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This paper seeks to examine empirically from a contingency perspective the influence of business strategy on the relationship between operations strategy and business results.

Analysis is carried out on a sample of 76 Spanish ceramic tile firms. Data on strategies are gathered by means of a postal survey addressed to operations managers and information on firms' results is drawn from secondary sources. Operations strategy is represented by competitive priorities and business strategy is based on Miles and Snow's typology. Relationships are modelled in regression equations including interaction terms in order to test for the existence of a moderating effect.

Existence of a moderating effect of business strategy on the relationship between operations strategy and firms' results is demonstrated. Specifically, in defender firms, the cost and quality priorities influence positively, whereas priorities of delivery and flexibility have a negative effect. No influence of operations strategy on firms' results is observed in analyser or prospector firms.

Limitations of this research include the reduced number of organisations investigated and the fact that all companies belong to a single industry. Also, the fact that strategy variables are based on self‐reporting measures identified by a single respondent.

Practitioners must bear in mind the coherence between operations strategy and business strategy. In this work, details of business and operations strategy fits are given.

The fit between operations strategy and business strategy is studied by focusing on the moderating role of business strategy.

The purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency culture) on business excellence results criteria (customer results, people results, society results and business results) in the United Arab Emirates (UAE) and explore the moderating role of information and communication technology (ICT) use in both service and manufacturing industries.

Data were collected by questionnaire from 448 managers in nine companies that have won the Sheikh Khalifa Excellence Award in the last three years. Structural equation modeling was used to examine the data.

Organizational culture is significantly related to business excellence. However, these effects varied for different business excellence criteria. Three organizational culture types had a significant positive role in achieving excellent customer-related results. All four types of organizational culture had a positive role in achieving excellent people-related results. Only two culture types had significant role in achieving excellent society-related results. Business results were positively related to a balance between the four types of organizational culture. ICT use moderated the relationship between organizational culture and results related to customers, people and business, but not society.

This study had some conceptual limitations. In particular, it considered the organizational culture as four types in the research model, but without structuring the indices under each type. It also had some methodological limitations. It was cross-sectional and used a self-administered questionnaire, which means that no causal relationships can be implied, and there may have been some bias in responding.

This is one of the first studies that investigate the relationship between organizational culture and business excellence in UAE excellence award-winning companies.

A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.

The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:

Many organizations are investing much time and effort in the management of quality. A few enlightened ones even have a vision to be the best. G. Howland Blackiston, the president of the Juran Institute, noted recently that, “All around the world companies are waking up to ‘quality’. Everyone is touting quality. Many are attempting it. Some organizations have gotten enviable results by using the concepts of ‘managing for quality’ dramatically to lower their costs, increase their profits and become more competitive in an increasingly competitive market. For these winners, quality has become an integral part of their business strategy”.

With support from the dynamic capabilities theory, this paper examines the role of Cloud Computing technology use in logistics (Cloud-Supported Logistics) and its effect on business results in Lean manufacturing management (Lean Production implementation) and Supply Chain Integration contexts.

Using the survey method, a random sample of 260 companies in intermediate positions in their supply chains was gathered from a population of 1,717 Spanish companies and used to test five hypotheses. The data were collected by telephone survey using a computerised system with a response rate of 15.6% (260 valid questionnaires). Structural equation modelling was used to test the five proposed hypotheses.

The findings indicate that Cloud-Supported Logistics use plays an important role in achieving better business results in Lean Production environments. Lean Production has been found to have both a direct effect and an even more powerful indirect effect on performance through the Cloud-Supported Logistics and Supply Chain Integration that these technologies produce. Supply Chain Integration is also found to have a mediating effect in the Cloud-Supported Logistics–performance relationship.

This study is valuable for academics and practitioners as it provides evidence of the relevant role played by Cloud-Supported Logistics in Lean Production implementation contexts. Cloud-Supported Logistics and Lean Production are strategically and operationally linked and their joint use results in Supply Chain Integration and better business performance.

