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Open Access
Article
Publication date: 5 December 2022

Afnan Shajrawi and Faisal Aburub

Several different factors have an influence on the hotel sector in Jordan. Due to the different circumstances and the turbulence in this region, hotels face a competitive…

Abstract

Purpose

Several different factors have an influence on the hotel sector in Jordan. Due to the different circumstances and the turbulence in this region, hotels face a competitive and dynamic economic environment, which causes these hotels to seek differentiation. Consequently, hotels need different strategies and support from information technology to achieve a competitive advantage. The purpose of this study is to investigate the extent to which enterprise resource planning ERP system usage affects service differentiation in the hotel sector in Jordan and examine the mediating effect of organizational agility on the aforementioned relationship.

Design/methodology/approach

Questionnaires were used to collect data from the hotel sector in Jordan. The response percentage was 75.41%.

Findings

The result showed that there is a significant effect of ERP system usage on service differentiation in Jordanian hotels, and this relationship was mediated by organizational agility. Organizational agility and its dimensions have a partial mediating role on the relationship between ERP system usage and service differentiation except for responsiveness which has a full mediating role. So, being an agile hotel will increase the ability to achieve service differentiation by using ERP systems.

Practical implications

This research focuses on investigating the mediating role of organizational agility in the relationship between ERP system usage and service differentiation within hotel sector in Jordan. Moreover, this research investigated the applicability of organizational agility on the hotel sector as it is mainly implemented in the manufacturing sector. The results show that organizational agility and its dimensions have a partial mediating role on the relationship between ERP system usage and service differentiation except responsiveness which has a full mediating role. So, being an agile hotel will increase the ability to achieve service differentiation by using ERP systems. Therefore, hotel practitioners in Jordan should focus on applying the required technologies and achieving organizational agility in order to achieve service differentiation. In addition, this study highlights that ERP usage has a positive impact on achieving organizational agility and service differentiation; hence, using these systems will help hotels in Jordan to implement agility capabilities which, in turn, help to achieve service differentiation. However, there are real challenges in hotel sector as implementation of ERP is expensive and time-consuming. The outcomes of this research can have additional reference that could benefit researchers in the future and bring attention of hotel managers in Jordan to the importance and advantages of this research.

Originality/value

A new model has been developed. An empirical investigation was performed on the hotel sector in Jordan to test the new model.

Details

Arab Gulf Journal of Scientific Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1985-9899

Keywords

Article
Publication date: 10 October 2022

Kamal Hossain, Ahmad Sufian Che Abdullah, Mohd Abd Wahab Fatoni Mohd Balwi, Asmuliadi Lubis, Noor Azlinna Azizan, Mohammad Nurul Alam and Azni Zarina Taha

This study aims to examine the effect of entrepreneurial orientation (EO) on the export performance of apparel small- and medium-sized enterprises (SMEs) and the role of…

Abstract

Purpose

This study aims to examine the effect of entrepreneurial orientation (EO) on the export performance of apparel small- and medium-sized enterprises (SMEs) and the role of multiple differentiation strategy as a mediation effect between their relationships. It has also investigated the moderation impact of export market category between EO and performance relationship. The multiple differentiation strategy comprises the product (PDD), customer (CTD), service (SVD) and brand (BDD) differentiations.

Design/methodology/approach

A cross-sectional survey was carried out by providing a questionnaire to senior managers and owners of the apparel SMEs from the developed and developing markets exporters. The primary data of 550 was treated by the partial least squares-structural equation modelling) technique for final analysis.

Findings

The study revealed EO’s positive and significant effect on SMEs’ export performance. The study has found the mediation effect of product, customer and brand differentiation strategies between EO and export performance relationships from the mediation analysis. In contrast, service differentiation has found no mediation effect. However, the moderation effect (export market category) has revealed an insignificant effect between EO and performance association.

Research limitations/implications

The findings of this study are based on one country data analysis. This study has been conducted in the SMEs of the apparel industry in Bangladesh, considering only owners and senior-level managers of the firms.

Originality/value

This research has drawn the attention of managers/owners to EO and multiple differentiation strategies enhancing export performance from the developing country context, such as Bangladesh. Multiple differentiation as a competitive strategy is the pioneer application of mediating effect between EO and export performance relationships. Moreover, this research has investigated the effect of the export market category as a moderator. Dearth research has applied the export market category to investigate the moderation effect between EO-performance models. Therefore, current research has theoretical and practical contributions to the international entrepreneurship and strategic management literature.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 20 May 2022

Sheldon Carvalho, Fallan Kirby Carvalho and Charles Carvalho

Previous research has provided substantial attention to how individual-level challenging experiences lead to individual- and organization-related outcomes. This paper aims…

Abstract

Purpose

Previous research has provided substantial attention to how individual-level challenging experiences lead to individual- and organization-related outcomes. This paper aims to expand existing challenging experiences theory and research by proposing a theoretical framework that addresses how challenging experiences differentiation relates to work unit effectiveness.

