Pub Date : 2021-10-14DOI: 10.1108/mbe-03-2021-0039
Nursyazwani Mohd Fuzi, N. Habidin, S. Adam, S. Ong
Purpose This study aims to examine the relationship between environmental cost (EC) on organisational performance (OPM) through an environmental management system (EMS) as the mediating variable. Design/methodology/approach A total of 2,600 manufacturers were identified and consequently selected as the entire study population. Additionally, this study used the structural equation modelling technique to identify the mediator effects of EMS between EC and OPM. Findings The EC and EMS relationship on OPM produced direct and indirect consequences. Hence, it is concluded that manufacturing industry in Malaysia are focused on the OPM when implementing EC and EMS. Originality/value The model would incorporate EC and EMS implementation on OPM in the Malaysian manufacturing industry. This study could also be advantageous to the industry in improving EC, EMS and OPM.
{"title":"The relationship between environmental cost on organisational performance and environmental management system: a structural equation modelling approach","authors":"Nursyazwani Mohd Fuzi, N. Habidin, S. Adam, S. Ong","doi":"10.1108/mbe-03-2021-0039","DOIUrl":"https://doi.org/10.1108/mbe-03-2021-0039","url":null,"abstract":"\u0000Purpose\u0000This study aims to examine the relationship between environmental cost (EC) on organisational performance (OPM) through an environmental management system (EMS) as the mediating variable.\u0000\u0000\u0000Design/methodology/approach\u0000A total of 2,600 manufacturers were identified and consequently selected as the entire study population. Additionally, this study used the structural equation modelling technique to identify the mediator effects of EMS between EC and OPM.\u0000\u0000\u0000Findings\u0000The EC and EMS relationship on OPM produced direct and indirect consequences. Hence, it is concluded that manufacturing industry in Malaysia are focused on the OPM when implementing EC and EMS.\u0000\u0000\u0000Originality/value\u0000The model would incorporate EC and EMS implementation on OPM in the Malaysian manufacturing industry. This study could also be advantageous to the industry in improving EC, EMS and OPM.\u0000","PeriodicalId":18468,"journal":{"name":"Measuring Business Excellence","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2021-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43717871","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-11DOI: 10.1108/mbe-02-2021-0025
Heru Yulianto, Y. Sutomo, Dyah Palupiningtyas, Krisnawati Setyaningrum Nugraheni
Purpose This study aims to determine the effect of halal brand awareness (HBA), halal brand image (HBI), halal brand loyalty (HBL) on halal brand equity (HBE) and purchase decision-making (PDM). This study will also discuss the mediating role of HBE and the moderating role of interactive social media (ISM). Design/methodology/approach A total of 700 questionnaires were distributed with an effective rate of 94% to customers in large supermarkets in 3 major cities in Indonesia by using convenience sampling. The hypothesis was tested using structural equation modeling processed using AMOS. The Sobel test was used to test the significance of mediating variables. Findings The results of the study reveal that there was a positive and significant influence between variables. Other results reveal that HBE acts as a partial mediator and ISM as a moderator. Originality/value This study builds a new construct, namely, ISM and is the first to build and test a comprehensive direct and indirect relationship between HBA, HBI, HBL, HBE, ISM and PDM on halal cosmetics in Indonesia.
