scholarly journals Accounting Department Chairpersons Perceptions Of Business School Performance Using A Market Orientation Model

2012 ◽  
Vol 9 (1) ◽  
pp. 55-64
Author(s):  
Robert L. Webster ◽  
Kevin L. Hammond ◽  
James C. Rothwell
Keyword(s):  
Organizational Performance ◽  
Market Orientation ◽  
Business Schools ◽  
Department Chairpersons ◽  
Orientation Model ◽  
Data Collection And Analysis ◽  
Orientation Scale ◽  
Overall Performance ◽  
Potential Impact ◽  
Performance Scale

This manuscript is part of a stream of continuing research examining market orientation within higher education and its potential impact on organizational performance. The organizations researched are business schools and the data collected came from chairpersons of accounting departments of AACSB member business schools. We use a reworded Narver and Slater (1990) market orientation scale and the Jaworski and Kohlis (1993) overall performance scale for use in the current research. 101 chairs of accounting departments whose schools are members of AACSB responded to the survey. The manuscript details the data collection and analysis processes, the statistical findings, along with implications and a call for additional subject matter research.

scholarly journals Customer And Market Orientation Within AACSB Member Business Schools: Comparative Views From Three Levels Of Administrators

2010 ◽  
Vol 3 (7) ◽  
pp. 79-92 ◽  
Author(s):  
Robert L. Webster ◽  
Kevin L. Hammond ◽  
James C. Rothwell
Keyword(s):  
Higher Education ◽  
Organizational Performance ◽  
Market Orientation ◽  
Business School ◽  
Department Chairs ◽  
Business Schools ◽  
Mail Survey ◽  
Research Process ◽  
Vice Presidents ◽  
Marketing Department

This paper is part of a stream of research dealing with customer and market orientation within higher education, specifically within business schools holding membership in AACSB-International. A market orientation strategy leading to a customer and market-oriented organizational culture is based upon the acceptance and adoption of the marketing concept.  The market-oriented organization recognizes the importance of coordinating the activities of all departments, functions, and individuals in the organization to satisfy customers by delivering superior value.  The market-oriented organization continually monitors customer information, competitor information, and marketplace information to design and provide superior value to its customers.  Theory and empirical research suggest that higher levels of customer and market orientation result in a greater ability of the organization to reach its objectives, in other words, higher levels of organizational performance.  This paper extends the current research on the use of the market orientation strategy by reporting and analyzing customer and market orientation levels (scores) toward two customer groups within AACSB member business schools.  The two customer groups studied were students and employers of students.  Data input from three separate administrative levels having responsibilities associated with the business school were collected and analyzed.  The administrators participating in the study were academic vice-presidents, business school deans and marketing department chairs. A critical underlying question in the research is whether students and employers of students are viewed as customers by higher education administrators.  Comparisons of the various reported scores are made against a benchmark established in the marketing literature and then are compared by administrative group against one another.  The university academic vice-presidents, business school deans, and marketing department chairs were surveyed by way of a national mail survey.  All administrators were from colleges or universities holding membership in AACSB-International. 102 Vice-Presidents, 141 Business School Deans, and 94 Marketing Department Chairs responded.  The paper presents details of the research process, findings, statistical inferences, and discusses the implications of the research for schools of business and academic marketing departments.

The Impact of Bar Service Operation Practices on Organizational Performance in Indian Hotel Industry

2015 ◽  
Vol 8 (1) ◽  
Author(s):  
Mohinder C. Dhiman ◽  
Abhishek Ghai
Keyword(s):  
Organizational Performance ◽  
Hotel Industry ◽  
Demographic Variables ◽  
Study Results ◽  
Service Operation ◽  
Managerial Implications ◽  
Overall Performance ◽  
The Impact ◽  
The Relationship ◽  
Bivariate Test

The paper has a two fold purpose - examine the impact of bar service operation practices (BSOP) on organizational performance (OP) and study the relationship between organizational performance and demographic variables. Based on a survey of 362 bar managers perceptions on the impact of bar service operation practices on organizational performance were assessed by 59 practices and 6 demographic variables. Bivariate test and ANOVA were employed to test the working hypothesis in the study. Results indicated that there is a positive relationship between the bar service operation practices and organizational performance. Further, the results indicate some practical and managerial implications to improve organizational overall performance.

scholarly journals Market Orientation Practices and Effects on Organizational Performance

