Pub Date : 2024-07-06DOI: 10.51594/ijmer.v6i7.1258
Jumai Adama Buinwi, Chinenye Gbemisola Okatta, Ebunoluwa Johnson
This study delves into the essential role of sub-branch managers in enhancing customer engagement within the telecommunications sector, a field marked by intense competition and rapidly evolving customer expectations. Employing a comprehensive literature review methodology, this research examines the multifaceted responsibilities of sub-branch managers, focusing on their impact on customer satisfaction, loyalty, and overall organizational performance. Key findings reveal that sub-branch managers significantly influence customer engagement through the implementation of customer-centric strategies, effective internal communication, and the use of advanced Customer Relationship Management (CRM) systems. Leadership styles such as transformational and servant leadership emerged as particularly effective in fostering a motivated workforce and enhancing customer interactions. The study also highlights the critical role of internal marketing and continuous improvement in maintaining high service standards and aligning organizational processes with customer needs. The study concludes that sub-branch managers are pivotal to the success of customer engagement initiatives in the telecommunications sector. Their ability to adapt to changing market conditions and proactively address customer feedback is crucial for sustaining customer loyalty and achieving business growth. Consequently, the study recommends telecommunications companies invest in leadership training and development programs for sub-branch managers, alongside the adoption of advanced CRM technologies and a culture of continuous improvement. These measures are essential for empowering sub-branch managers to drive customer engagement and secure a competitive advantage in a dynamic market. Keywords: Customer Engagement, Sub-Branch Managers, Telecommunications, Leadership, Customer Relationship Management, Internal Marketing.
{"title":"The role of sub-branch managers in enhancing customer engagement in the telecommunications sector","authors":"Jumai Adama Buinwi, Chinenye Gbemisola Okatta, Ebunoluwa Johnson","doi":"10.51594/ijmer.v6i7.1258","DOIUrl":"https://doi.org/10.51594/ijmer.v6i7.1258","url":null,"abstract":"This study delves into the essential role of sub-branch managers in enhancing customer engagement within the telecommunications sector, a field marked by intense competition and rapidly evolving customer expectations. Employing a comprehensive literature review methodology, this research examines the multifaceted responsibilities of sub-branch managers, focusing on their impact on customer satisfaction, loyalty, and overall organizational performance. Key findings reveal that sub-branch managers significantly influence customer engagement through the implementation of customer-centric strategies, effective internal communication, and the use of advanced Customer Relationship Management (CRM) systems. Leadership styles such as transformational and servant leadership emerged as particularly effective in fostering a motivated workforce and enhancing customer interactions. The study also highlights the critical role of internal marketing and continuous improvement in maintaining high service standards and aligning organizational processes with customer needs. The study concludes that sub-branch managers are pivotal to the success of customer engagement initiatives in the telecommunications sector. Their ability to adapt to changing market conditions and proactively address customer feedback is crucial for sustaining customer loyalty and achieving business growth. Consequently, the study recommends telecommunications companies invest in leadership training and development programs for sub-branch managers, alongside the adoption of advanced CRM technologies and a culture of continuous improvement. These measures are essential for empowering sub-branch managers to drive customer engagement and secure a competitive advantage in a dynamic market. \u0000Keywords: Customer Engagement, Sub-Branch Managers, Telecommunications, Leadership, Customer Relationship Management, Internal Marketing.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":" 107","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141673006","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}
In today’s highly competitive business landscape, organizations are increasingly turning to data-driven analytics to enhance performance and inform strategic decision-making. This approach leverages vast amounts of data, transforming it into actionable insights that drive efficiency, innovation, and growth. The role of data-driven analytics is multifaceted, encompassing predictive, prescriptive, and descriptive analytics, each contributing uniquely to the decision-making process. Predictive analytics forecasts future trends and behaviors, enabling proactive strategies. Prescriptive analytics provides recommendations for optimal actions based on various scenarios, while descriptive analytics offers a clear view of past performance, helping to identify patterns and opportunities for improvement. The integration of advanced data analytics tools and techniques has revolutionized how businesses operate, particularly in areas such as marketing, finance, supply chain management, and customer relationship management. By utilizing data analytics, companies can identify market trends, understand customer preferences, optimize operations, and reduce costs. For example, in marketing, data-driven insights allow for targeted campaigns and personalized customer experiences, leading to higher conversion rates and customer loyalty. In supply chain management, analytics improve demand forecasting and inventory management, enhancing overall efficiency. Furthermore, the adoption of data-driven analytics fosters a culture of evidence-based decision-making within organizations. Leaders can make informed decisions quickly, reducing the risks associated with gut-feel approaches and ensuring that strategies are aligned with market realities and organizational goals. This shift towards analytics-based decision-making is supported by advancements in artificial intelligence and machine learning, which enhance the accuracy and depth of insights generated from data. However, the journey to becoming a data-driven organization is not without challenges. It requires significant investments in technology, talent, and change management. Organizations must also address data privacy and security concerns to maintain stakeholder trust. Despite these challenges, the benefits of data-driven analytics in strategic decision-making are undeniable. It empowers businesses to navigate complexities, seize opportunities, and achieve sustainable competitive advantages. In conclusion, data-driven analytics is a critical enabler of enhanced business performance. Its strategic application in decision-making processes not only drives operational excellence but also positions organizations for long-term success in a dynamic market environment. Keywords: Decision-Making, Data-Driven, Analytics, Business Performance, Strategic.