{"title":"Investigating the role of interactive social media and halal brand equity on purchase decision-making: direct and indirect effects","authors":"Heru Yulianto, Y. Sutomo, Dyah Palupiningtyas, Krisnawati Setyaningrum Nugraheni","doi":"10.1108/mbe-02-2021-0025","DOIUrl":"https://doi.org/10.1108/mbe-02-2021-0025","url":null,"abstract":"\u0000Purpose\u0000This study aims to determine the effect of halal brand awareness (HBA), halal brand image (HBI), halal brand loyalty (HBL) on halal brand equity (HBE) and purchase decision-making (PDM). This study will also discuss the mediating role of HBE and the moderating role of interactive social media (ISM).\u0000\u0000\u0000Design/methodology/approach\u0000A total of 700 questionnaires were distributed with an effective rate of 94% to customers in large supermarkets in 3 major cities in Indonesia by using convenience sampling. The hypothesis was tested using structural equation modeling processed using AMOS. The Sobel test was used to test the significance of mediating variables.\u0000\u0000\u0000Findings\u0000The results of the study reveal that there was a positive and significant influence between variables. Other results reveal that HBE acts as a partial mediator and ISM as a moderator.\u0000\u0000\u0000Originality/value\u0000This study builds a new construct, namely, ISM and is the first to build and test a comprehensive direct and indirect relationship between HBA, HBI, HBL, HBE, ISM and PDM on halal cosmetics in Indonesia.\u0000","PeriodicalId":18468,"journal":{"name":"Measuring Business Excellence","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2021-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49447309","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-11DOI: 10.1108/mbe-03-2021-0041
Nnachi Egwu Onuoha
Purpose The purpose of this paper is to explore human capital and corporate financial performance link from the perspective of human capital theory, resources-based view and balanced score card approach, and the mediating role of structural capital in this relationship. Design/methodology/approach Overall, a data set was drawn from five-year annual reports of deposit money banks (DMBs) in Nigeria. Additionally, the bootstrap procedure was performed to test the mediating role of structural capital. Findings Specifically, the paper results indicate that whereas human capital has significant positive effect on corporate financial performance and structural capital, structural capital has significant positive effect on corporate financial performance. Additionally, the study finds structural capital to mediate the effect of human capital on organizational financial performance. Research limitations/implications This paper focused on 12 DMBs in Nigeria and their five year annual reports. Accordingly, future studies in this area should increase the number of banks and years, and include firms operating in insurance, manufacturing, telecommunication and oil and gas industries to permit comparability of results and broader basis for generalizability. Moreover, the study results provide insights that would serve as robust empirical basis for policy makers to insist on enhancement of the value of human and structural capital variables. Practical implications The managers of DMBs should commit to development of their employees through improvement in their training and health programs, among others. Also, they should ensure continuous improvement of their structural capital to enable the investments in their employee to translate to enhanced corporate financial performance. Originality/value To the best of the author’s knowledge, this is the first study to explore the mediation effect of structural capital on the human capital-corporate financial performance link using evidence from DMBs in Nigeria and, thus, extends and deepens extant literature on human capital-organizational performance nexus.
{"title":"Does structural capital count in human capital-corporate financial performance relationship? Evidence from deposit money banks in Nigeria","authors":"Nnachi Egwu Onuoha","doi":"10.1108/mbe-03-2021-0041","DOIUrl":"https://doi.org/10.1108/mbe-03-2021-0041","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to explore human capital and corporate financial performance link from the perspective of human capital theory, resources-based view and balanced score card approach, and the mediating role of structural capital in this relationship.\u0000\u0000\u0000Design/methodology/approach\u0000Overall, a data set was drawn from five-year annual reports of deposit money banks (DMBs) in Nigeria. Additionally, the bootstrap procedure was performed to test the mediating role of structural capital.\u0000\u0000\u0000Findings\u0000Specifically, the paper results indicate that whereas human capital has significant positive effect on corporate financial performance and structural capital, structural capital has significant positive effect on corporate financial performance. Additionally, the study finds structural capital to mediate the effect of human capital on organizational financial performance.\u0000\u0000\u0000Research limitations/implications\u0000This paper focused on 12 DMBs in Nigeria and their five year annual reports. Accordingly, future studies in this area should increase the number of banks and years, and include firms operating in insurance, manufacturing, telecommunication and oil and gas industries to permit comparability of results and broader basis for generalizability. Moreover, the study results provide insights that would serve as robust empirical basis for policy makers to insist on enhancement of the value of human and structural capital variables.\u0000\u0000\u0000Practical implications\u0000The managers of DMBs should commit to development of their employees through improvement in their training and health programs, among others. Also, they should ensure continuous improvement of their structural capital to enable the investments in their employee to translate to enhanced corporate financial performance.\u0000\u0000\u0000Originality/value\u0000To the best of the author’s knowledge, this is the first study to explore the mediation effect of structural capital on the human capital-corporate financial performance link using evidence from DMBs in Nigeria and, thus, extends and deepens extant literature on human capital-organizational performance nexus.\u0000","PeriodicalId":18468,"journal":{"name":"Measuring Business Excellence","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2021-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43697908","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-11DOI: 10.1108/mbe-01-2021-0012