Design/methodology/approach

The authors integrate the literature on challenging experiences with that of work unit identification and citizenship behavior to shed light on the intervening mechanisms through which challenging experiences differentiation relates to work unit effectiveness.

Findings

The authors’ theoretical framework proposes that challenging experiences differentiation diminishes work unit effectiveness through the mediating roles of variation in work unit identification and variation in citizenship behavior among unit members.

Originality/value

By linking challenging experiences differentiation and work unit effectiveness, the authors’ framework highlights the importance of studying challenging experiences at the unit level of analysis.

Details

Industrial and Commercial Training, vol. 54 no. 3
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 4 June 2021

Di Zhao and Wenjun Cai

Emotional intelligence (EI) is deemed important in developing interpersonal relationships. However, in the development of team-member exchange (TMX), the effect of EI on…

Abstract

Purpose

Emotional intelligence (EI) is deemed important in developing interpersonal relationships. However, in the development of team-member exchange (TMX), the effect of EI on TMX and the team context have been largely ignored. For filling these gaps, this study explores the effect of employee EI on employee TMX and introduces EI-based leader-member exchange (LMX) differentiation as a team context to moderate the EI-TMX relationship.

Design/methodology/approach

Data were drawn from 51 teams (consisting of 293 followers and 51 team leaders) selected from 30 companies (across the industries of technology, real estate, commerce and manufacturing).

Findings

Results revealed that employee EI was positively related to employee TMX. EI acted as the basis of LMX differentiation (EI was positively related to LMX, EI variety was positively associated with LMX differentiation), and EI-based LMX differentiation acted as a favorable context for high-EI employees to develop high-quality TMX.

Originality/value

This study contributes to the understanding of EI’s significant and complex influence on interpersonal exchange relationships between leaders, followers and coworkers.

Details

Career Development International, vol. 26 no. 3
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 31 May 2021

Jenny Chen and Helena D. Cooper-Thomas

With organizations hiring from increasingly diverse labor markets, this study aims to examine the implications of newcomers’ individual differentiation for their group…

Abstract

Purpose

With organizations hiring from increasingly diverse labor markets, this study aims to examine the implications of newcomers’ individual differentiation for their group identification. The paper proposes and tests a self-verification process in which individual differentiation predicts group identification through role innovation under positive social feedback on innovation (moderated mediation). Simultaneously, a self-categorization pathway is examined of the indirect negative influence of individual differentiation on group identification through role modeling (mediation).

Design/methodology/approach

Survey data were collected at three time points from 161 UK university alumni.

Findings

The analyses support a self-verification pathway: newcomers with high individual differentiation report higher group identification via role innovation only when they receive positive feedback on their innovative actions. However, there was no support for a self-categorization pathway, with no indirect relationship found between individual differentiation and group identification via role modeling.

Practical implications

HR practitioners and managers who are responsible for helping newcomers adjust should consider newcomers’ individual differentiation. Specifically, newcomers with high individual differentiation may more successfully navigate their transition and identify with their workgroup when given appropriate support, such as positive social feedback on their innovative actions.

Originality/value

The study extends organizational socialization research by focusing on when newcomers with high individual differentiation may experience group identification. The findings highlight the important role of positive social feedback on group identification; this suggests a potential means by which newcomers with high individual differentiation can settle successfully.

Details

Journal of Managerial Psychology, vol. 36 no. 5
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 23 September 2021

Yuli Budiati, Wisnu Untoro, Lilik Wahyudi and Mugi Harsono

This study aims to examine the effect of entrepreneurial orientation (EO) on performance and mediation differentiation strategies and market development in small and…

Abstract

Purpose

This study aims to examine the effect of entrepreneurial orientation (EO) on performance and mediation differentiation strategies and market development in small and medium enterprises (SMEs).

Design/methodology/approach

This research was conducted using a survey method with a population of furniture SMEs in Jepara, Central Java, Indonesia using a sample area by collecting 158 questionnaires. The data analysis method used the partial least square.

Findings

The result shows that EO has an impact on differentiation, market development and performance. Differentiation strategies and market development mediate the influence of EO and performance. The differentiation strategy further mediates the influence of EO on market development and market development mediates the effect of differentiation on performance.

