Data as Competitive Weapon in the Digital-Globalization Era: An Empirical Inquiry on Marketing Analytics Using Multivariate Analysis

2020 ◽  
Vol 38 (3) ◽  
Author(s):  
Sana Baqai ◽  
Jawaid Ahmed Qureshi
Keyword(s):  
Absorptive Capacity ◽  
Direct Relationship ◽  
Top Management Team ◽  
Sales Performance ◽  
Management Team ◽  
Equation Modeling ◽  
Top Management ◽  
It Infrastructure ◽  
Marketing Analytics ◽  
Mediating Variables

In the wake of globalization, rapid advancements took place in every field. Data science and big data emerged as utmost prominent realms and in this nexus, marketing analytics outgrew as a robust discipline. The main purpose of this paper is to investigate how data is used as a competitive weapon, in the age of digital globalization, by marketers and if there is any direct relationship between marketing analytics (its measurement, IT infrastructure and barriers to deploy marketing analytics) and sales performance, and then keeping absorptive capacity and top management team advocacy as mediating variables, it is tested that whether they influence such direct relationship. This is a quantitative research; the questionnaire was being administered to 300 respondents (managers with some marketing managers, directors and chief executives). It avails Structural Equation Modeling (SEM) based multivariate analysis.The result records that there is a positively significant impact of measurement of marketing analytics and IT infrastructure on sales performance and in presence of the mediating variables, absorptive capacity and top management team advocacy, the impact of marketing analytics relatively increases on sales performance. However, barriers to deploy marketing analytics appeared insignificant. This research furnishes insights to marketers and e-marketers to improve sales performance and profitability; for properly applying marketing analytics, practitioners need to have proper IT infrastructure with absorptive capacity and top management team advocacy or support. Moreover, they need skillful employees who know how to acquire, extract, disseminate and utilize data in organizations for effective (strategic or operational) decision making.

scholarly journals KESAN INTEGRASI KELAKUAN KUMPULAN PENGURUSAN ATASAN KE ATAS KETANGKASAN ORGANISASI DI MALAYSIA: KAPASITI PENYERAPAN SEBAGAI PEMBOLEH UBAH PENGANTARA (The Effects of Top Management Team Behavioural Integration on Organisational Agility in Malaysia: Absorp

2021 ◽  
Vol 28 ◽  
Author(s):  
Khairul Naziya Kasim ◽  
Sofiah Md Auzair ◽  
Amizawati Mohd Amir ◽  
Nor Liza Abdullah
Keyword(s):  
Absorptive Capacity ◽  
Information Exchange ◽  
Dynamic Capabilities ◽  
Top Management Team ◽  
Management Team ◽  
Partial Least Square ◽  
Least Square ◽  
Top Management ◽  
Learning Capability ◽  
Organisational Agility

Kajian ini dijalankan untuk mengenal pasti kesan langsung dan tak langsung yang dimiliki oleh integrasi kelakuan kumpulan pengurusan atasan (KPA) ke atas dua keupayaan dinamik firma iaitu keupayaan pembelajaran dengan keupayaan konfigurasi semula, yang kedua-duanya diterjemahkan melalui pemboleh ubah kapasiti penyerapan dan ketangkasan organisasi. Analisis Partial Least Square ke atas maklum balas soal selidik daripada 159 buah firma perkilangan bersaiz besar dan sederhana di Malaysia menunjukkan terdapat hubungan positif yang signifikan antara integrasi kelakuan KPA dan kedua-dua kapasiti penyerapan serta ketangkasan organisasi. Hasil analisis juga menyokong hipotesis bagi hubungan tak langsung antara integrasi kelakuan KPA dan ketangkasan organisasi dengan kapasiti penyerapan sebagai faktor pengantara. Penemuan kajian ini menggesa KPA agar menonjolkan sikap yang mementingkan tingkah laku berkolaboratif, pertukaran maklumat yang berkualiti dan pembuatan keputusan secara bersama kerana ketiga-tiga aspek ini didapati secara kolektif memberi kesan yang positif kepada keupayaan dinamik firma. Dapatan kajian ini turut memberi isyarat kepada pengurusan atasan kepentingan untuk memastikan ketiga-tiga ciri ini dimiliki oleh calon yang bakal dipilih sebagai ahli KPA. Hasil kajian ini juga mampu menjadi titik rujuk kepada kajian lanjut yang dijalankan secara kualitatif yang dijangka dapat menyediakan gambaran lebih jelas mengenai peranan KPA dalam pembangunan keupayaan dinamik firma di Malaysia. Abstract This study was conducted to examine the direct and indirect effects of top management team (TMT) behavioural integration on two dynamic capabilities, that is, the learning capability and reconfiguration capability which have been translated through the absorptive capacity and organisational agility. The Partial Least Square analysis on the survey responses from 159 large- and medium-sized manufacturing firms in Malaysia shows that there are significant positive relationships between the TMT behavioural integration and both the absorptive capacity and organisational agility. The analysis results also support the hypothesis of an indirect relationship between the TMT behavioural integration and organisational agility with absorptive capacity as the mediator. The findings reveal the need for the TMT to emphasise collaborative behaviour, quality information exchange and collective decision-making as the three aspects are collectively found to have positive impacts on the firm's dynamic capabilities. The TMT also has to ensure that the candidates selected as its team members must have these characteristics. The results of the study can also be a reference point for qualitative studies conducted which can provide a clearer picture of the role of TMT in the development of dynamic capabilities of firms in Malaysia. Keywords: Top management team behavioural integration, absorptive capacity, organisational agility, dynamic capabilities of firms, Malaysia.  

Examining the pull, the push, and their simultaneous effects on managerial turnover

2020 ◽  
Vol 58 (12) ◽  
pp. 2639-2654 ◽  
Author(s):  
Yoonhee Choi ◽  
Namgyoo K. Park
Keyword(s):  
Top Management Team ◽  
The United States ◽  
Management Team ◽  
Top Management ◽  
Content Type ◽  
Economic Mechanism ◽  
Positive Effects ◽  
Psychological Mechanisms ◽  
Managerial Turnover ◽  
Psychological Mechanism

PurposeThis paper aims to examine the economic and psychological mechanisms in turnover at the managerial level. The paper investigates how (1) the ease of moving posed by alternative jobs (i.e. the economic mechanism) and (2) the desire to move due to low job satisfaction (i.e. the psychological mechanism) simultaneously influence top management team (TMT) turnover and these managers' subsequent job position and pay.Design/methodology/approachUsing 25 years of panel data on more than 2,000 top managers in the United States, the paper utilizes fixed-effects logistic regressions and the ordinary least squares model to test the hypotheses.FindingsThe authors find that CEO awards (an economic mechanism) and low compensation (a psychological mechanism) independently have positive effects on turnover. Turnover due to the economic mechanism leads to a higher position and pay, whereas turnover due to the psychological mechanism does not guarantee the same outcome. Further, when examining how pay dissatisfaction influences turnover simultaneously with CEO awards, the authors find that managers with the highest pay leave their firm, and not those with the lowest pay.Originality/valueThe paper employs the pull-and-push theory in the employee turnover literature and applies it to the top management team literature. By doing so, this paper contributes original insights to how economic and psychological mechanisms simultaneously affect managerial turnover and its subsequent outcomes.

"Top Management Team Attributes, Bricolage and Ambidexterity in SMEs"

2015 ◽  
Vol 2015 (1) ◽  
pp. 14431
Author(s):  
Roxana Turturea ◽  
Justin J.P. Jansen ◽  
Ingrid Verheul
Keyword(s):  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Team Attributes
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