Market orientation and technological orientation in business services: The moderating role of organizational culture and human resources on performance

Borodako, Krzysztof; Berbeka, Jadwiga; Rudnicki, Michał; Łapczyński, Mariusz; Kuziak, Mariusz; Kapera, Krzysztof

doi:10.1371/journal.pone.0270737

Cited by 13 publications

(7 citation statements)

References 78 publications

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“…As the first objective of this study is to identify the impact of independent variablese-marketing orientation (EMO), sustainability orientation (SO), and technology orientation (TO)-on the dependent variable online SME business performance (OBP), we believe that PLS-SEM is appropriate for analyzing the construct model. Therefore, previous marketing studies with similar latent variables were reviewed to analyze the data using PLS-SEM [42][43][44][45][46][68][69][70][91][92][93][94][95]. Multi-group analysis (PLS-MGA) was deemed suitable for examining significant differences between e-commerce intensity groups in the constructions EMO → OBP, SO → OBP, and TO → OBP.…”

Section: Discussionmentioning

confidence: 99%

“…Ref. [92], conducting a quantitative study among Polish providers of technological services, found that organizational culture and human resources strengthen the relationship between TO and organizational performance, while weak human resource management diminishes its effect. Ref.…”

Section: Technological Orientation (To)mentioning

confidence: 99%

“…Technology orientation (TO) was assessed through specific measurement elements, such as attracting "future-oriented entrepreneurs" (TO_1), "technological innovation adoption/development and diffusion" (TO_2), training "customer-oriented technicians" (TO_3), and the integration of "new employee technology orientation" (TO_4), processed according to research by [82,92,93,113]. The measurement elements of online SME business performance (OBP) captured aspects related to e-marketing (non-financial) performance (OBP_1), financial performance (OBP_2), social and environmental performance (OBP_3), and technology performance (OBP_4), adapted from various previous studies [113][114][115][116][117][118].…”

Section: Measurement Itemsmentioning

confidence: 99%

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Driving Success: Unveiling the Synergy of E-Marketing, Sustainability, and Technology Orientation in Online SME

Türkeș

2024

JTAER

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In Romania, the pandemic and post-pandemic effects, coupled with the nearly 80% increase in internet service penetration, have led to an extraordinary acceleration of e-commerce activity. Rising rents and operational costs, heightened financial challenges, and the improved quality and accessibility of internet connectivity have prompted some Romanian SMEs to sell their products and services online or through other online communication networks. In this context, it becomes essential to conduct marketing research to identify factors that could stimulate business performance. The purpose of this study is to assess the impact of e-marketing orientation, sustainability orientation, and technology orientation on the performance of online SMEs in Romania. Hypothesis testing and validation of the proposed construct model were conducted using structural equation modeling with partial least squares (SEM-PLS) and multi-group analysis (PLS-MGA). The research results have indicated that all three independent variables have positive and significant effects on online SMEs’ business performance. Finally, the study suggests that SME managers should focus on integrating these three variables and on selling products and services both nationally and internationally through the internet if they aim for long-term business performance growth.

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Section: Discussionmentioning

confidence: 99%

Section: Technological Orientation (To)mentioning

confidence: 99%

Section: Measurement Itemsmentioning

confidence: 99%

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Driving Success: Unveiling the Synergy of E-Marketing, Sustainability, and Technology Orientation in Online SME

Türkeș

2024

JTAER

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“…Its relevance has been enhanced by the turbulent environment of today, in which change is occurring at an ever faster pace and the complexity of processes is increasing (Vasconcelos & Ramirez, 2011). Most industries today are experiencing turbulence in economic processes, which makes it even more difficult to choose the right strategic actions (Borodako et al, 2022). Organisations are constantly facing new challenges and it is becoming important for everyone to know how to deal with increasingly complex tasks and challenges as efficiently as possible.…”

