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Article
Publication date: 12 March 2020

Juan-Gabriel Cegarra-Navarro and Silvia Martelo-Landroguez

Intellectual capital includes what employees know and the agility to search and retrieve knowledge (organizational agility). Organizational agility could be seen as the result of…

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Abstract

Purpose

Intellectual capital includes what employees know and the agility to search and retrieve knowledge (organizational agility). Organizational agility could be seen as the result of using validated routines and protocols (knowledge application), but also as the result of using unproven theories, rumors, colloquial expressions, or sayings (counter-knowledge), which means that organizational memory may enable both the application of good knowledge and the mitigation of counter-knowledge. This study examines the links between a firm's organizational memory, counter-knowledge, knowledge application, and organizational agility.

Design/methodology/approach

Using SmartPLS 3.2.8 in a sample of 112 companies, the following questions were addressed: Does the improvement of organizational memory result in the growth of organizational agility? Does the growth of counter-knowledge and knowledge application at the same time hinder the enhancement of organizational agility?

Findings

The results support that organizational memory not only enhances the application of gained knowledge but also allows the spreading of rumors, gossip, and inappropriate or false beliefs (counter-knowledge). Furthermore, results support that the knowledge that emerges from the development in parallel or simultaneous of counter-knowledge and knowledge application provides bad references, which will lead to a degradation of organizational agility.

Practical implications

When supporting organizational agility, managers should be conscious of the urgency of counteracting the misuse of counter-knowledge.

Originality/value

These findings make an important contribution to what is potentially a barrier to innovation and creativity, helping managers overcome the problems associated with misunderstandings or wrong assumptions derived from counter-knowledge.

Details

Journal of Intellectual Capital, vol. 21 no. 3
Type: Research Article
ISSN: 1469-1930

Keywords

Article
Publication date: 25 October 2018

Jerónimo García-Fernández, Silvia Martelo-Landroguez, Luisa Vélez-Colon and Gabriel Cepeda-Carrión

This study aims to analyze the impact and predictive capacity of organizational culture on both customer loyalty and organizational performance in health clubs using data from…

1385

Abstract

Purpose

This study aims to analyze the impact and predictive capacity of organizational culture on both customer loyalty and organizational performance in health clubs using data from managers and customers of health clubs in Spain.

Design/methodology/approach

A total of 101 managers were asked to measure organizational culture and organizational performance and 2,931 customers were asked to indicate their customer loyalty. The proposed hypotheses were tested and their predictability assessed through PLS-SEM. A composite concept was adopted to analyze the relationships between the different constructs and their indicators.

Findings

The findings suggest that organizational culture has a positive relationship with both customer loyalty and organizational performance. The four main dimensions of organizational culture that influence this relationship are, in order of significance, organizational presence, formalization, atmosphere and service-equipment. The authors’ model has a very good predictive power for both dependent variables.

Originality/value

Customer loyalty is an aspect of health clubs that can be improved. This study highlights the importance of creating a strong organizational culture in health clubs, as it enhances and predicts customer loyalty and organizational performance. Its predictability has already been tested with samples of managers and customers, with the analysis being performed from the perspective of the organization’s management and customer perceptions. This study also contributes to the field of sport management, using a predictive PLS-SEM technique.

研究目的

本论文旨在分析组织文化对于健身俱乐部客户忠诚度和组织绩效的影响力和推导力,以西班牙健身俱乐部经理和客人为研究样本。

研究设计/方法/途径

共有 101 名健身俱乐部经理和 2,931 名客人构成本论文研究样本,分别采集了经理们对于组织文化的态度和健身俱乐部客人们对于客户忠诚度的态度。本论文采用偏最小二乘回归(PLS-SEM)验证假设。本论文借用一个综合概念以分析不同结构和其自变量的关系。

研究结果

组织文化对客户忠诚度和组织绩效有积极促进作用。组织文化的四大维度包括,以影响力排序,组织存在、正规化、氛围、和服务-设备等。本论文模型对于客户忠诚度和组织绩效有很好的推导力。

