The New Face of People Power: An Exploratory Study on the Potential of Social Media for Combating Corruption in Indonesia
In: Australasian Accounting, Business and Finance Journal, 12 (3), 2018
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In: Australasian Accounting, Business and Finance Journal, 12 (3), 2018
SSRN
In: International Journal of Auditing, Band 21, Heft 1, S. 38-58
SSRN
In: Jurnal Pengurusan, Band 49, S. 25-39
In: Business process management journal, Band 28, Heft 3, S. 585-605
ISSN: 1758-4116
PurposeThis study examines whether corporate governance enhances the financial and social business performance of three-to five-star hotels in Western Australia (WA) through the three dimensions of market orientation (i.e. customer orientation, competitor orientation and inter-function coordination) as mediators.Design/methodology/approachData were collected from managers of hotels in the WA capital city of Perth and its surrounding areas using a questionnaire. Partial least squares structural equation modelling (PLS-SEM) was used to analyse the data.FindingsThe overall result shows interesting findings of market orientation's mediating role. It is found that corporate governance may lead to better financial business performance through competitor orientation but not through customer orientation and inter-function coordination. Complementary, corporate governance may lead to better social business performance through customer orientation and inter-function coordination but not through competitor orientation.Originality/valueThis paper offers contributions to both literature and practice on what dimensions of market orientation are important to enhance the performance of hotels when corporate governance is applied.
In: Society and business review, Band 16, Heft 2, S. 238-254
ISSN: 1746-5699
PurposeThis study aims to examine the three dimensions of market orientation, namely, customer orientation, competitor orientation and inter-function coordination, which influence the accountability in the financial and social performance of tourism operators in large touristic cities.Design/methodology/approachIn total, 95 usable questionnaires as the required data were collected from the top managers of four- and five-star hotels in Iran.FindingsPartial least squares (PLS) results confirm that customer orientation and inter-function coordination influence both the financial and social performance of the hospitality sector yet reveal that competitor orientation has no significant relationship with social performance.Research limitations/implicationsThese findings not only highlight the compatibility of PLS with various forms of statistical analyzes but also furthers the current understanding of hospitality networks in megacity economies, where literature are scarce.Practical implicationsThe findings of this study can help policymakers, tourism associations and practitioners enhance the accountability and sustainable financial and social performance of the hospitality industry in megacities. This study proposes some unique measurements for the social and financial performance of the hospitality sectors.Originality/valueThe paper states some new measurements for the social performance of the hospitality sectors. In addition, measuring the impacts of market orientation on the financial and social aspects of hotels is totally unique.
In: Journal of international studies, Band 10, Heft 4, S. 272-289
ISSN: 2306-3483
In: Business process management journal, Band 27, Heft 4, S. 1126-1141
ISSN: 1758-4116
PurposeThe study investigates the extent to which organizational learning and innovativeness can improve the firms' performance through a customer-focused strategy.Design/methodology/approachData were collected from Indonesian financial service firms using a questionnaire-based survey. The 157 useable survey responses were analysed to test the proposed hypotheses using SmartPLS.FindingsThis study finds that both organizational learning and innovativeness have a positive effect on performance. The effect of organizational learning on performance depends on the variations of the customer-focused strategy. However, innovativeness does not mediate through customer-focused strategy to enhance performance.Practical implicationsIn firms that implement business model innovation, managers should focus on resource flexibility. Where it is responsive, managers need to be concerned with ensuring various uses of existing resources to understand the performance effectively.Social implicationsAs one of the types of dynamic capabilities, organizational learning and innovativeness are also important antecedents of performance.Originality/valueThis study extends the business innovation model from the adaptability of customer-focused strategy. The findings confirm that organizational learning has a prominent role in meeting customer needs for a dynamic market.
In: ADMINISTRATIE SI MANAGEMENT PUBLIC, Heft 30, S. 82-95