Practical implications

Managers instill entrepreneurial practice in the organization by proactively creating the market and taking high-risk jobs to provide quality products and services. SMEs require capabilities that are difficult to imitate in creating designs and product quality that are different, providing pre and post-sales services and maintaining good relationships with customers and partners. SMEs emphasize flexibility and speed of operation by adjusting the production process to short waiting times and reliable delivery. The government must support general training and market information, network development, access to capital and knowledge transfer.

Originality/value

This paper explains the importance of differentiation and market development strategies in determining the relationship between EO and performance that has not been explored in the context of SMEs in developing countries.

Details

Journal of Research in Marketing and Entrepreneurship, vol. 24 no. 1
Type: Research Article
ISSN: 1471-5201

Keywords

Article
Publication date: 12 August 2021

Hossam Mahmoud Zaki Ali

This study aims to explore the intermediate role of self-differentiation in anger management and neurotic perfectionism for a sample of high achievers at some public…

Abstract

Purpose

This study aims to explore the intermediate role of self-differentiation in anger management and neurotic perfectionism for a sample of high achievers at some public universities in Egypt and Saudi Arabia. This increases the chances of these students obtaining their rights.

Design/methodology/approach

The researcher used the microcopy of Drake, Murdock, Marszalek and [(the Differentiation of Self Inventory—Short Form (DSI-SF)] scale, differentiation of self child-adolescent perfectionism scale and Davidson and Munro (2000) scale of neurotic perfectionism in addition to the anger management scale of the current study. The researcher used the appropriate statistical methods and the descriptive design to find the results.

Findings

The results showed that there is no statistically significant difference among male and female students in the positive anger management while three was a statistically significant difference among them in the negative anger management favoring male students. Further, there were no statistically significant differences among the study sample according to the country (Egypt and Saudi Arabia) in anger management (positive and negative). Moreover, there was a correlation matrix between the study variables as shown in the study; The statistical analysis was conducted to identify the suggested constructive model and variables of the study, anger management (positive-negative) as an independent variable, self-differentiation as an intermediate variable and neurotic perfectionism as a dependent variable among high achievers, This explains the necessity of preparing the environment for these students to become more healthy, through which they can enjoy all their rights as a category of special education, where most of the focus is on the handicapped groups from special education more than the high achievers’ students.

Originality/value

The study recommended that higher education courses should focus on anger management skills and the development of self-differentiation and the positive part of perfectionism. Also, the current study provided the educators of higher education with some suggestions to promote it and develop high achievers, which may lead to positive mental and physical health for high achievers and raising awareness of society and obtaining their rights in education and life.

Details

International Journal of Human Rights in Healthcare, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2056-4902

Keywords

Article
Publication date: 9 July 2021

Henry F.L. Chung and Mia Hsiao-Wen Ho

This study aims to examine the effects of international competitive strategies, i.e. cost leadership and differentiation, on export (market share and strategic…

Abstract

Purpose

This study aims to examine the effects of international competitive strategies, i.e. cost leadership and differentiation, on export (market share and strategic) performance. This study further explores the roles of exploitative and exploratory organizational learning in the relationships between international competitive strategies and export performances. To fill research gaps, this study intends to provide guidance on how varied exploitative/exploratory organizational learning and cost leadership/differentiation strategy combinations would affect export performance. The outcomes of this study provide a new match and mis-match conceptualization to extant international competitive strategy and organizational learning literature.

Design/methodology/approach

This study selected New Zealand (NZ) exporting as the research setting because exporting plays such a vital role in NZ’s economy and NZ exporting firms have long been highly competitive in international markets (e.g. meat and dairy exporters), with the primary data collected through surveys conducted in 2010 and 2013. This study adopted a three-year lagged performance approach.

Findings

Cost leadership strategy has a positive effect on market share performance. This effect is enhanced by exploitative learning but dampened by exploratory learning. Cost leadership also has a positive effect on strategic performance, which is not affected by exploitative and exploratory learning. Differentiation strategy bears no relation to market share and strategic performance, even allowing for exploitative and exploratory learning. Collectively, the contingent role of organizational learning in the international competitive strategies and export performance framework is far more comprehensive than was expected.

Research limitations/implications

This study reveals that a match between cost leadership strategy and exploitative learning may result in a superior market share. The configuration of differentiation strategy and exploitative learning and the integration of cost leadership strategy and exploratory learning are suggested as mis-matches, as these combinations would not lead to any significant and positive market share and strategic performance. Unexpectedly, the co-alliance of differentiation strategy and explorative learning is not suggested as a match, as it does not result in a superior market share and strategic performance. This latter outcome suggests that the differentiation strategy-export performance link may be stimulated by other moderating factors (e.g. business managerial ties).

