Impact of Informational Social Support and Familiarity on Social Commerce Intention

Due to the increased popularity of social networking sites, a new platform called social commerce has emerged. Social commerce facilitates online interactions and user contributions to assist them in conducting commercial transactions. In this paper, we explore and identify factors that affect the intention to adopt social commerce. This study develops a comprehensive social commerce framework that has five key variables: Reviews and recommendations on social networking sites, customer ratings on social networking sites, trust on social networking sites, brand familiarity, and social commerce platform familiarity. Data were obtained from a survey of 310 consumers and were analyzed using Partial Least Squares PLS. The results indicate that reviews and recommendations on social networking sites, customer ratings on social networking sites, trust on social networking sites, and brand familiarity have a positive and direct influence on social commerce intention, while social commerce platform familiarity is not significant. This study contributes to consumer behavior theory by applying predictors of intention to social commerce for traditional e-commerce sites. The results also help e-commerce practitioners to improve their use of social tools

Impact of Informational Social Support and Familiarity on Social Commerce Intention

Due to the increased popularity of social networking sites, a new platform called social commerce has emerged. Social commerce facilitates online interactions and user contributions to assist them in conducting commercial transactions. In this paper, we explore and identify factors that affect the intention to adopt social commerce. This study develops a comprehensive social commerce framework that has five key variables: Reviews and recommendations on social networking sites, customer ratings on social networking sites, trust on social networking sites, brand familiarity, and social commerce platform familiarity. Data were obtained from a survey of 310 consumers and were analyzed using Partial Least Squares PLS. The results indicate that reviews and recommendations on social networking sites, customer ratings on social networking sites, trust on social networking sites, and brand familiarity have a positive and direct influence on social commerce intention, while social commerce platform familiarity is not significant. This study contributes to consumer behavior theory by applying predictors of intention to social commerce for traditional e-commerce sites. The results also help e-commerce practitioners to improve their use of social tools

Strategic Decision Implementation in an Emerging Market: "The Nature of the Beast?"

Purpose The paper investigates the extent to which the institutional context impacts on strategic decision implementation in an emerging market. Previous studies of strategic decision making in emerging markets have not examined decision implementation. Given the changes in the world economy during the past decade, and in particular the growing importance of emerging market multinationals, this is an increasingly salient issue. Design/methodology/approach Questionnaires were delivered to general managers in all Jordanian publicly quoted industrial firms. A 53.7% response rate was achieved. The structure of the questionnaire built on earlier studies in developed markets and, in particular, Alexander’s (1985) seminal study. Findings The strategic decision implementation problems which are found in Jordan are similar to those found in developed economies. However, external shocks are a more important influence on strategic decision implementation that has been found to be the case in developed economies. The success of companies in the emerging market of Jordan is associated with the frequency and extent of their experience of strategic decision implementation problems. Formal strategic planning helps Jordanian firms to deal with these problems more effectively. Research limitations/implications It was difficult to explore some of the “why” questions related to the implementation of strategic decisions in the sampled firms since most respondents agreed to complete the questionnaire but not to be interviewed. Single, rather than multiple, respondents participated in the research. A larger sample size would be desirable, although the results are statistically robust. Practical implications The results will help managers to make and implement strategic decisions, both in the context of market entry and market maintenance, in the Middle East and in other emerging markets. Originality/value Context (institutional) factors are found to be less influential in the case of decision implementation than strategic decision making itself. This is the first study of the problems associated with the implementation of strategic decisions in Jordanian firms and one of the first in any emerging market

The role of supply chain management in improving performance of Jordanian small and medium enterprises