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

The main purpose of this paper is to explore the impact of digital technologies on the promotion of tourist offer from the perspective of family businesses. The paper tries to provide a better understanding of the factors that determine the use of digital technologies in the family tourism business, both in the modern digital world and in times of uncertainty and crisis caused by the COVID-19 pandemic.

The survey method was used in the realization of the research. Data were collected using a stratified random sample of 86 tourism providers in Montenegro and analyzed by using SEM models, logistic regression and descriptive statistics.

The results showed that the demographic characteristics of the respondents were the least important factors in the analysis; while factors that significantly affected the use of digital technologies in Montenegrin tourism included the nature of future tourism trends perceived by respondents, crisis and uncertainty caused by the COVID-19 pandemic, participants’ perceptions, attitudes and understanding of the specificities of digital technologies and benefits they offer to tourists, perceived from the perspective of the family business representative. Furthermore, the results of logistic regression revealed that pandemic had stronger consequences on micro and small enterprises, compared to those imposed on medium-sized firms. These impacts relate to changes in organization and redesign of workflows, altered communication from traditional to digital and increased importance of business innovations. On the other hand, the increased significance of integration of marketing channels for multiple target segments, as a consequence of the COVID-19 pandemic, was stronger pronounced in medium-sized businesses compared to micro and small ones.

The results obtained may serve the holders of the tourist offer, managers and decision-makers when making decisions on the imposition of digital technologies in tourism, in order to secure global reach business, multi-channel tourist interaction, cost-saving and being ahead of competitors. This enables an integrated analysis that forms the basis for further creation of tourism and marketing policies at the individual and collective level to attract tourists and strengthen Montenegro’s competitiveness as a destination.

The net effect of the discussion on business process re‐engineering and total quality management has been to focus attention on cross‐functional business flows‐the processes by which organizations actually function. The relative success or failure of an organization can therefore be seen in terms of the relative robustness of its business processes to the dynamics of both its internal and external environments. The increasing use of cross‐functional and multidisciplinary teams to identify and manage process improvement opportunities is a characteristic of the increasing need for an integrated management approach to successful process management. In recent years, the European Quality Award (EQA) model has been used increasingly by organizations to undertake self‐assessments of their business and organizational performance. Describes the framework of the EQA model, and how organizations can use self‐assessment against the EQA model as a strategic tool to build process robustness and achieve integrated management.

One of the main contemporary challenges in organisations is finding ways of measuring their intellectual capital (IC), and its effects on competitiveness and financial sustainability. The purpose of this paper is to analyse the influence of IC on the long-term financial performance of Brazilian companies.

Considering that previous studies have not been able to explain the role of IC in financial sustainability (measured by long-term corporate performance), this paper attempts to fill this gap by means of a quantitative, descriptive and applied study. Based on the theories of knowledge management, accounting and finance, the authors have undertaken a study of the companies listed on the BM&FBovespa, based on secondary data, using a multi-industrial cut, over the period 2005 to 2014, using descriptive and multivariate statistics.

The analysis supports three major conclusions: IC influences positively the profitability and corporate return of these companies; the more intangible-intensive public companies listed on the BM&FBovespa demonstrate higher financial sustainability than the others, in terms of profitability and corporate return, either individually, globally or by industry; and that IC helps increase financial performance, systematically, over time.

Contributions of the following types were sought: theoretical (increasing an understanding of the effects of IC on business performance from a long-term perspective – an understanding that is still only incipient in the management literature); and empirical (increasing an understanding of the role of IC in the differentiation of companies, in organisational profitability and on the return on applications of resources).

The original proposal for the measurement of financial performance presented in this paper proved to be valid and consistent, complementing what is known about the subject under examination, contributing to the improvement of management theory and practice and providing a competitive benchmarking process. This can make it possible for company analysts or managers to evaluate their company in relation to its industry or its market as a whole by means of such indicators, individually or combined with other quantitative or qualitative metrics.

The results of this research reduce a gap in the management and accounting literature, as they shed light on the performance measurement process. In addition to the range and depth of the statistical tests carried out, attention should be drawn to the originality of the proposal presented in this paper. This facilitates the measurement of the effects of IC on financial performance through the selection and application of specific indicators for the assessment of the contribution of IC to organisational results.