S. Ammirato, R. Linzalone, A. M. Felicetti
Purpose The innovation of business model (BM) is a strategic process for many firms, from which depends competitiveness and sustainability. Despite its theoretical relevance in management sciences, research on business model innovation is in its infancy and lacks of research consistency and theoretical connections to the theme of “performance”. With the aim to contribute in bridging this gap, this paper aims to identify and analyse drivers of business model innovation performance. Design/methodology/approach This research is based on an integrative literature review methodology. Findings BMI performance drivers are conditions related to various dimensions (i.e. processes, resources, market, BM structure, etc). that, when fulfilled, allow the BMI to have higher performance. BMI performance drivers are antecedents of BMI performance, and their identification is of both theoretical and practical value. The authors find and report a set of 35 BMI performance drivers. Originality/value The value of this research is both theoretical and practical. From a theoretical point of view, the identified “Business Model Innovation performance drivers” define and identify a variable of BMI performance, from a practical perspective, and they provide a comprehensive set of key conditions whose attainment should be planned, pursued and monitored by managers.
{"title":"Business model innovation drivers as antecedents of performance","authors":"S. Ammirato, R. Linzalone, A. M. Felicetti","doi":"10.1108/mbe-01-2021-0012","DOIUrl":"https://doi.org/10.1108/mbe-01-2021-0012","url":null,"abstract":"\u0000Purpose\u0000The innovation of business model (BM) is a strategic process for many firms, from which depends competitiveness and sustainability. Despite its theoretical relevance in management sciences, research on business model innovation is in its infancy and lacks of research consistency and theoretical connections to the theme of “performance”. With the aim to contribute in bridging this gap, this paper aims to identify and analyse drivers of business model innovation performance.\u0000\u0000\u0000Design/methodology/approach\u0000This research is based on an integrative literature review methodology.\u0000\u0000\u0000Findings\u0000BMI performance drivers are conditions related to various dimensions (i.e. processes, resources, market, BM structure, etc). that, when fulfilled, allow the BMI to have higher performance. BMI performance drivers are antecedents of BMI performance, and their identification is of both theoretical and practical value. The authors find and report a set of 35 BMI performance drivers.\u0000\u0000\u0000Originality/value\u0000The value of this research is both theoretical and practical. From a theoretical point of view, the identified “Business Model Innovation performance drivers” define and identify a variable of BMI performance, from a practical perspective, and they provide a comprehensive set of key conditions whose attainment should be planned, pursued and monitored by managers.\u0000","PeriodicalId":18468,"journal":{"name":"Measuring Business Excellence","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2021-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45816693","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-20DOI: 10.1108/mbe-04-2021-0056
A. Pratono
Purpose This study aims to understand the culture of excellence by examining the role of entrepreneurial culture in shaping how firms achieve sustainable competitive advantage (CA). This study takes into consideration the firms’ capability to transform the entrepreneurial culture into a sustainable CA by generating product development and adapting the information technological turbulence. Design/methodology/approach This study first gathers evidence from literature then carries out a detailed study to propose a structural equation model followed by an online survey that supports empirical evidence. This empirical test involves a data set with 782 usable responses following the 4,000 emails sent to the respondents and removed data due to the missing values. The population data are taken from the firm directory in Surabaya City that the Indonesian Ministry of Trade and Industry published. Findings There is a strong tendency that entrepreneurial culture is imperative for firms to attain sustainable CA by supporting new product development. The results show that product development provides a partial mediating effect, which indicates that entrepreneurial culture may affect the sustainable CA directly and with the product development support. This study also touches on dynamic capability by proposing a scenario approach that suggests that firms should refine the entrepreneurial culture to adapt to the information technological turbulence. Originality/value This study extends the understanding of the culture of excellence by underpinning the dynamic capability theory, which argues that entrepreneurial culture is a valuable resource, which helps firms achieve sustainable CA by promoting product development.
