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Article
Publication date: 23 March 2020

Jannick Bettels, Janina Haase and Klaus-Peter Wiedmann

Packaging represents an essential issue for marketers in terms of effectively communicating the product’s benefits, especially in the case of organic food products…

Abstract

Purpose

Packaging represents an essential issue for marketers in terms of effectively communicating the product’s benefits, especially in the case of organic food products. Because of logistical advantages, rectangular packaging is frequently used for organic food products. However, the question arises whether packaging alignment may significantly influence consumers’ decision-making at the point of sale. Therefore, this paper aims to examine the effects of rectangular packaging alignment (vertical vs horizontal) on consumer perception in the context of organic food products.

Design/methodology/approach

On the basis of the empirical results of a pilot study, a between-subjects online experiment with a sample size of 699 participants and two conditions (vertical vs horizontal packaging alignment) was performed. Analyses of covariance and PROCESS mediation analysis were used for data analysis.

Findings

The results of two empirical studies confirm the relevance of differences in consumers’ horizontal and vertical information processing for the research context of organic food and provide evidence for the assumed relevance of packaging alignment by ultimately showing a change in packaging alignment affects consumers’ willingness to pay. Importantly, this effect is mediated by utilitarian value perception.

Originality/value

This paper importantly contributes to research on packaging design of organic food products. Specifically, the relevance of an efficient utilitarian value perception for the consumer’s willingness to pay is highlighted in this context. Potential implications of these results for companies, consumers and public health are discussed.

Details

Journal of Consumer Marketing, vol. 37 no. 4
Type: Research Article
ISSN: 0736-3761

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Article
Publication date: 10 April 2007

Ravi Kathuria, Maheshkumar P. Joshi and Stephen J. Porth

The purpose of this paper is to identify and define the types of organizational alignmentvertical and horizontal; to examine the evidence for the alignment‐performance…

Abstract

Purpose

The purpose of this paper is to identify and define the types of organizational alignmentvertical and horizontal; to examine the evidence for the alignment‐performance relationship, and propose research questions and practical implications to advance the theory and practice of managing alignment.

Design/methodology/approach

The study is a conceptual examination based on a thorough review of both theoretical and empirical research.

Findings

The paper finds that vertical alignment has received considerably more attention in the literature. Studies of horizontal alignment within organizations are less common. When horizontal alignment is studied, the focus tends to be dyadic – between two functional areas. The limitations posed by the dyadic approach suggest gaps in the research and opportunities for future research. As firms grow and diversify, becoming multi‐business organizations, the importance of horizontal alignment will be elevated.

Research limitations/implications

Research on vertical alignment should focus on developing larger sets of moderating variables, such as the morale of the workforce, or the life cycle of the firm or industry. Research on horizontal alignment should explore multi‐point horizontal alignment.

Practical implications

Managers in organizations with multiple strategic business units could use the application questions in the study to assess the state of alignment in their respective units and the organization as a whole.

Originality/value

The paper documents existing literature on the concept of organizational alignment and identifies new opportunities to continue to build and expand the research stream. It also provides a list of application questions that may be used to assess organizational alignment in organizations.

Details

Management Decision, vol. 45 no. 3
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 9 November 2018

Pontus Wadström

This study aims to expand the knowledge on strategy and alignment by exploring how executives and strategists can manage alignment between corporate and business strategy…

Abstract

Purpose

This study aims to expand the knowledge on strategy and alignment by exploring how executives and strategists can manage alignment between corporate and business strategy to leverage synergies, from a corporate strategy perspective, without limiting local responsiveness, from a business strategy perspective.

Design/methodology/approach

The study is characterized by privileged access and richness of data. A case study design was used to explore the results. Data include interviews, observations in workshops, material produced in workshops and personal field notes.

Findings

The study provides insights about how alignment between corporate and business strategy can be managed to balance requirements on both corporate and business strategy. To do so alignment needs be understood and managed based on its contribution to the competitiveness of the firm. In addition, alignment encompasses two dimensions: direction of alignment (which can be vertical and horizontal) and relation of alignment (which can be numerical and non-numerical). This leads to four different types of alignment.

Research limitations/implications

Explorative case studies yield results less generalizable. Future research is thus encouraged to confirm or contradict the results of this study.

Practical implications

When formulating strategy, executives and strategists need to consider what type of alignment is appropriate for what parts and elements of the strategies (e.g. goals and activities) to gain competitive advantage. By using different types of alignment, it is possible to balance the need for both corporate synergies and business responsiveness.

Originality/value

This study fulfils an identified need to study what alignment between strategies on different organizational levels encompasses and the potential risks of alignment.