研究原创性/价值

客户忠诚度是值得健身俱乐部加强的。本论文强调了健身俱乐部中组织文化的重要性,这是因为它增强和促进客户忠诚度和组织绩效。其促进和推导力已经由本论文借用经理和客人的样本,从组织管理者和客户两方面角度,实际验证。本论文采用推导性PLS-SEM方法,还对体育管理领域有着贡献。

关键词

组织文化,推导力,绩效,健身行业,健身俱乐部,PLS-SEM

Details

Journal of Hospitality and Tourism Technology, vol. 9 no. 3
Type: Research Article
ISSN: 1757-9880

Keywords

Article
Publication date: 16 October 2019

Fernando Criado-García, Arturo Calvo-Mora and Silvia Martelo-Landroguez

The purpose of this paper is to identify knowledge as a key strategic resource within the EFQM excellence model. The study also analyses whether the EFQM model helps to create an…

Abstract

Purpose

The purpose of this paper is to identify knowledge as a key strategic resource within the EFQM excellence model. The study also analyses whether the EFQM model helps to create an adequate context for successful knowledge management (KM). A description is given of the synergies between both management approaches, with the purpose of reaching sustainable competitive advantages within organizations.

Design/methodology/approach

A literature review and a content analysis are carried out which show how the current version of the EFQM model includes the key aspects of the knowledge management systems (KMS) and its process. Also, the relationships and synergies between both considered management approaches are analyzed: quality management and KM.

Findings

After a detailed analysis of KM issues in the EFQM model, important synergies and complementary elements are appreciated between both management frameworks. Evidence is given of how the integration of both frameworks constitutes a dynamic capability that can lead organizations to attain sustainable competitive advantages.

Practical implications

An exhaustive review is given of the elements related to KM present in the EFQM model. In addition, companies are offered guidelines to be able to manage their knowledge through a model that is recognized and widespread in the business sphere.

Originality/value

The research develops the first content analysis of the process elements and KMS present in the whole structure of the EFQM model. Furthermore, it is shown how the integration of excellence and KM constitutes a dynamic capability for organizations based on continuous improvement, innovation and learning.

Details

International Journal of Quality & Reliability Management, vol. 37 no. 5
Type: Research Article
ISSN: 0265-671X

Keywords

Content available
Article
Publication date: 9 July 2018

122

Abstract

Details

Management Decision, vol. 56 no. 7
Type: Research Article
ISSN: 0025-1747

Article
Publication date: 24 May 2013

Silvia Martelo Landroguez, Carmen Barroso Castro and Gabriel Cepeda-Carrión

The aim of this paper is to contribute to the service management literature by identifying the possible relationship between customer value seen from the customer perspective and…

8044

Abstract

Purpose

The aim of this paper is to contribute to the service management literature by identifying the possible relationship between customer value seen from the customer perspective and from the firm perspective, and its potential influence on the value created for the service customer. The authors have not found any papers which focus on the relationship between these different perspectives of customer value, and the aim is to fill this gap in the literature.

Design/methodology/approach

The paper proposes that a relationship between the different perspectives exists and attempts to create an integrated vision of customer value.

Findings

The proposed model shows that it is the relationship between customer value from the customer ' s point of view and customer value from the firm ' s point of view that really creates value.

Practical implications

The paper can influence the current service management of firms with regard to customer value creation in several ways.

Originality/value

From the existing literature, it is deduced that customer value can be seen as perceived value (the customer perspective) or as value creation and appropriation (the firm perspective). The paper proposes that these three types of value are equivalent in an important level and should always be interrelated.

Details

Journal of Services Marketing, vol. 27 no. 3
Type: Research Article
ISSN: 0887-6045

Keywords

Article
Publication date: 11 July 2016

Silvia Martelo-Landroguez and David Martin-Ruiz

The purpose of this paper is to contribute to the services management literature by identifying a sequence of the different processes of knowledge management (KM) to create…

2176

Abstract

Purpose

The purpose of this paper is to contribute to the services management literature by identifying a sequence of the different processes of knowledge management (KM) to create customer service value.