{"title":"Reinterpreting excellence for sustainable competitive advantage: the role of entrepreneurial culture under information technological turbulence","authors":"A. Pratono","doi":"10.1108/mbe-04-2021-0056","DOIUrl":"https://doi.org/10.1108/mbe-04-2021-0056","url":null,"abstract":"\u0000Purpose\u0000This study aims to understand the culture of excellence by examining the role of entrepreneurial culture in shaping how firms achieve sustainable competitive advantage (CA). This study takes into consideration the firms’ capability to transform the entrepreneurial culture into a sustainable CA by generating product development and adapting the information technological turbulence.\u0000\u0000\u0000Design/methodology/approach\u0000This study first gathers evidence from literature then carries out a detailed study to propose a structural equation model followed by an online survey that supports empirical evidence. This empirical test involves a data set with 782 usable responses following the 4,000 emails sent to the respondents and removed data due to the missing values. The population data are taken from the firm directory in Surabaya City that the Indonesian Ministry of Trade and Industry published.\u0000\u0000\u0000Findings\u0000There is a strong tendency that entrepreneurial culture is imperative for firms to attain sustainable CA by supporting new product development. The results show that product development provides a partial mediating effect, which indicates that entrepreneurial culture may affect the sustainable CA directly and with the product development support. This study also touches on dynamic capability by proposing a scenario approach that suggests that firms should refine the entrepreneurial culture to adapt to the information technological turbulence.\u0000\u0000\u0000Originality/value\u0000This study extends the understanding of the culture of excellence by underpinning the dynamic capability theory, which argues that entrepreneurial culture is a valuable resource, which helps firms achieve sustainable CA by promoting product development.\u0000","PeriodicalId":18468,"journal":{"name":"Measuring Business Excellence","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2021-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43139735","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-26DOI: 10.1108/mbe-02-2021-0023
Gabriela C. López-Torres, Salomón Montejano-García, Francisco Javier Alvarez-Torres, Marcelo de Jesus Perez-Ramos
Purpose This paper aims to present a systematic review of the literature on sustainability for the competitiveness of firms to identify the state of the art, significant discussions and new research directions. Recently, due to the negative impacts that traditional and unsustainable practices of companies have caused the Planet (e.g. climate change, sanitary crisis), national and international research urgently calls for the assessment of sustainable practices in firms. However, progress seems slow due to a poor understanding of the necessary changes that companies must make in their specific reality. Competitiveness has remained as firms’ primary strategy to endure. Some have associated sustainability with an increment of costs, sometimes with a negative impact on its competitiveness. Sometimes generating oppositions from stakeholder and institutions regulations, it is important to explore how these behaviors and dynamics of this relationship between sustainability and competitiveness affect the pursued transition to sustainability. Design/methodology/approach A systematic review of the literature, which is a scientific tool, is used in this research. It allows reliably and accurately analyzing and constructing conclusions from a broad database. The search was leaked over the 10 years, from 2010 to 2019. As a basis, 182 scientific articles were identified and revised based on methodology selection criteria and 51 articles were revised in detail. Findings This paper identifies critical variables analyzed in the selected articles, sustainability strategies for competitiveness, strategies for sustainability, organizational aspects for sustainability and competitiveness, measurement of sustainability, models, moderating factors for sustainability and new future research directions. Originality/value This paper presents state of art about sustainability for competitiveness and identifying key themes and future research directions.