Details

Journal of Business Strategy, vol. 40 no. 4
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 19 June 2019

The review is based on “Testing horizontal and vertical alignment of human resource (HR) practices designed to achieve strategic organizational goals”, by Martinson and De…

Abstract

Purpose

The review is based on “Testing horizontal and vertical alignment of human resource (HR) practices designed to achieve strategic organizational goals”, by Martinson and De Leon, (2018), published in Journal of Organizational Effectiveness: People and Performance.

Design/methodology/approach

This research paper concentrates on the alignment of HR goals and objectives with the strategic objectives of the organization (vertical alignment) and how the HR goals and objectives align with each other (horizontal alignment).

Findings

The results suggest that aligning HR management practices (HRMP) with organizational strategic goals does increase the probability of achieving these objectives. In addition, aligning HRMP with each other further strengthens the likelihood of achieving the strategic goals.

Practical implications

Therefore, for organizations to optimize performance and gain a competitive advantage through protecting their investment in human capital and decreasing voluntary turnover, both vertical and horizontal alignment should be implemented.

Originality/value

This paper has an original approach by providing a unique empirical examination of an organization’s implementation of HR practices designed to achieve stated strategic objectives through a large-scale study.

Details

Human Resource Management International Digest , vol. 27 no. 4
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 14 August 2018

Vanderli Correia Prieto and Marly M. de Carvalho

The purpose of this paper is to investigate the impact of internal strategic alignment (ISA) on business performance. A model is developed in which internal alignment is…

Abstract

Purpose

The purpose of this paper is to investigate the impact of internal strategic alignment (ISA) on business performance. A model is developed in which internal alignment is explained by the covariance between vertical and horizontal alignment. The perspective of business strategy implementation is adopted in order to support the theoretical relationship between the variables.

Design/methodology/approach

The partial least squares method, a structural equation modeling technique, is applied to estimate the model.

Findings

The results provide empirical validation for the model and confirm the positive relationship between internal alignment and business performance.

Practical implications

The ISA model is an essential aid for executives when implementing strategies and the validated research instrument can be applied for firms as a diagnosis of internal alignment in the organization.

Originality/value

The research contributed to meet the need for studies involving strategy implementation, as its formulation has already been emphasized, as well as to the need for models of strategic internal alignment that include activities relevant to the successful execution of the strategy, and to the need for alignment studies based on a holistic perspective.

Objetivo

O estudo foi conduzido com o objetivo de avaliar o impacto do alinhamento estratégico interno sobre o desempenho do negócio. Foi desenvolvido um modelo em que o alinhamento interno é explicado pela covariância entre o alinhamento vertical e o alinhamento horizontal. É adotada a perspectiva da implementação da estratégia de negócios para apoiar a relação teórica entre as variáveis.

Diseño/metodología/enfoque

Os dados foram processados e validados por meio da técnica de Modelagem de Equações Estruturais com estimação pelo método Partial Least Squares (PLS).

Resultados

Os resultados dão validação ao modelo e confirmam a relação positiva entre o alinhamento estratégico interno e o desempenho organizacional.

Implicações práticas

O Modelo de Alinhamento Estratégico Interno define um conjunto de ações que podem servir de guia para os executivos quando da implementação da estratégia. Os instrumentos validados podem ser aplicados pelas organizações para realizar um diagnóstico do alinhamento interno.

Originalidad/valor

Esta pesquisa traz contribuições quanto à necessidade de estudos envolvendo a implementação da estratégia, uma vez que ênfase tem sido dada à formulação; quanto à escassez de modelos de alinhamento estratégico interno que integrem atividades relevantes para a execução bem sucedida da estratégia e à necessidade de estudos de alinhamento empregando a perspectiva holística.

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Article
Publication date: 7 September 2015

Annachiara Longoni and Raffaella Cagliano

Lean manufacturing has been demonstrated to increase operations and economic performance, but its alignment with environmental and social sustainability is unclear. The…

Abstract

Purpose

Lean manufacturing has been demonstrated to increase operations and economic performance, but its alignment with environmental and social sustainability is unclear. The purpose of this paper is to understand how cross-functional executive involvement and worker involvement, in the formulation and implementation of the operations strategy, support the strategic alignment of lean manufacturing and sustainability.

Design/methodology/approach

An inductive case study methodology was employed. Such theoretical elaboration is appropriate when extending existing theory (i.e. operations strategy theory and sustainability development theory). Evidence was drawn from ten cross-industry case studies. Within and cross-case analyses were performed.

Findings

The results demonstrate that cross-functional executive involvement and worker involvement positively affect the strategic alignment of the lean manufacturing statement and bundles (just-in-time, total quality management, total preventive maintenance, and human resources management) with environmental and social goals and practices. Specifically, the study reveals the impact of cross-functional executive involvement on the formulation of lean manufacturing aligned with environmental and social sustainability. Worker involvement positively affects the actual implementation of lean manufacturing aligned with environmental and social sustainability.

