Search results

Reviews the role of non‐degree executive education in business schools. Suggests a focus on providing value to the external customer in executive education as a proactive way to force relevancy in teaching and research within business schools. Reviews strategies and policies associated with implementing such a focus on customer value. Discusses an executive education customer value‐determination system, which operationalizes some of these themes.

Destinations are strategic marketing units which consist of territorially delimited, consolidated areas of co‐operation. Options to improve a destination's competitive edge depend on the determinants of competitiveness. A destination's competitive position can be explained by factor conditions and conditions of demand, quality and structure of sectors involved, strategies as well as market and organizational structures. The competitive system depicted above forms the basis for the creation of “customer value” and therefore is a source of future competitive advantages. Customer value is the gap perceived by the customer between the perceived (multidimensional) benefit and the perceived (multidimensional) costs/prices of a destination compared to its competitors. The aim of the article is the explanation of “Customer Value Management” as a key strategy to affect a destination's competitive position by means of supply‐side measures as well as the communicated and achievable relative consumption/cost position.

A remarkable amount of theory‐based research is beginning to suggest that, even in organisations that pride themselves on having a quality orientation, the approach driving current policies and practices for human resource (HR) performance appraisal might be in fundamental conflict with essential requirements of total quality management (TQM). Seen in this light, this article aims to explore such (in)consistency between HRM theory and TQM precepts and assumptions.

Given that there is relatively little evidence regarding the nature of HR performance appraisal in quality‐driven organisations, this research used a combination of quantitative and qualitative investigation of performance appraisal and TQM assumptions.

The research highlights that while some of the quality management gurus, followed by other TQM scholars, advise organisations to relinquish and eliminate performance appraisal practices, this is not a unanimous view in both the literature and practice.

The research has the potential to aid researchers in comprehending the broad and complex mix of performance appraisal practices with those criteria underlying TQM. Therefore, the fundamental need is for more empirical research and analysis in order to test various theoretical assumptions about the impact of HR‐related practices on organisational performance in quality‐driven organisations.

The results of the research should enable practicing managers to determine which HR performance characteristics are more consistent with TQM initiatives. In particular, the research findings should also facilitate more valid diagnosis of TQM failures.

The paper highlights that the effectiveness of TQM can be enhanced by designing a performance management system that fits the culture and strategy of the organisation and also strongly supports a quality‐driven management strategy.

For its sustainable growth, an organization should drive customers from the role of consumers of products or services to value co-creators. Logistics performance, which produces value for customers, may activate value co-creation behavior among them. The purpose of this paper is to investigate entrepreneurial orientation (EO) as the determinant and customer value co-creation behavior as the outcome of logistics performance.

The data for this research came from 328 dyads of logistics managers of chemical manufacturers and purchase managers of their customer companies in Vietnam context. The data were analyzed using structural equation modeling approach.

The research results confirmed the role of EO in predicting logistics performance. Logistics performance was also found to positively influence customer-organization identification, which, in turn promoted customer value co-creation behavior.

Entrepreneurship, logistics, and marketing research streams converge through the research model of the relationship between EO, logistics performance, and customer value co-creation behavior.

During the past decade, corporations have experienced a number of environmental “shocks” which have forced CEOs to examine the nature of their enterprises. Today, more so than ever before, executives are having to react to the concerns of various internal and external stakeholders. Among the key concerns of CEOs are: increased competition, especially at the global level, environmental issues (e.g. “green marketing”), and the demands of various stakeholder groups. The result of this new competitive environment is heightened pressure for businesses to perform.

This special “Anbar Abstracts” issue of the Journal of Management in Medicine is split into six sections covering abstracts under the following headings: General Management; Personnel and Training; Quality in Health Care; Health Care Marketing; Financial Management; Information Technology.

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into nine sections covering abstracts under the following headings: Business Strategy; Marketing Strategy; Customer Service; Sales Management; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution; Sundry.

This special “Anbar Abstracts” issue of the Leadership & Organization Development Journal is split into four sections covering abstracts under the following headings: Culture, Change and Intervention; Management Styles and Techniques; Leadership and Decision; Communications.

Traces the evolutionary process leading from traditional supply chain logistics. This is accomplished by tracing three foundational concepts – the total cost concept; the systems approach; and the customer service concept – to assess their influence on service response logistics. Anticipates continued interest in this area as organizations seek to structure themselves to be responsive to the changing needs of their individual customers.