{"title":"Sustainability for competitiveness in firms – a systematic literature review","authors":"Gabriela C. López-Torres, Salomón Montejano-García, Francisco Javier Alvarez-Torres, Marcelo de Jesus Perez-Ramos","doi":"10.1108/mbe-02-2021-0023","DOIUrl":"https://doi.org/10.1108/mbe-02-2021-0023","url":null,"abstract":"\u0000Purpose\u0000This paper aims to present a systematic review of the literature on sustainability for the competitiveness of firms to identify the state of the art, significant discussions and new research directions. Recently, due to the negative impacts that traditional and unsustainable practices of companies have caused the Planet (e.g. climate change, sanitary crisis), national and international research urgently calls for the assessment of sustainable practices in firms. However, progress seems slow due to a poor understanding of the necessary changes that companies must make in their specific reality. Competitiveness has remained as firms’ primary strategy to endure. Some have associated sustainability with an increment of costs, sometimes with a negative impact on its competitiveness. Sometimes generating oppositions from stakeholder and institutions regulations, it is important to explore how these behaviors and dynamics of this relationship between sustainability and competitiveness affect the pursued transition to sustainability.\u0000\u0000\u0000Design/methodology/approach\u0000A systematic review of the literature, which is a scientific tool, is used in this research. It allows reliably and accurately analyzing and constructing conclusions from a broad database. The search was leaked over the 10 years, from 2010 to 2019. As a basis, 182 scientific articles were identified and revised based on methodology selection criteria and 51 articles were revised in detail.\u0000\u0000\u0000Findings\u0000This paper identifies critical variables analyzed in the selected articles, sustainability strategies for competitiveness, strategies for sustainability, organizational aspects for sustainability and competitiveness, measurement of sustainability, models, moderating factors for sustainability and new future research directions.\u0000\u0000\u0000Originality/value\u0000This paper presents state of art about sustainability for competitiveness and identifying key themes and future research directions.\u0000","PeriodicalId":18468,"journal":{"name":"Measuring Business Excellence","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2021-08-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44323553","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-20DOI: 10.1108/mbe-05-2021-0066
Nicola Raimo, Elbano de Nuccio, Filippo Vitolla
Purpose In recent years, integrated reporting has emerged as a tool to provide environmental information in an interconnected way. However, in the academic literature, the amount of environmental information contained in integrated reports has never been analysed. This study, through the stakeholder-agency theory, aims to fill this important gap by examining the impact of the corporate governance mechanisms on the level of environmental information disseminated by the firms through integrated reports. Design/methodology/approach A manual content analysis based on an environmental disclosure index consisting of 30 items was performed to measure the amount of environmental information. In addition, a regression analysis was performed on a sample of 129 international firms to examine the impact of the corporate governance mechanisms on the level of environmental information disseminated through integrated reports. Findings The results show a positive effect of the board size, board gender diversity and corporate social responsibility committee existence on the level of environmental disclosure. Furthermore, they show a non-significant impact of board independence. Originality/value This study enriches the literature in several ways. First, it extends the field of application of the stakeholder-agency theory. Second, this study extends the analysis of environmental disclosure to another document – the integrated report – still unexplored by academic literature. Finally, it shed light on the determinants of environmental disclosure.
