Measurement in marketing

We distinguish three senses of the concept of measurement (measurement as the selection of observable indicators of theoretical concepts, measurement as the collection of data from respondents, and measurement as the formulation of measurement models linking observable indicators to latent factors representing the theoretical concepts), and we review important issues related to measurement in each of these senses. With regard to measurement in the first sense, we distinguish the steps of construct definition and item generation, and we review scale development efforts reported in three major marketing journals since 2000 to illustrate these steps and derive practical guidelines. With regard to measurement in the second sense, we look at the survey process from the respondent's perspective and discuss the goals that may guide participants' behavior during a survey, the cognitive resources that respondents devote to answering survey questions, and the problems that may occur at the various steps of the survey process. Finally, with regard to measurement in the third sense, we cover both reflective and formative measurement models, and we explain how researchers can assess the quality of measurement in both types of measurement models and how they can ascertain the comparability of measurements across different populations of respondents or conditions of measurement. We also provide a detailed empirical example of measurement analysis for reflective measurement models

Business Model Innovation in Established SMEs: A Configurational Approach

Small and medium-sized enterprises (SMEs) are at the heart of a nation’s wealth creation, employment generation and economic development. To help SMEs stay competitive in a fast-changing environment, researchers have recently emphasized the relevance of business model innovation (BMI). However, BMI and its performance are not linear but rather a complex phenomenon that depends on contingency factors. Based on configurational theory, this study extends the BMI research to SMEs, exploring the management approaches and BMI capabilities that foster BMI in established SMEs. To achieve this objective, this study of a purposive sample of 78 Spanish SMEs adopts the fuzzy set qualitative comparative analysis (fsQCA) method. Results suggest three substantive conclusions. First, long-term managerial orientation is a key factor for the development of BMI in SMEs. Second, five BMI capabilities (sensing customer needs, sensing technological options, conceptualizing and experimenting, collaborating and BMI strategy) support, in combination with the management approach, the development of BMI in established SMEs. Third, open innovation (open flows of knowledge regarding market needs and the potential of technologies, as well as collaboration with customers) are concrete preconditions of business model innovation. Therefore, managers in SMEs need both to actively consider their management approach towards BMI, and to develop some key dynamic capabilities in their organizations to implement BMI, an approach also valid for post-Covid-19 management

DEFINING KEY PERFORMANCE INDICATORS FOR BUSINESS MODELS: DESIGN PRINCIPLES FOR A METHOD AND TOOL SUPPORT

Key Performance Indicators (KPIs) play an important role in guiding the management of business models throughout their lifecycle. However, existing research lacks practical methods to guide the definition of KPIs for business models. Without proper guidance, there may be a mismatch between the intended business model design and its implementation, resulting in many promising business model ideas failing to reach the market. To address this problem, we adopt a design science research approach to design and evaluate a method and supporting IT tool for defining business model KPIs. In this research-in-progress paper, we present a set of meta-requirements and design principles for developing the method and tool support. We instantiate the requirements and principles in a tool prototype and evaluate their validity in semi-structured interviews with five industry experts. Our study contributes to research on KPIs for business models and the development of methods and tools for business model management

Measuring Organizational Performance in Strategic Human Resource Management: Looking Beyond the Lamppost

A major challenge for Strategic Human Resource Management research in the next decade will be to establish a clear, coherent and consistent construct for organizational performance. This paper describes the variety of measures used in current empirical research linking human resource management and organizational performance. Implications for future research are discussed amidst the challenges of construct definition, divergent stakeholder criteria and the temporal dynamics of performance. A model for performance information markets to address these challenges is introduced. The model uses a multi-dimensional weighted performance measurement system and a free information flow exchange mechanism for determining performance achievement criteria

Toward a Strategic Human Resource Management Model of High Reliability Organization Performance

In this article, we extend strategic human resource management (SHRM) thinking to theory and research on high reliability organizations (HROs) using a behavioral approach. After considering the viability of reliability as an organizational performance indicator, we identify a set of eight reliability-oriented employee behaviors (ROEBs) likely to foster organizational reliability and suggest that they are especially valuable to reliability seeking organizations that operate under “trying conditions”. We then develop a reliability-enhancing human resource strategy (REHRS) likely to facilitate the manifestation of these ROEBs. We conclude that the behavioral approach offers SHRM scholars an opportunity to explain how people contribute to specific organizational goals in specific contexts and, in turn, to identify human resource strategies that extend the general high performance human resource strategy (HPHRS) in new and important ways

An empirical investigation of Network-Oriented Behaviors in Business-to-Business Markets

This study is concerned with the extent to which network-oriented behaviors directly and/or indirectly affect firm performance. It argues that a firm's interaction behaviors in relation to an embedded network structure are key mechanisms that facilitate the development of important organizational capabilities in dealing with business partners. Such network-oriented behaviors, which are aimed at affecting the position of a company in the network, are consequently important drivers of firm performance, rather than the network structure alone. We develop a conceptual model that captures network-oriented behaviors as a driving force of firm performance in relation to three other key organizational behaviors, i.e., customer-oriented, competitor-oriented and relationship-oriented behaviors. We test the hypothesized model using a dataset of 354 responses collected via an on-line questionnaire from UK managers, whose organizations operate in business-to-business markets in either the manufacturing or services sectors. This study provides four key findings. First, a firm's networkoriented behaviors positively affect the development of customer-oriented and competitor-oriented behaviors. Secondly, they also foster relationship coordination with its important business partners within the network. Thirdly, the effective management of the firm's portfolio of relationships is found to mediate the positive impact of network-oriented behaviors on firm profitability. Lastly, closeness to end-users amplifies the positive effect of network-oriented behaviors on relationship portfolio effectiveness

Perceived Software Platform Openness: The Scale and its Impact on Developer Satisfaction

Application developers are of growing importance to ensure that software platforms (e.g. Facebook, Android) gain or maintain a competitive edge. However, despite calls for research to investigate developers’ perspective on platform-centric ecosystems, no research study has been dedicated to identifying the facets that constitute developers’ perception of platform openness. In this paper, we develop a scale of platform openness as perceived by third-party application developers. Using both qualitative and quantitative methods, we conceptualize perceived platform openness as a second-order construct. Empirical evidence from a survey of Android application developers (N=254) support this construct’s validity. Furthermore, we identify perceived platform openness as a major driver of complementors’ overall satisfaction with the platform. Our study thus contributes to a better understanding of platform openness in particular and the management of platform-centric ecosystems in general