Practical implications

While choosing an appropriate international competitive strategy, managers may use cost leadership over differentiation strategy to achieve successful export performance in both the market share and strategic perspectives. Export managers focusing on cost leadership strategy may further implement exploitative learning instead of explorative learning, when market share is vital. Meanwhile, they may note that explorative learning may not have a moderating effect on enhancing strategic performance through cost leadership. These points signify that exploitation of existing knowledge may be more effective than exploration of new knowledge for market share expansion when cost leadership strategy is devoted to exporting activities. Differentiation strategy, however, does not influence market share and strategic performance in exporting, even with an alignment of exploitative/exploratory learning. Managers are urged to pay attention to the mis-match of differentiation strategy and organizational learning when market share and strategic performance are the priorities in export performance evaluation.

Originality/value

This study contributes to the organizational learning literature by providing a new match and mis-match conceptualization relating to international competitive strategy and export performance. The new framework provides directions on when firms should use organizational learning to enhance their competitive strategies (a match scenario) and when they should not use it (a mis-match scenario). This study broadens the existing research that has mainly focused on alignment combinations such as organizational learning-internationalization strategy and organizational learning-social network.

Article
Publication date: 16 June 2021

Alexander Farestvedt Hem and Magne Supphellen

The purpose of this study is to expand the notion of differentiation by developing and testing a typology of brand benefit differentiation.

Abstract

Purpose

The purpose of this study is to expand the notion of differentiation by developing and testing a typology of brand benefit differentiation.

Design/methodology/approach

Brand concept maps were used to identify three types of differentiation. The effects of the types of differentiation on benefit evaluation and brand attachment were tested in two follow-up studies using path analysis.

Findings

A comparison of the association maps of four international brands showed instances of all three types of benefit differentiation – categorical, graded and structural benefit differentiation. The tests of effects revealed that categorical benefit differentiation had negative effects, whereas structural and graded differentiation had positive effects on benefit evaluation and brand attachment, respectively.

Research limitations/implications

The findings suggest that other types of benefit differentiation are more important than uniqueness. Future research should test the relevance and usefulness of the typology for other brands and consumer segments.

Practical implications

The new typology opens new opportunities for the differentiation of brands. Brand managers should avoid a myopic focus on uniqueness. Rather, they should analyze networks of benefit associations in detail for all three types of differentiation identified in this research and strengthen the level of structural and/or graded differentiation.

Originality/value

This research demonstrates, for the first time, the importance of two types of differentiation other than uniqueness. It also supports previous studies showing the negative effects of uniqueness on variables related to brand equity.

Details

Journal of Product & Brand Management, vol. 31 no. 2
Type: Research Article
ISSN: 1061-0421

Keywords

Article
Publication date: 7 September 2015

Hongdan Zhao

The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model…

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Abstract

Purpose

The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of relationship conflict in linking LMX differentiation with team creativity and the moderating role of team-member exchange (TMX) median in influencing the mediation.

Design/methodology/approach

The authors tested the model with a time-lagged field survey data from 358 employees and 98 supervisors belonging to 98 teams in a large diversified company with more than 15,000 employees, based in Shanghai, Southeastern China. In the first stage (T1), employees assessed LMX, TMX, relationship conflict, and control variables. In the second stage (T2), the leaders were asked to report team creativity.

Findings

Results indicated that the relationship between LMX differentiation and team creativity was mediated by relationship conflict. Moderated mediation analyses further revealed that relationship conflict mediated the relationship between LMX differentiation and team creativity for only those teams with low-TMX median.

Research limitations/implications

Testing the moderated mediation model helps to advance our theoretical understanding of the intervening processes that underlie the effect of LMX differentiation on team creativity. The findings may also help Chinese managers to inform the importance of helping subordinates better adapt to LMX differentiation, reducing relationship conflict, and constructing high-quality TMX relationships within groups, in order to promote team creativity.

Originality/value

This empirical study provides preliminary evidence of the mediating role of relationship conflict in the negative relationship between LMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that not only the quality of social exchange relationships with a supervisor (i.e. LMX) but also with team members (i.e. TMX), can moderate the impact of LMX differentiation on team outcomes.

Details

Leadership & Organization Development Journal, vol. 36 no. 7
Type: Research Article
ISSN: 0143-7739

Keywords

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