Employee Orientation and Performance: An Exploration of the Mediating Role of Customer Orientation

Zhang, Junfeng

doi:10.1007/s10551-010-0570-6

Cited by 67 publications

(57 citation statements)

References 53 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…As for customer focus, items by Das, Paul, and Swierczek (2008) were adapted. In addition, the items for another three critical success factors, namely employee orientation, technology orientation, and entrepreneurial orientation, were adapted from the work by Zhang (2010), Kim, Im, and Slater (2013), and Mu and Benedetto (2011) respectively. Section 2 required respondents to assess their perceived non-financial performance as well as financial performance.…”

Section: Methodsmentioning

confidence: 99%

The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

Lo¹,

Wang²,

Wah³

et al. 2016

RBGN

View full text Add to dashboard Cite

Purpose -This paper seeks to examine the relationship between the determinants of organizational performance such as top management support, customer focus, employees' orientation, technology orientation, and entrepreneurial orientation in Malaysia.Design/methodology/approach -A quantitative research design was applied for this study. Data was collected through survey questionnaires applied to business owners and senior managers working in SMEs located in three Malaysian states, using purposive sampling technique. SmartPLS 2.0 (M3) was applied to test the hypotheses.Findings -The findings suggest that both technology and entrepreneurial orientations are significant success factors for SMEs in terms of financial and non-financial performance. In addition, top management support is found to be significantly and positively related to financial performance.Originality/value -The empirical analysis indicates that technology orientation and entrepreneurial orientation add more value to organizational performance. Therefore, it is vital for SMEs to focus on these two critical success factors in order to improve their performance.

show abstract

Section: Methodsmentioning

confidence: 99%

The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

Lo¹,

Wang²,

Wah³

et al. 2016

RBGN

View full text Add to dashboard Cite

show abstract

“…However, research also conceptualized and empirically investigated important CSR-HRM aspects using samples from Asian countries (e.g. Tymon et al, 2010;Zhang, 2010).…”

Section: Emergence Of Csr-hrm Researchmentioning

confidence: 99%

Corporate social responsibility and human resource management: A systematic review and conceptual analysis

Voegtlin

Greenwood

2016

Human Resource Management Review

280

229

View full text Add to dashboard Cite

International audienceDespite a significant increase in research and practice linking corporate social responsibility (CSR) and human resource management (HRM), a comprehensive examination of the relationship between these two constructs has yet to be undertaken. Scholars associating CSR and HRM rarely explicate their understanding of the connection between CSR and HRM (CSR-HRM) or the assumptions they make when exploring this relationship. Thus, we argue that a comprehensive review of the literature of the CSR-HRM nexus is relevant and necessary. Such a review would allow scholars to reach more explicit and comprehensive understandings of CSR-HRM, and enhance research both theoretically and empirically. We address this endeavour by means of a systematic review and conceptual analysis of past and current writings linking CSR and HRM, based on key themes and meta-theoretical commitments at the intersection of CSR-HRM. We propose three theoretical perspectives that can be used to conceptualize CSR-HRM: instrumental, social integrative and political. We elaborate on the potential these three approaches hold for research in the field of CSR-HRM. The contribution of this paper is to expose the diversity of understandings of CSR-HRM and provide a conceptual map for navigating and planning further research

show abstract

“…Stakeholder engagement is crucial for companies to implement their CSR practices successfully, and employees are one primary group of such stakeholders (Zhang, 2010). Thus, one key goal for organizational CSR efforts is to improve employee satisfaction, and then engender employee loyalty.…”

Section: Ue To Increasing Stakeholder Pressure Companies In Emergementioning

confidence: 99%

How is Employee Perception of Organizational Efforts in Corporate Social Responsibility Related to Their Satisfaction and Loyalty Towards Developing Harmonious Society in Chinese Enterprises?

Zhu

Yin

Liu

et al. 2012

Corp Soc Responsibility Env

127

103

View full text Add to dashboard Cite

As a major part of corporate social responsibility (CSR) practices, Chinese companies have emphasized employee satisfaction to achieve sustainable development. However, it is still unclear how employees perceive organizational CSR efforts and whether such perceptions bring employee satisfaction and loyalty. To answer these timely inquires, we developed and empirically tested a theoretical framework modeling employee satisfaction as both mediator and moderator on the relationship between employee perception of organizational CSR efforts and their loyalty to enterprises. Based on 438 usable questionnaires collected from four typical companies, we found that solely providing money-related welfare and improving the working environment can be detrimental to employee loyalty, but by increasing employee satisfaction of personal treatment, companies can mitigate such a side-effect. Employee satisfaction of personal treatment and general company effort are necessary to enhance their affective commitment.

show abstract

Employee Orientation and Performance: An Exploration of the Mediating Role of Customer Orientation

Abstract: China, customer orientation, employee orientation, innovation, performance, subsidiaries,

Cited by 67 publications

References 53 publications

The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

Corporate social responsibility and human resource management: A systematic review and conceptual analysis

How is Employee Perception of Organizational Efforts in Corporate Social Responsibility Related to Their Satisfaction and Loyalty Towards Developing Harmonious Society in Chinese Enterprises?

Contact Info

Product

Resources

About