{"title":"Enhancing business performance: The role of data-driven analytics in strategic decision-making","authors":"Oluwatosin Abdul-Azeez, Alexsandra Ogadimma Ihechere, Courage Idemudia","doi":"10.51594/ijmer.v6i7.1257","DOIUrl":"https://doi.org/10.51594/ijmer.v6i7.1257","url":null,"abstract":"In today’s highly competitive business landscape, organizations are increasingly turning to data-driven analytics to enhance performance and inform strategic decision-making. This approach leverages vast amounts of data, transforming it into actionable insights that drive efficiency, innovation, and growth. The role of data-driven analytics is multifaceted, encompassing predictive, prescriptive, and descriptive analytics, each contributing uniquely to the decision-making process. Predictive analytics forecasts future trends and behaviors, enabling proactive strategies. Prescriptive analytics provides recommendations for optimal actions based on various scenarios, while descriptive analytics offers a clear view of past performance, helping to identify patterns and opportunities for improvement. The integration of advanced data analytics tools and techniques has revolutionized how businesses operate, particularly in areas such as marketing, finance, supply chain management, and customer relationship management. By utilizing data analytics, companies can identify market trends, understand customer preferences, optimize operations, and reduce costs. For example, in marketing, data-driven insights allow for targeted campaigns and personalized customer experiences, leading to higher conversion rates and customer loyalty. In supply chain management, analytics improve demand forecasting and inventory management, enhancing overall efficiency. Furthermore, the adoption of data-driven analytics fosters a culture of evidence-based decision-making within organizations. Leaders can make informed decisions quickly, reducing the risks associated with gut-feel approaches and ensuring that strategies are aligned with market realities and organizational goals. This shift towards analytics-based decision-making is supported by advancements in artificial intelligence and machine learning, which enhance the accuracy and depth of insights generated from data. However, the journey to becoming a data-driven organization is not without challenges. It requires significant investments in technology, talent, and change management. Organizations must also address data privacy and security concerns to maintain stakeholder trust. Despite these challenges, the benefits of data-driven analytics in strategic decision-making are undeniable. It empowers businesses to navigate complexities, seize opportunities, and achieve sustainable competitive advantages. In conclusion, data-driven analytics is a critical enabler of enhanced business performance. Its strategic application in decision-making processes not only drives operational excellence but also positions organizations for long-term success in a dynamic market environment. \u0000Keywords: Decision-Making, Data-Driven, Analytics, Business Performance, Strategic.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":" 40","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141672545","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}
This paper examines the integration of technology, market strategies, and strategic management in agricultural economics to enhance productivity and sustainability. Technological advancements such as precision farming, IoT, AI, drones, and biotechnology transform agricultural practices by enabling data-driven decision-making, resource optimization, and enhanced efficiency. Market strategies, including strategic market positioning and digital marketing, leverage these technologies to meet evolving consumer demands and expand market reach. Strategic management principles ensure that these technologies and strategies align with long-term goals, fostering innovation and resilience in agricultural enterprises. The implications of this integration are significant for stakeholders across the agricultural sector. Farmers can benefit from improved yield stability, reduced input costs, and better risk management through technology adoption and strategic planning. Agribusinesses gain competitive advantage by enhancing product differentiation, optimizing supply chains, and reaching global markets via digital platforms. Policymakers are critical in facilitating this integration through supportive policy frameworks that promote innovation, digital infrastructure development, and sustainable agricultural practices. The future of integrated agricultural economics hinges on overcoming challenges such as the digital divide, data security, and regulatory complexities. Collaboration among stakeholders is essential to harnessing the full potential of technology while ensuring equitable access and addressing environmental and social impacts. The agricultural sector can achieve sustainable growth, enhance food security, and mitigate climate-related risks by embracing a holistic approach that integrates technological innovations with strategic management principles. Keywords: Technology Integration, Market Strategies, Strategic Management, Agricultural Economics, Sustainability.