Practical implications

This research provides guidance to practitioners regarding how different organizational models lead to different levels of lean manufacturing and sustainability strategic alignment and performance.

Originality/value

This research contributes to the operations strategy literature and the sustainability development literature, providing evidence regarding the mechanisms supporting the strategic alignment of lean manufacturing and social and environmental sustainability.

Details

International Journal of Operations & Production Management, vol. 35 no. 9
Type: Research Article
ISSN: 0144-3577

Keywords

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Abstract

Details

Organisational Roadmap Towards Teal Organisations
Type: Book
ISBN: 978-1-78756-311-7

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Article
Publication date: 9 October 2009

Isabel Quiros

The purpose of this paper is to propose a theoretical model for the in‐depth study of organizations, producing a framework which makes it possible to clarify many…

Abstract

Purpose

The purpose of this paper is to propose a theoretical model for the in‐depth study of organizations, producing a framework which makes it possible to clarify many propositions and to specifically test the theory. In order to carry out this assignment, the paper has two sub‐objectives.

Design/methodology/approach

The first one studies the adaptation of the internal culture‐structure variables as a way to determine the congruity of the components of the companies which form the real structure and to study the behavior that is expected from the people in the organization. The second sub‐aim is to analyze whether the partial adaptations of real structure mentioned above are orientated correctly towards the achievement of the strategic aims. Only a suitable design of the real structure which in turn enables the attainment of the aims raised by the strategy will give rise to the obtaining of a suitable level of efficiency.

Findings

The key contribution of the paper is to render operative in practical terms such a diffuse concept as is the alignment model.

Originality/value

Alignment theory has been combined with configuration theory to detect the ideal cultural, structural, and strategic options and making the comparison with the real forms possible in order to analyze the possible deviations and to predict the level of efficiency.

Details

International Journal of Organizational Analysis, vol. 17 no. 4
Type: Research Article
ISSN: 1934-8835

Keywords

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Book part
Publication date: 2 February 2015

Adam Seth Litwin

Although many employers continue to adopt various forms of worker participation or employee involvement, expected positive gains often fail to materialize. One explanation…

Abstract

Although many employers continue to adopt various forms of worker participation or employee involvement, expected positive gains often fail to materialize. One explanation for the weak or altogether missing performance effects is that researchers rely on frameworks that focus almost exclusively on contingencies related to the workers themselves or to the set of tasks subject to participatory processes. This study is premised on the notion that a broader examination of the employment relationship within which a worker participation program is embedded reveals a wider array of factors impinging upon its success. I integrate labor relations theory into existing insights from the strategic human resource management literature to advance an alternative framework that additionally accounts for structures and processes above the workplace level – namely, the (potentially implicit) contract linking employees to the organization and the business strategies enacted by the latter. The resulting propositions suggest that the performance-enhancing impact of worker participation hinges on the presence of participatory or participation-supporting structures at all three levels of the employment relationship. I conclude with implications for participation research.

Details

Advances in Industrial and Labor Relations
Type: Book
ISBN: 978-1-78441-380-4

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Article
Publication date: 26 August 2014

Javier Gonzalez-Benito and Gustavo Lannelongue

Prior research into the manufacturing function's contribution to business performance demonstrates two seemingly incompatible approaches: strategic alignment or the…

Abstract

Purpose

Prior research into the manufacturing function's contribution to business performance demonstrates two seemingly incompatible approaches: strategic alignment or the identification of best practices. In the former, practices are useful only if they are consistent with the strategy to be implemented; in the latter, better performance derives from certain practices, regardless of the strategic context. The purpose of this paper is to propose a theoretical framework to integrate these approaches according to two types of manufacturing alignment, external and internal, such that organizational performance depends on their interaction.

Design/methodology/approach

The framework was tested over the information provided on a questionnaire by 148 Spanish companies in three industrial sectors: industrial and commercial machinery, electronic and other electrical equipment, and transportation equipment.

Findings

The level of internal alignment depends on the manufacturing practices; some facilitate alignment under any competitive circumstances, whereas others only do so for specific competitive priorities.

Originality/value

This study reinforces the idea that alignment between manufacturing capabilities and business strategy is fundamental, but it also recognizes some best practices that facilitate alignment in any circumstances. Therefore, it demonstrates that both, the approach based on strategic alignment and that based on the existence of best practices, can be combined to fully explain the potential of the manufacturing function.

Details

International Journal of Operations & Production Management, vol. 34 no. 9
Type: Research Article
ISSN: 0144-3577

Keywords

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