationship between competitively distinct operations, high efficiency operations and operational performance (research model one). In the similar manner the relationship between turbulent business environments, operational performance and financial performance were also examined (research model two). The study was conducted considering survey responses from 61 small and medium size enterprises from Finland. Correlation test and structural path modelling was used to test and validate the proposed hypothesis and research model. The results showed that competitively distinct operation enables high efficiency operations, which influences operational performance positively and significantly. In the similar manner, operational performance influences financial performance positively and significantly. Likewise, turbulent business environment was found to have a negative impact on operational and financial performance. The research findings are found to be adequate enough to highlight the importance of aligning resource choice and operations decisions in reducing the impact of turbulent business environment on organizational performance.fi=vertaisarvioitu|en=peerReviewed
SME operational bid through adversity and turbulent economic environment: resilience through dynamic capabilities
No full textThe existing literature provides limited evidence on “How do small and medium-sized enterprises (SMEs) grow, develop, and sustain their operations in the long-run?” within the scope of this question, this conceptual paper suggests a holistic hypothetical construct of a dynamic business model (DBM). The DBM aims to enhance the competitiveness and resilience of SMEs by strategically capturing value to foster agility. Management by values (MBVs), analytical hierarchy process (AHP) and sand cone model (SCM) provide the theoretical foundation to the suggested DBM. The study extends the literature on SMEs, business model innovation, and suggests a fundamental lean plan for balancing efficiency and flexibility, as a managerial implication
OPERATIONS STRATEGY AND MANUFACTURING FLEXIBILITY (Approach for Operational Excellence)
No full textDue to the rapid change in business environment importance of manufacturing flexibility and continuous improvement in operations strategy has become a mandatory for obtaining operations excellence. The main purpose of the study is to see the impact of company size on managers thinking at different attributes of market requirements and manufacturing flexibility.
The effort has been given to cover all possible theory under each topic, so that the reader can get a clear picture of manufacturing flexibility, operations strategy and operational excellence, along with the ways to implement them in operational level.This research is hoped to be useful for those who further desire to explore in this field of study. It is also assumed to be beneficial for manufacturing industry in obtaining operational excellence.fi=Opinnäytetyö kokotekstinä PDF-muodossa.|en=Thesis fulltext in PDF format.|sv=Lärdomsprov tillgängligt som fulltext i PDF-format
Gaining and sustaining competitive operations in turbulent business environments : what and how?
No full textOperatiivisen ja strategisen johtamisen kirjallisuudessa on korostettu monia tekijöitä kuten resurssivalintoja ja operatiivista päätöksentekoa, strategista suunnittelua ja toimintaa sekä kilpailuetujen valintaa. Näitä tekijöitä on korostettu yrityksen kilpailukykyisten toimintojen lisäksi myös organisaation suorituskyvyn lähteinä. Johtamiskäytännöt ovat kuitenkin osoittaneet kilpailukykyisten toimintojen saavuttamisen ja säilyttämisen monesti epäonnistuneen etenkin kun liiketoimintaympäristössä on ollut turbulenssia. Tämän tutkimuksen perusteella voidaan väittää epäonnistumisten johtuvan pääsääntöisesti yrityksen resurssivalintojen ja operatiivisten päätösten, strategisen suunnittelun ja toiminnan sekä kilpailuetujen valitsemisen välisestä epäsuhdasta.