{"title":"Integrating technology, market strategies, and strategic management in agricultural economics for enhanced productivity","authors":"Eyitayo Raji, Tochukwu Ignatius Ijomah, Osemeike Gloria Eyieyien","doi":"10.51594/ijmer.v6i7.1260","DOIUrl":"https://doi.org/10.51594/ijmer.v6i7.1260","url":null,"abstract":"This paper examines the integration of technology, market strategies, and strategic management in agricultural economics to enhance productivity and sustainability. Technological advancements such as precision farming, IoT, AI, drones, and biotechnology transform agricultural practices by enabling data-driven decision-making, resource optimization, and enhanced efficiency. Market strategies, including strategic market positioning and digital marketing, leverage these technologies to meet evolving consumer demands and expand market reach. Strategic management principles ensure that these technologies and strategies align with long-term goals, fostering innovation and resilience in agricultural enterprises. The implications of this integration are significant for stakeholders across the agricultural sector. Farmers can benefit from improved yield stability, reduced input costs, and better risk management through technology adoption and strategic planning. Agribusinesses gain competitive advantage by enhancing product differentiation, optimizing supply chains, and reaching global markets via digital platforms. Policymakers are critical in facilitating this integration through supportive policy frameworks that promote innovation, digital infrastructure development, and sustainable agricultural practices. The future of integrated agricultural economics hinges on overcoming challenges such as the digital divide, data security, and regulatory complexities. Collaboration among stakeholders is essential to harnessing the full potential of technology while ensuring equitable access and addressing environmental and social impacts. The agricultural sector can achieve sustainable growth, enhance food security, and mitigate climate-related risks by embracing a holistic approach that integrates technological innovations with strategic management principles. \u0000Keywords: Technology Integration, Market Strategies, Strategic Management, Agricultural Economics, Sustainability.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":" 32","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141672753","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}
According to CEDEFOP (2014) an educational qualification type is a group of titles/diplomas and/or certificates within a country, sharing similar characteristics in terms of level, duration of related education pathway, and level of labour market entry. Within a qualification type, there are many different qualifications according to content. Qualification is an indication of trust in someone’s personal capabilities (Cedefop, 2012). It is usually a degree, diploma or certificate awarded by a competent authority in recognition that particular programme or qualification outcomes have been achieved following the successful completion of a recognized higher education programme of study (QAA, 2014). A qualification can be a legal entitlement to practice a trade (OECD, 2007). Work or job performance has been used to define employees’ ability to complete assigned duties according to organizational set rules and procedures occasioned by the normal constraints of reasonable utilization of available resources (Ogunley & Osekita, 2016). Fundamentally, performance has been viewed as an evaluation of the results of a person’s behaviour, and it involves determining the behavioural actions on how well or poorly a person has accomplished a task or done a job. It had been concluded as Lussier (2010) believes that to attain high levels of performance by both employees and managers, it is important that organizations to warrant that their employees have the requisite qualifications, the abilities, and the resources to meet organizations objectives. The results of the study proved that there is a strong relationship between educational qualification and job performance. It has been found by 80% of the study’s respondents that by virtue of their educational qualification, they are able to come up with new ideas to perform their jobs very well. Subsequently, when employees’ performance is not at the standard level or above the level set, then organizational leaders have the responsibility to determine which performance factors need to be improved, and what strategies are adopted to improve them. Consequently, administrative staff and employees in general should think of the current gap and challenge within their career path and decide the best program that will help to meet such needs. Finally, to improve the nexus of academic qualifications and job performance, this study recommended that special incentives and grants be made available, as well as be the drivers behind their staff pursuing higher educational qualification. Keywords: Educational Qualification, Employee Job Performance, Administrative Staff.
