Measuring A Customer Intimacy Culture In A Value Discipline Context

Potgieter, Adéle; Roodt, Gert

doi:10.4102/sajhrm.v2i3.49

Cited by 4 publications

(3 citation statements)

References 8 publications

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“…Thus, if the value of the test increases and the associated significance level decreases, there is a strong indication that the null hypothesis will be rejected and the alternative hypothesis accepted (Zillmer & Vuz, 1995 as quoted in Potgieter & Roodt, 2004). Similarly, if the value decreases and the significance level increases, the alternative hypothesis would be rejected and the null hypothesis accepted.…”

Section: Resultsmentioning

confidence: 97%

The development of a measuring instrument for assessing a high performance culture

Heerden

Roodt

2007

SA j ind psychol

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The objective of this study was firstly, to develop an integrated theoretical model of a high performance organisational culture and secondly, to develop a measuring instrument based on the said model for assessing such a culture. The questionnaire was administered to a sampling frame of 600 employees of a manufacturing company that employs about 3 500 people. 313 Completed questionnaires (response rate 52%) were returned and used for the analyses. First level factor analyses were conducted on the item inter-correlation matrices of the 12 theoretical dimensions. A second level factor analysis on the sub-score inter-correlation matrix resulted in a single factor being extracted. Iterative item analyses yielded sound metric properties for each dimension and a Cronbach Alpha of 0,947 for the scale. The findings of further analyses are discussed.

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Section: Resultsmentioning

confidence: 97%

The development of a measuring instrument for assessing a high performance culture

Heerden

Roodt

2007

SA j ind psychol

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“…Treacy and Wiersema's (1995) strategy typology, emphasizing three 'value disciplines' (operational excellence, service leadership and customer intimacy), has been found appropriate in previous studies focusing on service firms (e.g. Potgieter and Roodt, 2004). We complemented this approach by adopting an inductive method, examining annual reports of 50 UK KIBS firms in 2012 and interviewing managers of 6 UK KIBS companies.…”

Section: Independent Variablesmentioning

confidence: 99%

Capturing Value from Innovation in Knowledge‐Intensive Business Service Firms: The Role of Competitive Strategy

Desyllas

Miozzo

Lee

et al. 2018

British J of Management

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Building on a problem-solving perspective to value creation and capture, and on the business strategy literature, we argue that the actions that knowledge-intensive business service (KIBS) firms take to identify, select and solve client problems will affect their approach to capturing value from innovation. We apply regression analysis to data from an original survey involving a sample of 230 innovations introduced by 150 publicly traded UK and US KIBS firms. Distinguishing between cost-and differentiation-oriented KIBS firms, we find that cost-oriented firms tend to place more importance on all appropriability mechanisms than do differentiation-oriented firms. Furthermore, the perceived importance of formal appropriability mechanisms, relative to that of all appropriability mechanisms, tends to be higher for cost-oriented than for differentiation-oriented firms. This association is stronger for the case of the introduction of process (rather than product) innovation. These findings contribute to the strategy and service innovation literatures, by showing that KIBS firms' competitive strategies influence value capture, over and above the role of the innovation-, industry-and institutional-level factors examined in earlier studies.

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“…i.e., what will be perceived as value adding by the customers particular to their sector and service or product? (Potgieter & Roodt, 2004). Hence, Treacy & Wiersema (1995) have identified three value disciplines in general such as Operational excellence, Customer intimacy and Product leadership on which organisations should focus.…”

Section: Introductionmentioning

confidence: 99%

Value Discipline Dimensions on Organisational Performance and Competitive Advantage: A Study on Pharmaceutical Companies in Diabetes Care

Bharadwaj¹,

Farooq²,

Jena³

2017

IJMS

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Purpose: Recent studies highlighted the increase of competiveness and fluctuation in pharmaceutical market share, the industry facing tremendous pressure. Hence the sector has the necessity to embrace the goal of delivering their products and services with value. Specifically, diabetes care in the pharmaceutical industry has been an important agenda for providing high quality services and products to the customers in past few decades. Therefore, the present paper critically views the impact of value discipline dimensions on organizational performance and competitive advantage of diabetes care in both developed and developing countries.Design/ methodology/ Approach: This research involves in secondary data collection due to achieving the objectives framed. Moreover, it perceives the association between the variables is not possible, conducting interviews with respondents in both developed and developing countries are also difficult Findings: The finding shows that there is animpact of value discipline dimensions on organizational performance and competitive advantage of diabetes care in both developed and developing countries via secondary data collection method. Research Limitations/ Implications:This study is limited to secondary research and all the findings inferred are from the information available from secondary sources. Practical implications:The impact of value discipline dimensionson organizational performance and competitive advantage of diabetes care is effective in the context of both developed and developing countries. Originality/ Value: Understanding the value discipline dimensions impact on organizational performance and competitive advantage of diabetes care is anew one. Hence this paper proposes this concept in both developed and developing countries perspective.

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Measuring A Customer Intimacy Culture In A Value Discipline Context

Cited by 4 publications

References 8 publications

The development of a measuring instrument for assessing a high performance culture

The development of a measuring instrument for assessing a high performance culture

Capturing Value from Innovation in Knowledge‐Intensive Business Service Firms: The Role of Competitive Strategy

Value Discipline Dimensions on Organisational Performance and Competitive Advantage: A Study on Pharmaceutical Companies in Diabetes Care

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