Väitöskirja on yhdistelmä neljästä julkaisusta, joissa on käytetty sekä kvalitatiivisia että kvantitatiivisia metodeja. Tutkimuksen tuloksena on yleispätevä viitekehys, joka voi toimia tukena johtajille ja päätöksentekijöille heidän vastatessaan yrityksen resurssivalinnoista ja operatiivisista päätöksistä, strategisesta suunnittelusta ja toiminnasta sekä kilpailuetujen valinnasta. Viitekehys kehitettiin neljän eri vaiheen kautta. Ensimmäiseksi painotettiin kilpailuetuihin liittyvien vaihtoehtoiskustannusten tai moneen rinnakkaiseen painopisteeseen liittyvien haasteiden ymmärtämistä. Seuraavaksi tutkimuksessa kehitettiin viitekehys tehokasta strategista suunnittelua, toimeenpanoa ja valvontaa varten. Kolmanneksi strategisten tavoitteiden ja päämäärien saavuttamiseksi resurssivalintojen ja operatiivisten päätösten on oltava linjassa. Siksi päätettiin kehittää viitekehys, joka auttaa linjaamaan resurssivalinnat ja operatiiviset päätökset arvoketjussa, jonka jälkeen malli verifioitiin empiirisesti. Lopuksi nämä neljä julkaisua on yhdistetty oikeuttamaan väite, jonka mukaan organisaation kilpailukyvyn maksimoimiseksi yrityksen on yhdistettävä resurssivalinnat ja operatiivinen päätöksenteko, strateginen suunnittelu ja toiminta sekä kilpailuetujen valinta.
Väitöstutkimus antaa monin tavoin panoksensa yrityksen, turbulenttisen liiketoimintaympäristön, yrityksen kilpailukyvyn ja organisaation suorituskyvyn teorioista kertovaan kirjallisuuteen. Lisäksi tässä tutkimuksessa kehitetyt konseptit ja argumentit auttavat parantamaan operatiivisen ja strategisen johdon johtamiskäytäntöjä. Näin ollen ehdotettujen konseptien ja viitekehyksen käyttöönoton avulla yritys voi saavuttaa ja säilyttää kilpailukykyisen toimintansa turbulenttisessa liiketoimintaympäristössä.A number of factors have been emphasized in operations and strategic management literature, such as resource choice and operations decisions, strategic planning and actions, and the choice of competitive priorities. These factors have been highly emphasized not only as the source of a firm’s competitive operations, but also as the source of its organizational performance. However, managerial practice shows that the act of gaining and sustaining competitive operations has often failed, especially when the business environment is turbulent. Through this research, we argue that this failure is mainly due to the lack of fit between a firm’s resource choice and operations decisions, strategic planning and actions, and the choice of competitive priorities.
This dissertation is a combination of four publications approached through both qualitative and quantitative methods. A generalized framework has been proposed as a final outcome, which might act as a point of reference for managers and decision makers when correlating a firm’s resource choice and operations decisions, strategic planning and actions, and the choice of competitive priorities. The generalized framework was developed following four different steps. First, emphasis was given to gaining an understanding of the dilemma of trade-off or multi focus among competitive priorities. Second, the research developed a framework for effective and/or efficient strategic planning, implementation, and monitoring. Third, to meet strategic objectives and goals, there must be a proper alignment between resource choice and operations decisions; therefore, emphasis was placed on developing a framework that helps to align resource choice and operations decisions in the value chain, which was then verified empirically. Finally, these four publications have been combined to justify the argument that, to maximize organizational competitiveness and performance, there must be concurrence between a firm’s resource choice and operations decisions, strategic planning and actions, and the choice of competitive priorities.