{"title":"AN ASSESSMENT OF THE IMPACT OF EDUCATIONAL QUALIFICATIONS ON EMPLOYEE JOB PERFORMANCE AMONG GHANAIAN UNIVERSITY ADMINISTRATIVE STAFF","authors":"Welber Rebeeca","doi":"10.51594/ijmer.v6i3.978","DOIUrl":"https://doi.org/10.51594/ijmer.v6i3.978","url":null,"abstract":"According to CEDEFOP (2014) an educational qualification type is a group of titles/diplomas and/or certificates within a country, sharing similar characteristics in terms of level, duration of related education pathway, and level of labour market entry. Within a qualification type, there are many different qualifications according to content. Qualification is an indication of trust in someone’s personal capabilities (Cedefop, 2012). It is usually a degree, diploma or certificate awarded by a competent authority in recognition that particular programme or qualification outcomes have been achieved following the successful completion of a recognized higher education programme of study (QAA, 2014). A qualification can be a legal entitlement to practice a trade (OECD, 2007). Work or job performance has been used to define employees’ ability to complete assigned duties according to organizational set rules and procedures occasioned by the normal constraints of reasonable utilization of available resources (Ogunley & Osekita, 2016). Fundamentally, performance has been viewed as an evaluation of the results of a person’s behaviour, and it involves determining the behavioural actions on how well or poorly a person has accomplished a task or done a job. It had been concluded as Lussier (2010) believes that to attain high levels of performance by both employees and managers, it is important that organizations to warrant that their employees have the requisite qualifications, the abilities, and the resources to meet organizations objectives. The results of the study proved that there is a strong relationship between educational qualification and job performance. It has been found by 80% of the study’s respondents that by virtue of their educational qualification, they are able to come up with new ideas to perform their jobs very well. Subsequently, when employees’ performance is not at the standard level or above the level set, then organizational leaders have the responsibility to determine which performance factors need to be improved, and what strategies are adopted to improve them. Consequently, administrative staff and employees in general should think of the current gap and challenge within their career path and decide the best program that will help to meet such needs. Finally, to improve the nexus of academic qualifications and job performance, this study recommended that special incentives and grants be made available, as well as be the drivers behind their staff pursuing higher educational qualification. \u0000Keywords: Educational Qualification, Employee Job Performance, Administrative Staff.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":"68 8","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140366419","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}
This paper explores the transformative potential of Artificial Intelligence (AI) in personalizing marketing strategies. It delves into the theoretical underpinnings of consumer engagement sand investigates how AI can be leveraged to develop targeted and relevant marketing experiences. AI can personalize messages based on consumer behavior and demographics, influencing the processing route and maximizing engagement. This theory explores the use of game mechanics to motivate and engage users. AI can personalize gamified marketing experiences, tailoring rewards and challenges to individual consumer preferences, driving deeper engagement. Algorithms can analyze vast amounts of customer data to predict individual preferences and behaviors. This allows for targeted advertising, product recommendations, and content that resonates with specific consumer segments. Natural Language Processing (NLP), AI-powered NLP tools analyze customer reviews, social media conversations, and other forms of unstructured data. This allows brands to understand customer sentiment and personalize communication styles for optimal engagement AI-powered chatbots and virtual assistants can provide personalized customer support and product recommendations in real-time, fostering a more interactive and engaging brand experience. Potential Benefits and Considerations Personalized marketing messages and experiences cater to individual needs and preferences, leading to higher satisfaction and loyalty. By tailoring content and offerings to specific consumer segments, brands can establish a more relevant and relatable image. Improved Conversion Rates, Personalized marketing campaigns can be highly targeted and effective, leading to increased conversions and sales. Balancing personalization with data privacy concerns is crucial. Transparency and user control over data collection practices are essential. AI algorithms can perpetuate biases present in training data. Ensuring fairness and inclusivity in AI-powered marketing is paramount. AI is revolutionizing marketing personalization. By leveraging AI's analytical capabilities and understanding the theoretical aspects of consumer engagement, brands can develop targeted and relevant marketing strategies that foster deeper customer connections and drive business growth. Keywords: AI Personalization, Consumer Engagement, Marketing Strategy, Theoretical Exploration, Data Privacy, Algorithmic Bias.