Section: Introductionmentioning

confidence: 99%

The Role of Effective Project Management in Strengthening Competitiveness

Varga,

Csiszárik-Kocsir

2024

RGSA

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Objective: The complexity, or complexity of our world is not only due to the increasing number of changes in our lives. We are faced with more and more difficult and complex tasks and goals every day, and it is very difficult to perform better and better in the face of these tasks and challenges. Project management is precisely about helping to turn complex tasks into well-executed processes that always end with a result. Project management is more than a set of methodologies: it is a dynamic discipline that organises complex tasks, mitigates risks and directs efforts towards a common goal. Its relevance can be demonstrated in many areas. We can measure the success of our project management system on a number of points, from efficiency to the quality of teamwork and management satisfaction. Defining criteria for success is also an important challenge for researchers today. This paper addresses similar issues, thus trying to shed light on the importance of project management, while also trying to highlight the barriers and obstacles. Project management can be a major competitive advantage for companies in the 21st century, but only if it is carried out professionally and well, i.e. if it is given the right framework and support. Method: After a secondary literature review, this paper presents the results of a primary research study covering two countries. The research instrument was a questionnaire that assessed the project perception of Hungarian and Slovakian enterprises and the transformation of this perception in a complex way, based on the perceptions of enterprises in both countries. In addition to classical basic statistical methods, the study drew conclusions with the help of analysis of variance. Results and conclusion: In this study, we set out to assess the project perceptions of Hungarian and Slovakian businesses based on the opinions of SMEs. The sample clearly shows that Slovak enterprises attach more importance to the project approach, as indicated by the mean scores for each statement. The results also show that there is a high heterogeneity in the perception of enterprises on project management and project approach, especially when grouped along different size categories. All these results also show significant differences by country and segment, which are presented in detail in the research part of the study. Research implications: Our research results provide a good basis for businesses and educational institutions on how to look at their projects and their management. The study aims to strengthen the ability to think in terms of projects and to think in terms of projects, drawing attention to the most important directions and paths. Originality/value: The main focus of the study is on how such knowledge is perceived by the stakeholders interviewed and whether the answers can be used to draw conclusions that are of interest and informative for the wider society.

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“…technology necessitates the resolution of novel concepts, innovative techniques, and proactive actions highly influenced by organizational culture(Borodako et al, 2022). Hence, the following statement is reached: H1: Technological capacity positively affects organizational culture According toTsai & Hsieh (2009), an increase in a firm's technological capacity enables it to combine and integrate exploration (external technological knowledge) with exploitation (current expertise) to increase sales of new goods.…”

mentioning

confidence: 99%

Technological Capacity and Organizational Culture: the Importance of Organizational Ambidexterity in the Banking Sector

Yunita¹,

Sasmoko²,

Bandur³

et al. 2023

J. Professional Business Review

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Purpose: The research aims to identify the role of organizational cultures mediating technological capacity in the relationship with organizational ambidexterity. Theoretical framework: The effect of technological capacity on organizational ambidexterity is still relatively low. However, when technological capacity is mediated or supported by organizational culture, the effect of technological capacity on organizational ambidexterity becomes greater when compared to its direct effect. Design/methodology/approach: An online poll was utilized to collect data from the highest levels of management in Indonesia's banking industry. Following nine months, 75 responders completed the surveys. We employed Smart PLS software for statistical analysis and testing hypotheses. Findings: The findings revealed that technological capacity and organizational cultures have a beneficial effect on organizational ambidexterity. Organizational cultures mediate the impact of technological capacity and organizational ambidexterity. Research, Practical & Social implications: The study shows that the role of technological capacity with an established organizational culture will support acceleration in achieving organizational ambidexterity. This research contributes to the existing literature by empirically examining the relationship between technological capacity, organizational cultures, and organizational ambidexterity. Originality/value: Several research models and empirical investigations have investigated the relationship between organizational culture, technological capacity, and ambidexterity. There has been a paucity of research on the ‘technological capacity’ of the banking sector, particularly in developing nations.

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Market orientation and technological orientation in business services: The moderating role of organizational culture and human resources on performance

Cited by 13 publications

References 78 publications

Driving Success: Unveiling the Synergy of E-Marketing, Sustainability, and Technology Orientation in Online SME

Driving Success: Unveiling the Synergy of E-Marketing, Sustainability, and Technology Orientation in Online SME

The Role of Effective Project Management in Strengthening Competitiveness

Technological Capacity and Organizational Culture: the Importance of Organizational Ambidexterity in the Banking Sector

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