Supply chain management practices are always helpful for multinational enterprises in increasing their growth. However, there has always remained an open debate about which practices are helpful for small and medium enterprises (SMEs). Therefore, this study has examined the influence of supply chain management practices on the performance of SMEs. Moreover, it has examined how the moderation of supply chain ecocentricity and innovation capabilities strengthens or weakens the relationship between supply chain management practices and SMEs’ performance. The quantitative study involved 352 SME managers as they can provide the relevant information and possess complete knowledge of management practices. The data were gathered via a questionnaire, and the responses were analyzed using IBM SPSS 28 and IBM AMOS. The results show that SMEs’ performance is linked to supply chain management practices (β = 0.544; P < .001), and this linkage is further strengthened by supply chain ecocentricity (R2 change = 0. 082***, F-Statistics = 47.18) and innovation capabilities (R2 change = 0.061***, F-Statistics = 39.74). SMEs can enhance their performance by efficiently incorporating supply chain management practices and developing innovation capabilities and supply chain ecocentricity. AcknowledgmentsThis study is funded by Al Hussein Bin Talal University, Ma’an, Jordan, No. 125/2023

Critical review of strategic planning research in hospitality and tourism

Strategic planning remains one of the most popular management tools, but theoretical and empirical developments in the academic literature have been a slow burn. This paper addresses this gap and provides an up-to-date review of hospitality and tourism strategic planning research. We review strategic planning research from 1995 to 2013 in seven leading tourism academic journals, and adopt a modern and broad conceptualization of strategic planning. While there is some awareness of effective tourism strategic planning processes, academic research has not kept pace with practice. To stimulate a resurgence of research interest, we provide future research directions. We observe a methodological introspection and present some new research methodologies, which are critically important in researching the turbulent, chaotic and nonlinear tourism environment

Conceptualizing and measuring strategy implementation – a multi-dimensional view

Through quantitative methodological approaches for studying the strategic management and planning process, analysis of data from 208 senior managers involved in strategy processes within ten UK industrial sectors provides evidence on the measurement properties of a multi-dimensional instrument that assesses ten dimensions of strategy implementation. Using exploratory factor analysis, results indicate the sub-constructs (the ten dimensions) are uni-dimensional factors with acceptable reliability and validity; whilst using three additional measures, and correlation and hierarchical regression analysis, the nomological validity for the multi-dimensional strategy implementation construct was established. Relative importance of ten strategy implementation dimensions (activities) for practicing managers is highlighted, with the mutually and combinative effects drawing conclusion that senior management involvement leads the way among the ten key identified activities vital for successful strategy implementation

Strategy Implementation Problems in Jordanian Publicly Quoted Industrial Firms

This research aims to identify the problems associated with the implementation of strategic decisions in Jordanian publicly quoted industrial firms. It also aims to make a comparison between “high success” firms and less successful firms in order to find out whether there are any differences in their experience of these problems. A cross sectional survey, employing a questionnaire as the data collection method, was adopted. The empirical research was conducted by delivering by hand the questionnaires to all Jordanian publicly quoted industrial firms (hereafter referred to as Jordanian industrial firms). The main findings of this research are that the Jordanian industrial firms experienced all the major strategy implementation problems which have been identified in earlier literature; that the “high success” group experienced strategy implementation problems less often than the “low success” group; and that formal strategic planning helped firms to deal with these problems

Strategic Planning Implementation in Jordanian Publicly Quoted Companies

Purpose: This paper aims to identify the problems associated with the implementation of strategic planning in Jordanian publicly quoted companies. Design/Methodology/Approach: A review of the literature relating to both strategic planning and strategic planning implementation in both developed and less developed countries is provided. The empirical research was conducted via a questionnaire survey of Jordanian publicly quoted companies in the financial, service and industrial sectors. Findings: The main findings of this research are that the implementation problems which were identified in earlier studies were experienced by Jordanian companies but that these problems were not noticeably affected by organisational size or age or by sector. Research limitations: The research and its results focus on “what” and “how”, rather than “why”, questions. Multiple participant, face to face interviews should be used in a subsequent study to explore the latter. Practical Implications: The results lead to various recommendations about how strategic planning implementation may be improved in Jordan, particularly in relation to an enhanced role for line management. Originality: It is the first study of the problems associated with the implementation of strategic planning in Jordan or in the Middle East in general. In this context, it provides empirical evidence in relation to the problems associated with the implementation of strategic planning and the nature of their relationship with certain organisational characteristics (size, age, and nature of business)