This dissertation provides several contributions to the literature in the fields of theory of the firm, turbulent business environments, firm competitiveness, and organizational performance. Moreover, the concepts and the arguments developed in this research help to enhance the managerial practice of operations and strategic management. Hence, through the implementation of the suggested concepts and the framework, a firm can gain and sustain competitive operations in turbulent business environments.fi=vertaisarvioitu|en=peerReviewed|ei tietoa saavutettavuudest
Overcoming the Barriers of Strategic Planning, Implementation, and Monitoring in Turbulent Business Environment
No full textStrategic management has been highly emphasized in the literature as an enabler of competitive advantage. However, the managers and strategic leader often face challenges in systematic strategic planning, implementation and monitoring. Therefore, the objective of this research was to explore the current practices of strategic planning, implementation and monitoring, and pinpoint its barriers. The study has also given emphasis to identify the potential solutions in overcoming the barriers of strategic planning, implementation and monitoring. Likewise, the study has investigated the competencies of a good strategic planner. The study was conducted among the managers of Finnish SMEs. Methodologically the study adopts qualitative study following thematic and inductive approach. After a rigorous analysis of collected data and basing on resource based view and industry organization theory, a framework has been presented for systematic strategic planning, implementation and monitoring. Finally, the research limitation and future research possibilities have been discussed. </jats:p
Overcoming the Barriers of Strategic Planning, Implementation, and Monitoring in Turbulent Business Environment
No full textThe key factors of SMEs' resilience based on organisational behaviour theory
No full textThe global economic crisis and Covid-19 pandemic has increased turbulence and uncertainties in business environment, as a result Small and medium enterprises (SMEs) are facing more challenges. However, there remain open questions, how SMEs cope, survive and develop strategies that orchestrate resilience during these times. Using a sample of 3355 SMEs management configuration systems from European Union, the study explores how SMEs
resiliently prevailed during 2008 financial crisis and decade onwards. The study, considered Return on equity (ROE) ratio as a measure of resilience, explore the association of SMEs´ dynamic managerial capabilities, test the significance of management configurations, and propose an innovative framework that aims to improve competitiveness. The research demonstrated that top management configurations coupled with human resource management (HRM) could promote resilient performance during crisis and uncertain business environment. In addition, the study offers choices on management configuration to decision makers, highlights the research limitations and future studies.©2023 Inderscience.fi=vertaisarvioitu|en=peerReviewed
Sources of sustainable competitive advantage and direction of development : a study on pharmaceutical SMEs
No full textTo cope, preserve market position, and achieve sustainable competitive advantage (SCA), companies should put operations strategy into action systematically and coherently. In this vein, the purpose of this study is to evaluate small and medium-sized (SME) pharmaceutical firms in southern Vietnam considering their current strategic orientation, development path, and sustanability of competitive advantage. The method used in this research is Sense and Respond
(S&R), supported with combination of different tools. The data has been gathered from six companies utilizing two questionnaires: “Manufacturing strategy index (MSI)” and “S&R”. The results show that, all case companies act as Analyzer both in the past and in the future when employing operations strategy. In all case companies, quality found to be the most important competitive priority in the past and future, and the main source of competitive advantage. Furthermore, spearhead technology and knowledge (T&K) found to be the main source of risk in operations strategy and SCA. The Weak Market Test demonstrates that the research results are consistent with the actual situations of the case companies. The research concludes that S&R method works well in evaluating the operative SCA of pharmaceutical SMEs.© Acta Logistica, www.actalogistica.eufi=vertaisarvioitu|en=peerReviewed
From awareness to practice : Insights from the managers of Finnish circular economy pioneering companies
No full textIn recent years, research on circular economy has increased tremendously, as well as gained attention from governments and business practitioners. However, the knowledge of effective and efficient transition from a linear business model to circular economy remains limited. Therefore, the objective of this research is to explore the awareness and current practices of managers from companies implementing circular business models. The required data for this research were collected from 22 managers, whose companies belong to the list of “41 pioneering Finnish circular economy companies”. Methodologically, the study adopts a qualitative approach, following content analysis. The collected data is analyzed rigorously to uncover insights regarding managers’ awareness to circular economy, experienced barriers, drivers, and indicators of circular economy. Key research results show that 66.7% of responses represent circular economy as a core activity, with 68% having already integrated circular economy principles into the supply chain. Main barriers include lack of knowledge and technology (21.4%), while strategies to address the barriers focus on promoting technology innovation (33.3%) and improving education and communication (31.3%). Besides, circular economy performance is measured primarily through recycled materials used (21.7%). Additionally, the study investigates the approaches companies employ to develop circular economy implementation strategies, an area often overlooked in circular economy literature. The findings indicate that process-led and market-led management strategies are commonly practiced, accounting for 32% and 21%, respectively. Overall, this study sheds light on the current state of circular economy implementation at the micro level and provides valuable insights for policymakers, practitioners, and researchers aiming to promote the transition towards a circular economy.© 2024 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).fi=vertaisarvioitu|en=peerReviewed
