scholarly journals Involving hybrid professionals in top management decision-making: How managerial training can make the difference

2019 ◽  
Vol 32 (4) ◽  
pp. 168-179 ◽  
Author(s):  
Giorgio Giacomelli ◽  
Francesca Ferré ◽  
Manuela Furlan ◽  
Sabina Nuti
Keyword(s):  
Decision Making ◽  
Management Practices ◽  
Training Programs ◽  
Management Decision ◽  
Top Management ◽  
Performance Information ◽  
Managerial Training ◽  
Management Decision Making ◽  
The Impact ◽  
Clinical Directors

Hybrid professionals have a two-fold – professional and managerial – role, which requires appropriate management skills. Investing on managerial training programs aims to empower professionals with managerial skills and competencies. Does this pay back? Assessing the impact of such training programs is still a limited practice. This paper explores whether participation in managerial training programs in healthcare can enhance the involvement of hybrid professionals (namely, clinical directors) in top management decision-making. The mediational effects of knowledge of performance information and its use are explored. Survey data were collected from more than 3000 clinical directors of 69 public health authorities from five regional healthcare systems in Italy. Relationships between participation in managerial training programs, performance management practices (i.e., knowledge and use of performance information) and the level of clinicians’ involvement by the top management were studied using a three-path mediation analysis with structural equation modelling. Propensity score matching was also performed to mitigate selection bias. Knowledge and use of performance information positively mediate, both independently and sequentially, the relationship between clinical directors' participation in managerial training programs and the level of their involvement in decision-making. The results of the study suggest that managerial training can support hybrid professionals in engaging with managerialism and playing upward influence on top management decision-making.

Loyalty card adoption in SME retailers: the impact upon marketing management

2015 ◽  
Vol 49 (3/4) ◽  
pp. 467-490 ◽  
Author(s):  
Karise Hutchinson ◽  
Lisa Victoria Donnell ◽  
Audrey Gilmore ◽  
Andrea Reid
Keyword(s):  
Decision Making ◽  
Current Knowledge ◽  
Marketing Management ◽  
Management Decision ◽  
Adoption Process ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Management Decision Making ◽  
The Impact ◽  
Loyalty Card

Purpose – The purpose of this paper is to understand how small to medium-sized enterprise (SME) retailers adopt and implement a loyalty card programme as a marketing management decision-making tool. Design/methodology/approach – A qualitative and longitudinal case study research design is adopted. Data were collected from multiple sources, incorporating semi-structured interviews and analysis of company documents and observation within a retail SME. Findings – The findings presented focus on the loyalty card adoption process to reflect both the organisational issues and impact upon marketing management decision-making. Research limitations/implications – This research is restricted to one region within the UK, investigating loyalty card adoption within a specific industry sector. Practical implications – SME retailers operate in an industry environment whereby there is a competitive demand for loyalty card programmes. SME retailers need to carefully consider how to match the firm’s characteristics with customer relationship management (CRM) operational requirements as highlighted in this case. Originality/value – The evidence presented extends current knowledge of retail loyalty card programmes beyond the context of large organisations to encompass SMEs. The study also illustrates the value of a structured, formal CRM system to help SME retailers compete in a complex, competitive and omni-channel marketplace, adding new insights into the retail literature.

Some Observations on Marketing Research in Top Management Decision Making

1969 ◽  
Vol 33 (4) ◽  
pp. 10-15 ◽  
Author(s):  
John G. Keane
Keyword(s):  
Decision Making ◽  
Marketing Research ◽  
Management Decision ◽  
Top Management ◽  
Management Decisions ◽  
Management Decision Making

The author's comments on the role of marketing research in top management decisions are based on his association with six companies (and continuing contact with many more) spanning manufacturing, consulting, and advertising. Some of these observations on the diverse marketing research-top management interface in decision making were presented to the Chicago Chapter of the American Marketing Association. The Chapter conferred a Merit Award on the earlier presentation during its 1968 competition for papers advancing the science of marketing.

scholarly journals Efficiency of Vegetables Produced in Glasshouses: The Impact of Data Envelopment Analysis (DEA) in Land Management Decision Making

Land ◽  
2019 ◽  
Vol 8 (1) ◽  
pp. 17
Author(s):  
Thomas Bournaris ◽  
George Vlontzos ◽  
Christina Moulogianni
Keyword(s):  
Decision Making ◽  
Data Envelopment Analysis ◽  
Land Management ◽  
Crop Protection ◽  
Efficiency Score ◽  
Management Decision ◽  
Data Envelopment ◽  
Climate Conditions ◽  
Management Decision Making ◽  
The Impact

Glasshouse farming is one of the most intensive types of production of agricultural products. Via this process, consumers have the ability to consume mainly off-season vegetables and farmers are able to reduce operational risks, due to their ability to control micro-climate conditions. This type of farming is quite competitive worldwide, this being the main reason for formulating and implementing assessment models measuring operational performance. The methodology used in this study is Data Envelopment Analysis (DEA), which has wide acceptance in agriculture, among other sectors of the economy. The production protocols of four different vegetables—cucumber, eggplant, pepper, and tomato—were evaluated. Acreage (m2), crop protection costs (€), fertilizers (€), labor (Hr/year), energy (€), and other costs (€) were used as inputs. The turnover of every production unit (€) was used as the output. Ninety-eight agricultural holdings participated in this survey. The dataset was obtained by face-to-face interviews. The main findings verify the existence of significant relative deficiencies (including a mean efficiency score of 0.87) as regards inputs usage, as well as considerably different efficiency scores among the different cultivations. The most efficient of these was the eggplant production protocol and the least efficient was that used for the tomato. The implementation of DEA verified its utility, providing incentives for continuing to use this methodology for improving land management decision making.

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