{"title":"THE ROLE OF AI IN MARKETING PERSONALIZATION: A THEORETICAL EXPLORATION OF CONSUMER ENGAGEMENT STRATEGIES","authors":"Sodiq Odetunde Babatunde, Opeyemi Abayomi Odejide, Tolulope Esther Edunjobi, Damilola Oluwaseun Ogundipe","doi":"10.51594/ijmer.v6i3.964","DOIUrl":"https://doi.org/10.51594/ijmer.v6i3.964","url":null,"abstract":"This paper explores the transformative potential of Artificial Intelligence (AI) in personalizing marketing strategies. It delves into the theoretical underpinnings of consumer engagement sand investigates how AI can be leveraged to develop targeted and relevant marketing experiences. AI can personalize messages based on consumer behavior and demographics, influencing the processing route and maximizing engagement. This theory explores the use of game mechanics to motivate and engage users. AI can personalize gamified marketing experiences, tailoring rewards and challenges to individual consumer preferences, driving deeper engagement. Algorithms can analyze vast amounts of customer data to predict individual preferences and behaviors. This allows for targeted advertising, product recommendations, and content that resonates with specific consumer segments. Natural Language Processing (NLP), AI-powered NLP tools analyze customer reviews, social media conversations, and other forms of unstructured data. This allows brands to understand customer sentiment and personalize communication styles for optimal engagement AI-powered chatbots and virtual assistants can provide personalized customer support and product recommendations in real-time, fostering a more interactive and engaging brand experience. Potential Benefits and Considerations Personalized marketing messages and experiences cater to individual needs and preferences, leading to higher satisfaction and loyalty. By tailoring content and offerings to specific consumer segments, brands can establish a more relevant and relatable image. Improved Conversion Rates, Personalized marketing campaigns can be highly targeted and effective, leading to increased conversions and sales. Balancing personalization with data privacy concerns is crucial. Transparency and user control over data collection practices are essential. AI algorithms can perpetuate biases present in training data. Ensuring fairness and inclusivity in AI-powered marketing is paramount. AI is revolutionizing marketing personalization. By leveraging AI's analytical capabilities and understanding the theoretical aspects of consumer engagement, brands can develop targeted and relevant marketing strategies that foster deeper customer connections and drive business growth. \u0000Keywords: AI Personalization, Consumer Engagement, Marketing Strategy, Theoretical Exploration, Data Privacy, Algorithmic Bias.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":"56 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140371350","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}
The review explores innovations in business diversity and inclusion within the renewable energy sector through a series of case studies. As the renewable energy industry continues to grow and diversify, there is increasing recognition of the importance of fostering diverse and inclusive workplaces to drive innovation, enhance decision-making, and better serve diverse communities. This review presents six case studies that highlight various aspects of diversity and inclusion initiatives implemented by companies operating in the renewable energy sector. The case studies cover leadership initiatives aimed at promoting diversity at the executive level, workforce diversity strategies focusing on recruitment and training programs, supplier diversity initiatives aimed at engaging with diverse suppliers, community engagement and partnership strategies, innovative approaches to inclusive design, and the establishment of metrics and accountability frameworks to track progress. By examining these case studies, this review sheds light on the innovative practices and strategies adopted by companies in the renewable energy sector to create more inclusive and equitable workplaces, strengthen community relationships, and drive sustainable business growth. These insights contribute to the broader conversation on the role of diversity and inclusion in fostering innovation and driving positive social impact within the renewable energy industry. Keywords: Innovations, Business Diversity, Inclusion, Renewable Energy Sector, Case Studies, Leadership Initiatives.