{"title":"Corporate governance and environmental disclosure through integrated reporting","authors":"Nicola Raimo, Elbano de Nuccio, Filippo Vitolla","doi":"10.1108/mbe-05-2021-0066","DOIUrl":"https://doi.org/10.1108/mbe-05-2021-0066","url":null,"abstract":"\u0000Purpose\u0000In recent years, integrated reporting has emerged as a tool to provide environmental information in an interconnected way. However, in the academic literature, the amount of environmental information contained in integrated reports has never been analysed. This study, through the stakeholder-agency theory, aims to fill this important gap by examining the impact of the corporate governance mechanisms on the level of environmental information disseminated by the firms through integrated reports.\u0000\u0000\u0000Design/methodology/approach\u0000A manual content analysis based on an environmental disclosure index consisting of 30 items was performed to measure the amount of environmental information. In addition, a regression analysis was performed on a sample of 129 international firms to examine the impact of the corporate governance mechanisms on the level of environmental information disseminated through integrated reports.\u0000\u0000\u0000Findings\u0000The results show a positive effect of the board size, board gender diversity and corporate social responsibility committee existence on the level of environmental disclosure. Furthermore, they show a non-significant impact of board independence.\u0000\u0000\u0000Originality/value\u0000This study enriches the literature in several ways. First, it extends the field of application of the stakeholder-agency theory. Second, this study extends the analysis of environmental disclosure to another document – the integrated report – still unexplored by academic literature. Finally, it shed light on the determinants of environmental disclosure.\u0000","PeriodicalId":18468,"journal":{"name":"Measuring Business Excellence","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2021-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45282107","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-09DOI: 10.1108/mbe-11-2020-0154
Aang Curatman, A. Suroso, S. Suliyanto
Purpose The purpose of this study is to determine the direct effect of a loyalty program on program loyalty and store loyalty and to determine the role of communication effectiveness as a mediating variable in moving customers from program loyalty to store loyalty in the context of micro, small and medium enterprises (MSMEs). Design/methodology/approach Respondents of this study were 100 customers of the MSMEs that sell Batik products in Cirebon, Indonesia who were selected by the purposive sampling method. This study focuses on primary data collected through a structured questionnaire. Data were analyzed using SmartPLS 3.0 to determine the causality relationship between variables and to test the communication effectiveness as a mediating variable. Findings The results of this study indicate that the loyalty program has a significant effect on program loyalty; program loyalty has a significant effect on store loyalty and communication effectiveness, and communication effectiveness has a significant effect on store loyalty. Other results indicate that communication effectiveness partially mediates the relationship between program loyalty and store loyalty. Research limitations/implications Despite the significant implications, this study has four limitations. First, the research results cannot conclude the store in general because the sampling of this study is limited to MSMEs only. Future research is needed to explore more deeply to compare store loyalty to MSMEs and non-MSMEs. Second, this research is only aimed at MSMEs that have loyalty programs. Future research can be carried out by comparing MSMEs that have loyalty programs and MSMEs without loyalty programs. Third, this study only uses two independent variables and one mediating variable. As is well known, there are many other variables that are antecedents of store loyalty. Future research needs to be done to explore the effect of other variables (mediating and moderating) on store loyalty, such as service quality, company image and customer satisfaction. Fourth, the research sample is only 100 respondents. Future research should use a larger sample as this research is customer-based. Practical implications This study has a significant impact on MSMEs management by providing strategies that can increase and retain customers who have high store loyalty. MSMEs need to design loyalty programs to influence customer perceptions of status, buying habits and relationships with companies. If a customer associates a high value with loyalty program membership, the customer is more likely to find the communication relevant and credible, leading to effective communication that can increase store loyalty. Social implications This study provides real strategies and opportunities for MSMEs to develop so that they can survive or compete with similar companies. It is hoped that MSMEs will be able to absorb more labor so that it can increase the contribution of MSMEs to the national economy. Or