Design/methodology/approach

The context for the research hypotheses is the Spanish banking industry. The authors conducted a study including 76 banks and 1,832 customers of these banks. This paper uses the partial least squares method to conduct the data analysis.

Findings

The authors find support for all the hypotheses proposed in the model. The results show that service firms that are able to apply more knowledge or apply knowledge more effectively are likely to generate more benefits for their customers, and/or reduce their sacrifices, contributing significantly to a higher perception of service value.

Research limitations/implications

The study focusses on one particular industry in a single point in time. A longitudinal analysis of a variety of service industries would enrich the study.

Practical implications

It is argued that KM constitutes a key capability for service firms for the delivery of service value. According to the research, if service firms want to improve the application of knowledge, it is important to focus on knowledge retention while they create new knowledge.

Originality/value

Although a considerable amount of research has been carried out in the fields of KM and customer value, there has been less research that has taken both into consideration simultaneously. This paper addresses this gap in the literature.

Details

Journal of Service Theory and Practice, vol. 26 no. 4
Type: Research Article
ISSN: 2055-6225

Keywords

Article
Publication date: 2 August 2011

Silvia Martelo Landroguez, Carmen Barroso Castro and Gabriel Cepeda‐Carrión

The purpose of this paper is to contribute to the strategic management literature by identifying possible combinations of three organizational capabilities (market orientation…

6334

Abstract

Purpose

The purpose of this paper is to contribute to the strategic management literature by identifying possible combinations of three organizational capabilities (market orientation, knowledge management, and customer relationship management). It seeks to analyze the potential interaction between them that would lead to the creation of superior customer value.

Design/methodology/approach

The research question is: “If the customer demands superior value, how should a firm combine its existing capabilities in order to offer this superior value?”

Findings

It is clear that one should turn to dynamic capabilities to explain the connection between the interaction of these three capabilities and superior customer value. Firms are aware of the customers' demand for superior value and need to know how to combine their existing capabilities to offer this superior value.

Practical implications

A possible way of increasing the value created for the customer is proposed, which is a key factor for the increasing number of firms seeking new ways to achieve and maintain competitive advantage.

Originality/value

It is posited that the interaction between the three proposed capabilities constitutes a dynamic capability.

Details

Management Decision, vol. 49 no. 7
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 7 April 2014

Silvia Martelo-Landroguez and Juan-Gabriel Cegarra-Navarro

Spanish banks which took rescue packages are trying to find innovative ways to improve customer value. The main purpose of this paper is to investigate the extent to which banks

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Abstract

Purpose

Spanish banks which took rescue packages are trying to find innovative ways to improve customer value. The main purpose of this paper is to investigate the extent to which banks combine external knowledge with internal knowledge to build customer value.

Design/methodology/approach

A firm ' s knowledge corridor is an organizational capacity, referring to the ability to absorb external knowledge and utilize it in generating innovative outputs. This paper examines the relative importance and significance of knowledge transfer and knowledge storage/retrieval processes as bridges between “potential absorptive capacity” and “realized absorptive capacity” and its effects on the application of knowledge through an empirical investigation of 76 banks.

Findings

The results are calculated using structural equation modelling. This leads to the main conclusion that a “realized absorptive capacity” is unlikely without being fostered by the transference and storage of new knowledge and it therefore requires empowerment by its facilitating factors.

Practical implications

The key managerial implication of this paper is that the survival and success of banks requires that administrators and the organizations they manage meet the challenge of combining external knowledge with internal knowledge.

Originality/value

This paper provides empirical support for the argument that the impacts of external knowledge move up from the individuals to groups and then the entire organization. This interaction represents a single-loop learning process.

Details

Journal of Knowledge Management, vol. 18 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Content available
Article
Publication date: 14 January 2019

S. Mostafa Rasoolimanesh and Faizan Ali

2471

Abstract

Details

Journal of Hospitality and Tourism Technology, vol. 9 no. 3
Type: Research Article
ISSN: 1757-9880

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