{"title":"INNOVATIONS IN BUSINESS DIVERSITY AND INCLUSION: CASE STUDIES FROM THE RENEWABLE ENERGY SECTOR","authors":"David Olanrewaju Olutimehin, Onyeka Chrisanctus Ofodile, Irunna Ejibe, Olusegun Gbenga Odunaiya, Oluwatobi Timothy Soyombo","doi":"10.51594/ijmer.v6i3.961","DOIUrl":"https://doi.org/10.51594/ijmer.v6i3.961","url":null,"abstract":"The review explores innovations in business diversity and inclusion within the renewable energy sector through a series of case studies. As the renewable energy industry continues to grow and diversify, there is increasing recognition of the importance of fostering diverse and inclusive workplaces to drive innovation, enhance decision-making, and better serve diverse communities. This review presents six case studies that highlight various aspects of diversity and inclusion initiatives implemented by companies operating in the renewable energy sector. The case studies cover leadership initiatives aimed at promoting diversity at the executive level, workforce diversity strategies focusing on recruitment and training programs, supplier diversity initiatives aimed at engaging with diverse suppliers, community engagement and partnership strategies, innovative approaches to inclusive design, and the establishment of metrics and accountability frameworks to track progress. By examining these case studies, this review sheds light on the innovative practices and strategies adopted by companies in the renewable energy sector to create more inclusive and equitable workplaces, strengthen community relationships, and drive sustainable business growth. These insights contribute to the broader conversation on the role of diversity and inclusion in fostering innovation and driving positive social impact within the renewable energy industry. \u0000Keywords: Innovations, Business Diversity, Inclusion, Renewable Energy Sector, Case Studies, Leadership Initiatives.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":"130 17","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140369744","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}
This study explored the line managers’ perspective on the organizational factors affecting the implementation of the Human Resource Information System (HRIS) in the Metropolitan, Municipal and District Assemblies (MMDA’S) in the Upper West Region (UWR) of Ghana. In order to accomplish the purpose of the study, five organizational factors were explored from literature namely: Top Management Support, Financial Resources, Training, Relative Advantage and Change Management. Data was collected through a questionnaire. 187-line managers were purposively selected from the eleven MMDA’s in the UWR of Ghana. Data was analyzed using Statistical Package for Social Software (SPSS). The study concluded that, Top Management Support, Financial Resources, Training, had a moderate level of acceptance as factors that affect the implementation of the HRIS whereas Relative Advantage and Change Management had a low level of acceptance. The study also concluded that Top Management Support, Relative Advantage had correlation with Effectiveness whereas Financial Resources, Training, Change Management had no correlation with the Effectiveness. The study recommended that top management must support and provide enough financial resources in the implementation of the HRIS. Keywords: Human Resource Information System, Organisational Factors, Implementation.
{"title":"EXPLORING LINE MANAGERS’ PERSPECTIVE ON THE EFFECTS OF ORGANISATIONAL FACTORS ON THE IMPLEMENTATION OF HRIS: A SURVEY IN THE MMDAS IN THE UPPER WEST REGION OF GHANA","authors":"Yahaya Haleem, E.M George Ditsa, Welber Rebeeca","doi":"10.51594/ijmer.v6i3.977","DOIUrl":"https://doi.org/10.51594/ijmer.v6i3.977","url":null,"abstract":"This study explored the line managers’ perspective on the organizational factors affecting the implementation of the Human Resource Information System (HRIS) in the Metropolitan, Municipal and District Assemblies (MMDA’S) in the Upper West Region (UWR) of Ghana. In order to accomplish the purpose of the study, five organizational factors were explored from literature namely: Top Management Support, Financial Resources, Training, Relative Advantage and Change Management. Data was collected through a questionnaire. 187-line managers were purposively selected from the eleven MMDA’s in the UWR of Ghana. Data was analyzed using Statistical Package for Social Software (SPSS). The study concluded that, Top Management Support, Financial Resources, Training, had a moderate level of acceptance as factors that affect the implementation of the HRIS whereas Relative Advantage and Change Management had a low level of acceptance. The study also concluded that Top Management Support, Relative Advantage had correlation with Effectiveness whereas Financial Resources, Training, Change Management had no correlation with the Effectiveness. The study recommended that top management must support and provide enough financial resources in the implementation of the HRIS. \u0000Keywords: Human Resource Information System, Organisational Factors, Implementation.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":"112 17","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140370538","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}
