The Relationship between Non-Financial Performance andFinancial Performance Using Balanced Scorecard

Devie,

doi:10.7763/ijimt.2012.v3.306

Cited by 5 publications

(7 citation statements)

References 1 publication

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“…Elevated customer satisfaction is a critical building block of high customer relationship quality (De Wulf et al , 2001), which in turn leads to a strong brand name, increased market share and elevated financial outcomes. This finding is in line with previous studies reporting that customer relationship value inevitably influences an organization’s financial performance (Battor and Battour, 2010; Devie and Widjaja, 2012; Gupta and Zeithaml, 2006; Liang et al , 2009). Building and maintaining effective relationships with customers especially in B2B markets favorably influences sales, profitability and other financial indicators.…”

Section: Discussionsupporting

confidence: 93%

“…Moreover, this result is in accordance with those researchers who stress that customer satisfaction brings about customer willingness to share openly their needs and preferences, and thus, to enable organizations indicate market opportunities, initiate profitable innovations and offer competitive products/services that meet market demands (Doyle and Wong, 1997; Sheth, 2001). Finally, it is also consistent with previous inquiries stating that by generating market intelligence, effective customer relationships strengthen financial outcomes (Anderson et al , 1997; Devie and Widjaja, 2012; Gupta and Zeithaml, 2006; Hallowel, 1996). Thus, H3 has been confirmed.…”

Section: Discussionsupporting

confidence: 89%

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Organizational structure, innovation performance and customer relationship value in the Greek advertising and media industry

Dekoulou

Trivellas

2017

JBIM

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Purpose This paper aims to explore the impact of organizational structure dimensions on innovation performance as well as its implications on business customers’ relationship value and financial performance in the business-to-business (B2B) market of the Greek advertising and media industry. Design/methodology/approach Based on a sample of 180 executives, who are at the helm of 163 Greek advertising and media organizations, the authors apply the partial least square method to test the association of organizational structure with innovation performance, business customers’ relationship value and financial outcomes. Findings Findings have brought to light that training boosts organization’s capacity to innovate, whereas direct supervision as a coordination mechanism significantly restricts this capacity. Innovation performance in the advertising B2B market fosters business customers’ relationship value and financial performance, while financial outcomes are also beneficially affected by profitable relationships with customer relationship value. Practical implications Because of the dramatic decline in their profitability caused by the economic crisis in the past five years, Greek advertising and media companies are threatened with extinction; thus, they are required to enhance their effectiveness through the adoption of a more innovation-oriented structure. Thus, managers should facilitate structures supporting training and delimiting direct supervision to foster the development of a competitive advantage built on innovation, creativity and business clients’ relationship. Originality/value This study contributes to the existing relationship marketing literature because it introduced Mintzberg’s typology to measure organizational structure and led to the diagnosis of the associations between different dimensions of organizational structure and various aspects of performance in the media and advertising industry, revealing the partial mediating role of customer relationship value between innovation and financial performance in the B2B market.

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Section: Discussionsupporting

confidence: 93%

Section: Discussionsupporting

confidence: 89%

Organizational structure, innovation performance and customer relationship value in the Greek advertising and media industry

Dekoulou

Trivellas

2017

JBIM

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“…Therefore, H4 was confirmed. This is in total agreement with Devie et al (2012), Huang et al (2007), Kaplan and Norton (1992), Wu and Hung (2008), Wu and Tsou (2011).…”

Section: Resultssupporting

confidence: 89%

“…Organization's relationships, with its customers inevitably affects its financial performance (Anderson et al, 1997;Devie et al, 2012;Gupta & Zeithaml, 2006;Hallowel, 1996). We thus, hypothesize: H1: Learning organization is significantly and positively related to learning and growth performance.…”

Section: Learning Organization and Organizational Performancementioning

confidence: 97%

Learning Organization in Greek Advertising and Media Industry: A Way to Face Crisis and Gain Sustainable Competitive Advantage

