Search results

While marketing analytics can be used to improve organizational decision-making and performance significantly, little research exists to examine how the configurations of multiple conditions affect marketing analytics use. This study draws on configuration theory to investigate marketing analytics use in small and medium-sized enterprises (SMEs).

This research employs a fuzzy-set qualitative comparative analysis using data collected from a survey of 187 managers in UK SMEs.

The key findings show that (1) configurations of multiple conditions provide alternative pathways to marketing analytics use, and (2) the configurations for small firms are different from those for medium-sized firms.

The research results are based on several key configurational factors and a single key-informant method to collect subjective data from UK SME managers.

The study helps SMEs to understand that marketing analytics use is influenced by the interaction of multiple conditions, that there are alternative pathways to marketing analytics use, and that SMEs should choose the configuration that fits best with their organizational contexts.

The study contributes to the literature by addressing an important yet underresearched area, i.e. marketing analytics use in SMEs, applying a configurational approach to the research phenomenon. It highlights different pathways to marketing analytics use in SMEs. The findings provide empirical evidence on the possibility and implication of marketing analytics use being asymmetrical and different between small and medium-sized firms.

Business analytics (BA) has attracted growing attention mainly due to the phenomena of big data. While studies suggest that BA positively affects organizational performance, there is a lack of academic research. The purpose of this paper, therefore, is to examine the extent to which top- and bottom-performing companies differ regarding their use and organizational facilitation of BA.

Hypotheses are developed drawing on the information processing view and contingency theory, and tested using multivariate analysis of variance to analyze data collected from 117 UK manufacture companies.

Top- and bottom-performing companies differ significantly in their use of BA, data-driven environment, and level of fit between BA and data-drain environment.

Extensive use of BA and data-driven decisions will lead to superior firm performance. Companies wishing to use BA to improve decision making and performance need to develop relevant analytical strategy to guide BA activities and design its structure and business processes to embed BA activities.

This study provides useful management insights into the effective use of BA for improving organizational performance.

This paper aims to understand the key factors affecting collaborative innovation in a destination management organisation from a dynamic capability perspective.

An in-depth case study was conducted using semi-structured interviews with the CEO and Chairman of the destination management organisation (DMO) and internal DMO documents from 2011 to 2016. Thematic analysis was carried out on the data both deductively, with generic themes identified and informed by theory, and inductively, where detailed subthemes were developed from the data.

The success of innovation in the context of a DMO depends on having a strong base of microfoundations that underpin the DMO’s capabilities to sense and seize opportunities and reconfigure its assets for competitive advantage. Collaboration with the key players in the sector has been the essential elements of these microfoundations.

This study has been conducted within a single DMO case study. Future research should test the proposed models in different types of organisations and collaborative contexts.

The proposed dynamic capability framework helps managers achieve collaborative innovation, leading to competitive advantage through better development of relevant capabilities.

The study represents a first attempt to understand the key factors enabling successful collaborative innovation in the context of DMOs, from a dynamic capability perspective. The unique opportunity of accessing information and witnessing the changes in a DMO over a period of five years enabled the authors to gain in-depth insights and comprehensive understanding as to why and how a UK DMO has been successful in enhancing its business performance through a successful collaborative innovation.

Interviews, questionnaires and focus groups were conducted to determine the training needs of small‐ and medium‐sized enterprises (SMEs) in relation to the Internet, e‐commerce and electronic data interchange (EDI) in the UK, Poland, Slovak Republic, Germany and Portugal. The main findings indicated that there is a lack of skills and knowledge regarding use and implementation of these information and communication technologies (ICTs), and managers require training in both the business and technical issues associated with these ICTs. As a result of these studies, a Web‐based intelligent training system (WITS) has been developed. The aim of the system is to provide awareness in how to implement the Internet, e‐commerce and EDI into business processes. The WITS system aims to address the needs of SMEs by providing computer‐assisted instruction on the main elements identified for e‐commerce success. This paper describes the rationale for the structure of the WITS system, the means by which the content was classified into modules in the training system, the level of information provided, and the type of interface guidelines used to improve usability of the system.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02634509910260922. When citing the article, please cite: Shuliang Li, Yanqing Duan, Russell Kinman, John S. Edwards, (1999), “A framework for a hybrid intelligent system in support of marketing strategy development”, Marketing Intelligence & Planning, Vol. 17 Iss 2 pp. 70 - 79.