Artificial Intelligence (AI) has emerged as a transformative force in the realm of product management, offering a theoretical framework that reshapes the journey from ideation to market penetration. This abstract provides a comprehensive overview of the theoretical underpinnings and practical applications of AI in product management, delineating its pivotal role across various stages of the product lifecycle. The ideation phase marks the inception of product development, where AI serves as a catalyst for innovation, augmenting creativity through advanced algorithms and data-driven insights. Market research and validation constitute the subsequent phase, where AI empowers product managers with sophisticated tools for analyzing consumer trends, preferences, and sentiments, thereby informing strategic decision-making processes. Prototyping represents a critical stage wherein AI facilitates rapid iteration and refinement, expediting the development cycle and enhancing product adaptability. Leveraging machine learning algorithms, product managers can swiftly iterate prototypes based on user feedback, ensuring alignment with evolving market demands. In the domain of product design, AI-driven solutions revolutionize user experience and usability, leveraging natural language processing, computer vision, and recommendation systems to personalize product interfaces and cater to diverse user preferences. Quality assurance and testing emerge as imperative phases wherein AI-driven testing strategies optimize reliability, performance, and scalability, mitigating risks associated with product failure and enhancing overall product quality. During the launch phase, AI enables product managers to orchestrate data-driven marketing strategies and optimize distribution channels, maximizing market penetration and consumer engagement. Predictive analytics, targeted advertising, and dynamic pricing algorithms optimize product launches, ensuring a competitive edge in the marketplace. In conclusion, AI permeates every facet of product management, transforming traditional paradigms and catalyzing innovation at every stage of the product lifecycle. By embracing AI's capabilities, product managers can navigate the dynamic landscape of modern markets with agility, precision, and foresight, driving sustained growth and competitive advantage. Keywords: AI, Product Management, Creativity, Ideation, Innovation
{"title":"AI AND PRODUCT MANAGEMENT: A THEORETICAL OVERVIEW FROM IDEA TO MARKET","authors":"Damilola Oluwaseun Ogundipe, Sodiq Odetunde Babatunde, Emmanuel Adeyemi Abaku","doi":"10.51594/ijmer.v6i3.965","DOIUrl":"https://doi.org/10.51594/ijmer.v6i3.965","url":null,"abstract":"Artificial Intelligence (AI) has emerged as a transformative force in the realm of product management, offering a theoretical framework that reshapes the journey from ideation to market penetration. This abstract provides a comprehensive overview of the theoretical underpinnings and practical applications of AI in product management, delineating its pivotal role across various stages of the product lifecycle. The ideation phase marks the inception of product development, where AI serves as a catalyst for innovation, augmenting creativity through advanced algorithms and data-driven insights. Market research and validation constitute the subsequent phase, where AI empowers product managers with sophisticated tools for analyzing consumer trends, preferences, and sentiments, thereby informing strategic decision-making processes. Prototyping represents a critical stage wherein AI facilitates rapid iteration and refinement, expediting the development cycle and enhancing product adaptability. Leveraging machine learning algorithms, product managers can swiftly iterate prototypes based on user feedback, ensuring alignment with evolving market demands. In the domain of product design, AI-driven solutions revolutionize user experience and usability, leveraging natural language processing, computer vision, and recommendation systems to personalize product interfaces and cater to diverse user preferences. Quality assurance and testing emerge as imperative phases wherein AI-driven testing strategies optimize reliability, performance, and scalability, mitigating risks associated with product failure and enhancing overall product quality. During the launch phase, AI enables product managers to orchestrate data-driven marketing strategies and optimize distribution channels, maximizing market penetration and consumer engagement. Predictive analytics, targeted advertising, and dynamic pricing algorithms optimize product launches, ensuring a competitive edge in the marketplace. In conclusion, AI permeates every facet of product management, transforming traditional paradigms and catalyzing innovation at every stage of the product lifecycle. By embracing AI's capabilities, product managers can navigate the dynamic landscape of modern markets with agility, precision, and foresight, driving sustained growth and competitive advantage. \u0000Keywords: AI, Product Management, Creativity, Ideation, Innovation","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":"97 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140371199","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}
This paper explores the critical aspects of risk management in global supply chains, with a specific focus on vulnerabilities within shipping and logistics. The interconnected nature of today's supply chains exposes them to various risks, ranging from natural disasters and geopolitical tensions to operational challenges and cybersecurity threats. The paper outlines a comprehensive framework for risk identification, assessment, and mitigation, emphasizing the importance of proactive strategies in addressing potential disruptions. Diversification of suppliers and transportation routes, technological investments, insurance coverage, and enhanced collaboration are highlighted as key mitigation measures. Through case studies, the paper examines successful risk management practices and draws insights from failures. Additionally, it delves into emerging trends, such as technological advancements and climate change adaptation, providing a forward-looking perspective on evolving risks. The conclusion underscores the dynamic nature of global supply chain risks and advocates for continuous improvement in risk management practices to ensure resilience and sustainability. Keywords: Risk Management, Global, Supply Chains, Vulnerabilities, Shipping and Logistics.