{"title":"Loyalty program and communication effectiveness as drivers of store loyalty","authors":"Aang Curatman, A. Suroso, S. Suliyanto","doi":"10.1108/mbe-11-2020-0154","DOIUrl":"https://doi.org/10.1108/mbe-11-2020-0154","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to determine the direct effect of a loyalty program on program loyalty and store loyalty and to determine the role of communication effectiveness as a mediating variable in moving customers from program loyalty to store loyalty in the context of micro, small and medium enterprises (MSMEs).\u0000\u0000\u0000Design/methodology/approach\u0000Respondents of this study were 100 customers of the MSMEs that sell Batik products in Cirebon, Indonesia who were selected by the purposive sampling method. This study focuses on primary data collected through a structured questionnaire. Data were analyzed using SmartPLS 3.0 to determine the causality relationship between variables and to test the communication effectiveness as a mediating variable.\u0000\u0000\u0000Findings\u0000The results of this study indicate that the loyalty program has a significant effect on program loyalty; program loyalty has a significant effect on store loyalty and communication effectiveness, and communication effectiveness has a significant effect on store loyalty. Other results indicate that communication effectiveness partially mediates the relationship between program loyalty and store loyalty.\u0000\u0000\u0000Research limitations/implications\u0000Despite the significant implications, this study has four limitations. First, the research results cannot conclude the store in general because the sampling of this study is limited to MSMEs only. Future research is needed to explore more deeply to compare store loyalty to MSMEs and non-MSMEs. Second, this research is only aimed at MSMEs that have loyalty programs. Future research can be carried out by comparing MSMEs that have loyalty programs and MSMEs without loyalty programs. Third, this study only uses two independent variables and one mediating variable. As is well known, there are many other variables that are antecedents of store loyalty. Future research needs to be done to explore the effect of other variables (mediating and moderating) on store loyalty, such as service quality, company image and customer satisfaction. Fourth, the research sample is only 100 respondents. Future research should use a larger sample as this research is customer-based.\u0000\u0000\u0000Practical implications\u0000This study has a significant impact on MSMEs management by providing strategies that can increase and retain customers who have high store loyalty. MSMEs need to design loyalty programs to influence customer perceptions of status, buying habits and relationships with companies. If a customer associates a high value with loyalty program membership, the customer is more likely to find the communication relevant and credible, leading to effective communication that can increase store loyalty.\u0000\u0000\u0000Social implications\u0000This study provides real strategies and opportunities for MSMEs to develop so that they can survive or compete with similar companies. It is hoped that MSMEs will be able to absorb more labor so that it can increase the contribution of MSMEs to the national economy.\u0000\u0000\u0000Or","PeriodicalId":18468,"journal":{"name":"Measuring Business Excellence","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2021-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46520568","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-09DOI: 10.1108/mbe-10-2020-0137
Saad Ghafoor, N. Grigg, R. Mann
Purpose This paper aims to investigate how business excellence (BE) custodians (BECs) design, develop and modify their BE frameworks (BEF’s) and to provide a general framework for reviewing BEFs. The design process is important to understand as these BEFs are used to help organisations understand the components of BE to guide them towards world-class performance. Design/methodology/approach The first step was to identify all the BE awards (BEAs) worldwide and their BEFs by conducting a review of publicly available sources. This research was then limited to only those BEAs that was held no more than two years ago. Of these, 29 BECs (with active BEAs) in 26 countries agreed to participate in the research. Data was collected with the help of a survey and 13 BECs also undertook optional follow-up interviews. Findings In total, 56 countries and regions have 65 active BEAs with another 17 countries having BE initiatives. The European Foundation for Quality Management (EFQM) excellence model and the Baldrige excellence framework are used by 37.7% and 14.5% of BECs worldwide, respectively. In total, 58.3% of the BECs review their BEFs once every three years or sooner, 100% of the BECs are confident in their BEFs’ fundamental concepts and 96.5% in their categories. There are fewer active BEAs now and the use of BE is potentially decreasing which suggests that more effort is required by the BECs in promoting BE. Originality/value This research collects data directly from the BECs on how BECs design and develop BEFs and provides a general framework for reviewing BEFs.
