by : Kofi Poku & Richard Vlosky
Working Paper #63 December 2, 2003
AbstractIn 2002, we developed a model to investigate the influence of corporate orientation (marketing orientation) on Internet adoption effectiveness. Five constructs for independent variables and one construct for marketing orientation, the moderating variable, were developed. Hypotheses, stated as independent variables, “will be positive for high marketing orientation and negative for low marketing orientation” are suggested to result in stronger correlations and steeper regression slopes with a higher marketing orientation. The overarching proposition is that a strong marketing orientation has a positive effect effectiveness of Information Technology adoption.
Corporate Culture
For many years, scholars in organizational behavior have attempted to demonstrate the link between an organization’s culture and its performance. It has been argued that the success of an organization’s strategy depends, to a significant extent, on the culture of the organization (Yip 1995).
One common thread that greatly affects many of the organizational aspects that enhance performance and increase productivity is the widely shared and strongly held values that underlie and define an organization’s culture. Desphandé and Webster (1989) reviewed several studies and defined organizational (or corporate) culture as “the pattern of shared values and beliefs that help individuals understand organizational functioning and thus provide them with the norms for behavior in the organization”. Schneider and Rentsch (1988) describe culture as “why things happen the way they do”, and organizational climate as “what happens around here”. Cultures can be determined by the values, assumptions and interpretations of organization members (Hales 1998). These factors can be organized by a common set of dimensions on both psychological and organizational levels to derive a model of culture types to describe organizations (Cameron and Freeman 1991). Corporate culture is an important predictor of organizational capabilities and outcomes such as customer orientation (Desphandé et al. 1993) and new product development (Moorman 1995).
Harrison (1975) reported four types of cultural orientations of employees as derived from . . . . . . (baca_selengkapnya )
For many years, scholars in organizational behavior have attempted to demonstrate the link between an organization’s culture and its performance. It has been argued that the success of an organization’s strategy depends, to a significant extent, on the culture of the organization (Yip 1995).
One common thread that greatly affects many of the organizational aspects that enhance performance and increase productivity is the widely shared and strongly held values that underlie and define an organization’s culture. Desphandé and Webster (1989) reviewed several studies and defined organizational (or corporate) culture as “the pattern of shared values and beliefs that help individuals understand organizational functioning and thus provide them with the norms for behavior in the organization”. Schneider and Rentsch (1988) describe culture as “why things happen the way they do”, and organizational climate as “what happens around here”. Cultures can be determined by the values, assumptions and interpretations of organization members (Hales 1998). These factors can be organized by a common set of dimensions on both psychological and organizational levels to derive a model of culture types to describe organizations (Cameron and Freeman 1991). Corporate culture is an important predictor of organizational capabilities and outcomes such as customer orientation (Desphandé et al. 1993) and new product development (Moorman 1995).
Harrison (1975) reported four types of cultural orientations of employees as derived from . . . . . . (baca_selengkapnya )
There has been a growing appreciation that for firms with a substantial investment in manufacturing capabilities, profitability and competitive advantage could be better achieved through satisfactory integration of manufacturing and marketing activities (Blois 1980). However, the need to develop such an orientation becomes clearly evident only when certain types of information are available in order to enhance effective and prompt response.
IT benefits are commonly based on enhanced decision-making or improved business performance. The use of information in decision-making involves integrating information sources and selecting among alternative strategies (Bettman et al. 1990), whereas information use in decision implementation concerns how decisions should be carried out (Nutt 1986). Information use in evaluation, on the other hand, refers to the determination of positive and negative performance outcomes and the reasons for the outcomes (Zaltman and Moorman 1989).
The development of IT comes with a significant risk of whether the end-users will actually use it or not. To ensure continued use, external variables (such as . . . . . (baca_selengkapnya )
IT benefits are commonly based on enhanced decision-making or improved business performance. The use of information in decision-making involves integrating information sources and selecting among alternative strategies (Bettman et al. 1990), whereas information use in decision implementation concerns how decisions should be carried out (Nutt 1986). Information use in evaluation, on the other hand, refers to the determination of positive and negative performance outcomes and the reasons for the outcomes (Zaltman and Moorman 1989).
The development of IT comes with a significant risk of whether the end-users will actually use it or not. To ensure continued use, external variables (such as . . . . . (baca_selengkapnya )
Artikel lengkap dikompilasi oleh/hubungi :
Kanaidi, SE., M.Si (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management). e-mail ke : kana_ati@yahoo.com atau kanaidi@poltekpos.ac.id
Kanaidi, SE., M.Si (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management). e-mail ke : kana_ati@yahoo.com atau kanaidi@poltekpos.ac.id
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