SAGE Open ◽  
2014 ◽  
Vol 4 (4) ◽  
pp. 215824401455359 ◽  
Author(s):  
Haim Hilman ◽  
Narentheren Kaliappen
Keyword(s):  
Organizational Performance ◽  
Market Orientation

scholarly journals A Theoretical Framework on Market Orientation-firm Performance Linkage in Textile Processing Industry: Mediating Effect of Entrepreneurial Orientation

Webology ◽  
2021 ◽  
Vol 18 (Special Issue 03) ◽  
pp. 261-273
Author(s):  
Dibyendu Pal ◽  
Kumar Shalender
Keyword(s):  
Firm Performance ◽  
Organizational Performance ◽  
Conceptual Model ◽  
Market Orientation ◽  
Entrepreneurial Orientation ◽  
Mediating Effect ◽  
Textile Processing ◽  
Processing Industry ◽  
Relationship Of ◽  
The Relationship

The objective of this theoretical paper is to explore the relationship of market orientation (MO) and organizational performance in the context of Indian textile processing industry. The study also aims to construct a conceptual model which can hypothesize the relationship between market orientation, firm performance, and entrepreneurial orientation (EO). The conceptual model is drawn with the help of extant literature review of studies conducted by various authors in the area of market orientation and entrepreneurial orientation. The study presents a model depicting the inter-relationship among MO, EO and firm performance. The proposed model also propounds that the relationship between market orientation and firm performance is mediated by entrepreneurial orientation. This work will be helpful for different stakeholders of textile processing industry to understand the importance of MO and EO and their impact on the performance of the organization. Also, the proposed conceptual model showing inter-relationship among MO, EO and firm performance is an addition to the existing pool of knowledge.

scholarly journals The Balanced Scorecard: the illusion of maximization without constraints

2012 ◽  
Vol 2 (1) ◽  
pp. 10-15
Author(s):  
Morten Jakobsen ◽  
Rainer Lueg
Keyword(s):  
Literature Review ◽  
Organizational Performance ◽  
Performance Measures ◽  
Balanced Scorecard ◽  
Analytical Study ◽  
Leading Indicators ◽  
Financial Indicators ◽  
Financial Success ◽  
The Balanced Scorecard ◽  
Overall Performance

The Balanced Scorecard (BSC) claims to maximize organizational performance through the management of different perspectives (e.g., financial, customers, internal processes, learning & growth). Most of the chosen measures are usually non-financial, as they are supposedly leading indicators of financial success. The developers of the BSC Kaplan and Norton see these perspectives as related, but not as linked to each other by accounting logic. Moreover, Kaplan and Norton recommend cascading the BSC across the organization by breaking up the BSC into sub-targets for each organizational unit.Inevitably, this can lead to situations where actors in an organization focus on a subset of non-financial indicators. In their attempt to maximize these indicators, unit-egoism may lead to sub-optimal overall performance of the organization. This is because the link from non-financial indicators at lower levels of the organization to the overall financial goals have been disjoined. This problem, however, has been largely ignored in the BSC-literature. Therefore, this paper addresses the rationality and limits inherent in the usage of multiple performance measures. For this, we conduct an analytical study based on a literature review.

scholarly journals To Understand the Team Cohesiveness, Teamwork Quality and Team Performance in Employee Performance in University

2019 ◽  
Vol 8 (2S9) ◽  
pp. 853-858
Keyword(s):  
Organizational Performance ◽  
Team Performance ◽  
Positive Impact ◽  
Employee Performance ◽  
Organization Performance ◽  
Negative Effects ◽  
Team Cohesiveness ◽  
Positive Effects ◽  
Overall Performance ◽  
The Impact

The purpose of this research is to seek and identify the impact teamwork has on organizational performance. The research to understand the teamwork quality, team cohesiveness and team performance in employee performance, identify the positive or negative effects of teamwork on employees and to examine the impact of teamwork on organization performance. Therefore, it is to determine how teamwork could effect and improve University employee’s performance within the organization. In fact, it is also to understand on how methods like teamwork quality, team cohesiveness, and teamwork performance have could be used to have positive effects in employee overall performance. The research study used correlation techniques in order to analyze the relationship between two variables that was Teamwork and Organization Performance. In many of the journals and article that was collected, there was clear evidence that teamwork and other measures of team performance are positively related with organization performance. The study of the research shown that there was a significant positive impact of teamwork on organizational performance and employee’s overall performance.

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