Small businesses play a crucial role in national and local economies, but their problems are not always accorded the same importance as those of larger organisations. Research shows that many small businesses fail from lack of management ability. It has been argued that small businesses can improve their performance and increase their competitiveness with better information and decision support systems (DSS). Study of the few research papers available reveals that the current use of computers in small and medium‐size enterprises (SMEs) is often limited, and geared to operational support rather than managerial decision making. The work discussed in this paper investigated current DSS use in small manufacturing businesses in Bedfordshire, and canvassed the views of managers as to what additional support they most needed. Conclusions are drawn from the results of interviews with managers of six small manufacturing businesses and a large‐scale self‐report survey of Bedfordshire firms.

A framework for a hybrid intelligent support system is proposed, on the basis of a discussion of the main problems of current computer‐based support systems and the roles for computer‐based systems in developing marketing strategy. The objectives of the framework are: to integrate the strengths of different support techniques and technologies; to assist strategic analysis; to couple strategic analysis with managers’ judgement; to help managers deal with uncertainty; and to aid strategic thinking. Within this framework, the benefits of different strategic analysis models are combined to offer enhanced support for a logical sequence of strategic analysis, while the advantages of diverse support techniques and technologies are integrated and fitted to support different aspects of the marketing strategy development process. As well as the theoretical basis for the proposed framework, the paper also examines the associated technical issues.

The rapid advancement in information and communication technologies (ICTs) has brought enormous business opportunities as well as challenges. One of these challenges is the demand for ICTs skills and expertise in adopting and implementing these emerging technologies. Coping with skills shortage poses a serious challenge across all European countries. Lack of ICTs skills and knowledge is more evident in small‐ and medium‐sized enterprises (SMEs). As training is regarded as the most effective way of improving skills and enhancing knowledge, this paper attempts to address skills shortage at pan‐European level by identifying SMEs’ needs on ICTs training in the UK, Portugal and Poland. The investigation focuses on the most needed training areas, the required training levels and the preferred training delivery channels. The paper summarises findings from three‐country investigations and highlights the implications of findings for the design and development of a Web‐based training system for the use of ICTs in SMEs.

Reports on an investigation of computer‐based support for developing marketing strategy. First, on the basis of a literature study, the nature of marketing strategy development is clarified. The needs for computer‐based support are identified. The status and underlying problems of existing computer‐based information systems for developing marketing strategy are then examined. Finally, a mail questionnaire survey on computer‐based support for developing marketing strategy is discussed. The major issues addressed in the survey were: managers’ needs for computer‐based support in developing marketing strategy; the current provision of computer‐based information systems; and the gaps between the identified needs and current provision. It is believed that this was the first study to use a large‐scale questionnaire survey to explore these issues. The findings provide important evidence and implications for both researchers and designers of computer‐based support for marketing strategy development.

External knowledge is generally believed to be of prime importance to small to medium‐sized enterprises (SMEs). However, a review of the literature shows that no empirical research has looked at knowledge management issues at the inter‐organizational level in SMEs. This paper seeks to report on an empirical investigation with UK SMEs in the service sector to identify their needs and practices regarding inter‐organizational knowledge transfer, and thus provide empirical evidence to support the above belief.

A two‐tier methodology (i.e. using both questionnaire survey and interview approaches) is deployed to address the main research objectives. A questionnaire survey of SMEs is carried out to investigate their current inter‐organizational knowledge transfer situation and managers' perception on various relevant issues. Then 12 face‐to‐face interviews with SME managers are conducted to further validate key findings drawn from the questionnaire survey.

The empirical evidence collected from the survey and interviews confirms the general belief that external knowledge is of prime importance for SMEs, and demonstrates that SMEs have very strong needs for external knowledge and inter‐organizational knowledge transfer.

The findings provide very strong underpinning for further theoretical research on inter‐organizational knowledge transfer in SMEs. However, this study has certain limitations: its results may not be applicable to other industrial sectors or the same sector in other countries; or to micro or large companies; nor does it involve cross‐cultural issues.

By adopting a two‐tier research methodology, this study provides more reliable understanding and knowledge on SMEs' inter‐organizational knowledge transfer needs and practices, and fills the gap that exists in the empirical investigations on the subject.