Dekoulou

Trivellas²

2014

Procedia - Social and Behavioral Sciences

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Vicious competition and financial instability combined with rapid technological evolution and ceaselessly diversifying consumer trends are increasingly intensifying the need for contemporary organizations to continuously seek new sources of competitive advantage in their volatile operating environment. The fundamental source of sustainable competitiveness for the company of the 21st century, is its ability to constantly generate, diffuse and integrate new knowledge, and thus, to transform into learning organization. This organizational ability appears rather important in case of Knowledge Intensive Firms (KIFs), such as advertising and media companies. Due to dramatic decrease in Greek firms profitability caused by the financial recession in the last five years, these companies are required to improve their performance through more learning-and innovation-oriented initiatives. This paper explores the pattern of learning organization as well as its association with organizational performance. A questionnaire survey has been carried out, based on a sample of 330 upper level staff members who are at the helm of 163 Greek advertising and media companies. Findings have brought to light that learning-oriented operation strengthens a company's capacity for improvement through development and innovation, increases effectiveness of organizational processes, enhances relationships with customers, and finally, elevates financial performance. Conclusions have been drawn; recommendations and directions for further inquiry have been provided.

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“…Given the growing importance of both financial and non-financial disclosures, it is suggested that future studies could incorporate a set of non-financial (e.g., corporate social responsibility (CSR), innovation, etc.) measures of performance (Tarigan & Widjaja, 2012). Another possible area of future research would be to investigate which other predictors (e.g., managers' psychographic characteristics and management skills, such as planning, time management, problem-solving, communication skills, etc.)…”

Section: Discussionmentioning

confidence: 99%

Efficiency Analysis of Restaurants in a Small Economy after the Implementation of Fiscal Cash Registers: The Case of Slovenia

Kukanja

Planinc

2018

Organizacija

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Background and purpose: The aim is to analyse the efficiency of small and medium-sized (SMEs) restaurant enterprises in Slovenia after the government’s implementation of fiscal cash registers in January 2016. Strict financial supervision and the introduction of fiscal cash registers resulted in increased officially registered sales revenues, higher taxes, and more available and reliable financial data. No previous study has analysed restaurants’ efficiency in the country, as, due to fiscal malpractice, accounting data have not provided a reliable source for accurate efficiency evaluation.Design/Methodology/Approach: Efficiency was assessed using Data Envelopment Analysis (DEA), based on secondary-financial data provided by the national tax authorities. Data were gathered from 142 independently run restaurant SMEs in 2017.Results: The average efficiency score of Slovene restaurant SMEs is 85%, which indicates that, on average, restaurants have to increase their efficiency level by 15% in order to improve their efficiency according to the most efficient (best-performing) units under comparison. Our research results indicate a relatively successful and comparable level of efficiency performance in comparison to those found in previous international studies. The results also reveal that the patterns of conducting business operations in terms of efficient management are relatively similar across the restaurant sector. Surprisingly, in terms of determining the influence of different groups of operational variables on restaurants’ efficiency performance, the research results indicate that only operational financial variables (costs of goods sold, labour costs, and depreciation) influence efficiency performance, while managers’ demographic characteristics (gender, age, education, years of experience) and restaurants’ physical characteristics (size, number of competitors, location) have no statistically significant influence on restaurants’ efficiency in achieving net sales revenues.Conclusion: Secondary-financial data represent a valuable source of information for restaurant companies’ efficiency analysis. The use of selected variables enables an internationally comparable benchmarking process and facilitates the improvement of restaurants’ efficiency performance. It is suggested that future research include longitudinal data and focus on the systematic analysis of other variables (e.g., managers’ psychographic characteristics) that might influence restaurants’ efficiency performance.

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The Relationship between Non-Financial Performance andFinancial Performance Using Balanced Scorecard

Cited by 5 publications

References 1 publication

Organizational structure, innovation performance and customer relationship value in the Greek advertising and media industry

Organizational structure, innovation performance and customer relationship value in the Greek advertising and media industry

Learning Organization in Greek Advertising and Media Industry: A Way to Face Crisis and Gain Sustainable Competitive Advantage

Efficiency Analysis of Restaurants in a Small Economy after the Implementation of Fiscal Cash Registers: The Case of Slovenia

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