{"title":"Risk Management in Global Supply Chains: Addressing Vulnerabilities in Shipping and Logistics","authors":"Oluwakemi Betty Arowosegbe, David Olanrewaju Olutimehin, Olusegun Gbenga Odunaiya, Oluwatobi Timothy Soyombo","doi":"10.51594/ijmer.v6i3.962","DOIUrl":"https://doi.org/10.51594/ijmer.v6i3.962","url":null,"abstract":"This paper explores the critical aspects of risk management in global supply chains, with a specific focus on vulnerabilities within shipping and logistics. The interconnected nature of today's supply chains exposes them to various risks, ranging from natural disasters and geopolitical tensions to operational challenges and cybersecurity threats. The paper outlines a comprehensive framework for risk identification, assessment, and mitigation, emphasizing the importance of proactive strategies in addressing potential disruptions. Diversification of suppliers and transportation routes, technological investments, insurance coverage, and enhanced collaboration are highlighted as key mitigation measures. Through case studies, the paper examines successful risk management practices and draws insights from failures. Additionally, it delves into emerging trends, such as technological advancements and climate change adaptation, providing a forward-looking perspective on evolving risks. The conclusion underscores the dynamic nature of global supply chain risks and advocates for continuous improvement in risk management practices to ensure resilience and sustainability. \u0000Keywords: Risk Management, Global, Supply Chains, Vulnerabilities, Shipping and Logistics.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":"28 13","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140373072","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}
This paper explores the delicate balance between sustainability and risk management in the shipping and logistics industry, addressing the escalating environmental concerns while ensuring operational resilience. Investigating the adoption of sustainable practices, alternative fuels, and eco-friendly technologies, the study examines regulatory frameworks and industry initiatives shaping sustainable development. Simultaneously, it delves into the risks associated with these changes, including financial, operational, and regulatory dimensions. The research also scrutinizes risk management strategies, encompassing proactive measures to mitigate environmental impact, compliance with evolving regulations, and the implementation of resilient operational frameworks. Through a comprehensive synthesis of academic literature, case studies, and industry insights, the paper contributes to understanding how sustainability efforts can align with robust risk management, offering valuable guidance for industry stakeholders, policymakers, and academics navigating the complex landscape of environmental responsibility and operational resilience in the global supply chain. Keywords: Sustainability, Risk Management, Shipping Logistics, Environmental Operational, Resilience.
{"title":"SUSTAINABILITY AND RISK MANAGEMENT IN SHIPPING AND LOGISTICS: BALANCING ENVIRONMENTAL CONCERNS WITH OPERATIONAL RESILIENCE","authors":"Oluwakemi Betty Arowosegbe, David Olanrewaju Olutimehin, Olusegun Gbenga Odunaiya, Oluwatobi Timothy Soyombo","doi":"10.51594/ijmer.v6i3.963","DOIUrl":"https://doi.org/10.51594/ijmer.v6i3.963","url":null,"abstract":"This paper explores the delicate balance between sustainability and risk management in the shipping and logistics industry, addressing the escalating environmental concerns while ensuring operational resilience. Investigating the adoption of sustainable practices, alternative fuels, and eco-friendly technologies, the study examines regulatory frameworks and industry initiatives shaping sustainable development. Simultaneously, it delves into the risks associated with these changes, including financial, operational, and regulatory dimensions. The research also scrutinizes risk management strategies, encompassing proactive measures to mitigate environmental impact, compliance with evolving regulations, and the implementation of resilient operational frameworks. Through a comprehensive synthesis of academic literature, case studies, and industry insights, the paper contributes to understanding how sustainability efforts can align with robust risk management, offering valuable guidance for industry stakeholders, policymakers, and academics navigating the complex landscape of environmental responsibility and operational resilience in the global supply chain. \u0000Keywords: Sustainability, Risk Management, Shipping Logistics, Environmental Operational, Resilience.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":"34 18","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140372529","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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