{"title":"An investigation of designing, developing and modifying business excellence frameworks","authors":"Saad Ghafoor, N. Grigg, R. Mann","doi":"10.1108/mbe-10-2020-0137","DOIUrl":"https://doi.org/10.1108/mbe-10-2020-0137","url":null,"abstract":"\u0000Purpose\u0000This paper aims to investigate how business excellence (BE) custodians (BECs) design, develop and modify their BE frameworks (BEF’s) and to provide a general framework for reviewing BEFs. The design process is important to understand as these BEFs are used to help organisations understand the components of BE to guide them towards world-class performance.\u0000\u0000\u0000Design/methodology/approach\u0000The first step was to identify all the BE awards (BEAs) worldwide and their BEFs by conducting a review of publicly available sources. This research was then limited to only those BEAs that was held no more than two years ago. Of these, 29 BECs (with active BEAs) in 26 countries agreed to participate in the research. Data was collected with the help of a survey and 13 BECs also undertook optional follow-up interviews.\u0000\u0000\u0000Findings\u0000In total, 56 countries and regions have 65 active BEAs with another 17 countries having BE initiatives. The European Foundation for Quality Management (EFQM) excellence model and the Baldrige excellence framework are used by 37.7% and 14.5% of BECs worldwide, respectively. In total, 58.3% of the BECs review their BEFs once every three years or sooner, 100% of the BECs are confident in their BEFs’ fundamental concepts and 96.5% in their categories. There are fewer active BEAs now and the use of BE is potentially decreasing which suggests that more effort is required by the BECs in promoting BE.\u0000\u0000\u0000Originality/value\u0000This research collects data directly from the BECs on how BECs design and develop BEFs and provides a general framework for reviewing BEFs.\u0000","PeriodicalId":18468,"journal":{"name":"Measuring Business Excellence","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2021-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42175903","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-24DOI: 10.1108/MBE-08-2020-0123
W. Ahmed, M. Z. Rashidi
Purpose Risk is primarily managed by developing the right strategies. Effective alignment of lean and agile strategies is always challenging for practitioners to create firm’s competitiveness. The purpose of this study is to comprehend the behavior of these fundamental supply chain (SC) strategies by using the Triple-A framework. Design/methodology/approach Sample data is collected from 257 SC professionals serving in manufacturing firms through a self-administered structured questionnaire. The statistical technique used to perform hypotheses testing is structural equation modeling. Findings This study discloses a few critical attributes of lean and agile strategies while attempting to create strategic alignment and gain maximum benefits out of it. One of the key findings is that a lean strategy finds it challenging to create adaptability. However, better alignment among the market priorities and operational capabilities may improve risk management capabilities. Practical implications This study posits various vital insights for strategy-makers. For instance, it is advised to the operations managers that lean resources are usually never capable of adopting change but can be aligned with the market changes to create a SC risk management capability for the firm. Originality/value This is an original research with various useful insights for SC operations strategy-makers and academic researchers as it reveals a key empirical evidence of past vital concepts.
{"title":"Developing supply chain risk management capabilities by aligning strategies: integrating Triple-A model","authors":"W. Ahmed, M. Z. Rashidi","doi":"10.1108/MBE-08-2020-0123","DOIUrl":"https://doi.org/10.1108/MBE-08-2020-0123","url":null,"abstract":"\u0000Purpose\u0000Risk is primarily managed by developing the right strategies. Effective alignment of lean and agile strategies is always challenging for practitioners to create firm’s competitiveness. The purpose of this study is to comprehend the behavior of these fundamental supply chain (SC) strategies by using the Triple-A framework.\u0000\u0000\u0000Design/methodology/approach\u0000Sample data is collected from 257 SC professionals serving in manufacturing firms through a self-administered structured questionnaire. The statistical technique used to perform hypotheses testing is structural equation modeling.\u0000\u0000\u0000Findings\u0000This study discloses a few critical attributes of lean and agile strategies while attempting to create strategic alignment and gain maximum benefits out of it. One of the key findings is that a lean strategy finds it challenging to create adaptability. However, better alignment among the market priorities and operational capabilities may improve risk management capabilities.\u0000\u0000\u0000Practical implications\u0000This study posits various vital insights for strategy-makers. For instance, it is advised to the operations managers that lean resources are usually never capable of adopting change but can be aligned with the market changes to create a SC risk management capability for the firm.\u0000\u0000\u0000Originality/value\u0000This is an original research with various useful insights for SC operations strategy-makers and academic researchers as it reveals a key empirical evidence of past vital concepts.\u0000","PeriodicalId":18468,"journal":{"name":"Measuring Business Excellence","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2021-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41929238","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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