Generally, business performance or success means that the operational ability to satisfy the desires of the enterprise’s major objectives (Smith & Reece, 1999). Another study argued that business practices consist of ways of transforming business values into the process for achieving business objectives (Gamini & Senathiraja, 2003). In addition, several researchers identified a positive relationship between business practices and enterprise performance or success (Lau, et al. 2004; Prajogo & Sohal, 2003). The same result found that the large firm and micro and small enterprise performance depend on business practices or management activities (Wijewickrama, 2008).
One proposition is that organizational culture is a key player that encourage processes supporting innovation (Tellis et al., 2009); and this view is more relevant in the context of professional service firms. The concept of organizational culture has its origins in cultural anthropology and is popular within the organizational behavior, management, and marketing literatures (Gregory, Harris, Armenakis, & Shook, 2009; Schein, 1992). According to Schein (1992), Organizational culture is the beliefs and values determining the norms of expected behaviors that employees are expected to show. Organizational culture considered as a social force that is mainly invisible but very powerful (Schein, 1992) and based on empirical evidences it significantly affects market and financial performance and market-oriented behaviors, employee attitudes and organizational effectiveness (Gregory et al., 2009). Compared to organizational strategy and structure, Organizational
With the implementation of a corporate database, it is hoped that more of the processing can be centralized and automated. But the point is that the current emphasis on financials leads to the "unbalanced" situation with regard to other perspectives. There is perhaps a need to include additional financial-related data, such as risk assessment and cost-benefit data, in this category. In other words, the financial perspective addresses the question of how shareholders view the firm and which financial goals are desired from the shareholder 's perspective. The specific goals depend on the company 's stage in the business life cycle.
A Managing Director will be appointed who has overall responsibility for running the company. The managing director with help from other directors will appoint senior managers to run the company. The type of managers appointed will depend on the structure of the company. Possible structures will include: * regional managers when an virtusa Polaris operates on a regional basis * functional managers when an virtusa Polaris is split up into various functions e.g. human resources, finance, sales etc * departmental managers when an virtusa Polaris is split up into departments e.g.
It provides information particularly on job fit and leadership and highlights the potential employees.Bussey, Cathy (2009) described the HR department to maintain the knowledge and skills of the employees. Talent data is competitive advantage of the organization. The researcher concluded that talent data drives the growth of the corporate world. To know the capabilities of employees those are needed in the future and mold the employees to achieve the organization goal. Korn Ferry (2014) launched talent analytics that helps organization to identify the top performer, assess the employees’ performance and competency gaps, measure the effectiveness of employee engagement and compare the organization improvement with the corporate world.
At the same time KPI is not perfect, there are few disadvantages of KPI. The company difficult to define targets of KPI, its more concern about quantitative indicators, and these quantitative indicators is crucial impact on business performance without the use of specialized tools and instruments. KPI assessment is being distracted to make way mechanical assessment. This is because too much reliance on assessment indicators will produce some assessment on the controversy and disagreement. KPI is not suitable applicable for all positions.
The resource-based view (RBV) is a model that shows resources as key to superior company performance. If a resource shows Value, Rareness, Imitability, Organization (VRIO) attributes, the resource enables the firm to gain and sustain competitive advantage. The Resource-Based View (RBV) is an economic tool used to regulate the strategic resources available to a firm. These resources can be exploited by the firm in order to achieve sustainable competitive advantage. Barney (1991) described this theory, although it was Wernerfelt (1984) who make it known to the world the concept of resource position barriers being roughly analogous to entry barriers in the positioning school (see Porter, 1980).
1. INTRODUCTION This paper studies the Phases of Innovation Adoption in Businesses: the Effects of the Environment, Organization, and Top Management. The hypothesis of the thesis is: Top Managers’ Favorable Attitude toward Innovation Positively Influence all Phases of an Innovation Adoption. The main question of the research is: How Does the Top Managers Influence the Phases of Innovation Adoption? And the sub questions consist: What are the Phases of Innovation Adoption?
To make sure that their places are secured or they have a sustainable competitive advantage on the other market participants, businesses have to set rules, techniques and tactics not only to secure their position in the industry but also gain buyers by their differentiation. The notion of strategic business is one of the most crucial parts or processes in achieving success within a business. This term designates a set of well established, carefully selected techniques and decisions that can help an organization achieve its objectives if those techniques, rules, regulations and decisions are observed carefully. The concept of business strategy has received various definitions from numerous scholars and business consultants among them we have eminent professor Michael E. Porter whose contribution to the field of Management strategy is of great importance. In his book Competitive strategy, Porter defines business strategy as an internally consistent configuration of activities that distinguish a firm from its rivals (Porter, 1998).
Sustainable Competitive Advantage through Knowledge Evaluation The business world today is described, in addition to everything else, by an increasing competitiveness, globalization, consistent technological advances and organizational changes. Therefore the success of an organization lies heavily on how they implement sustainable competitive advantage. Determinants of sustainable competitive advantages have traditionally relied on a single framework (SWOT) and then focus to the environmental (external factors) of organizational performance (Porter, 1980; 1985). A more recent theoretical discussion of competitive advantage are in favor of those centered on internal elements, especially the resources and capabilities (Gratton 1997; Barney 1991;