129 research outputs found

    Internal Market Orientation and strategy implementation

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    Managing People within organisations is a complex and intricate challenge that goes beyond organizational theories and Human Resource Management departments. For this reason, much insight can be gained from complementing the mainstream trends with other research fields. Following this premise, this Chapter shall approach People’s Management issues by focusing on the role Internal Marketing Orientation (IMO) as a key element that contribute to link the strategy design and its implementation. Internal Marketing and in particular IMO is an emerging paradigm that enables organisations to focus on the needs and wants of their employees by defining them as primary internal clients. To have the right people in the right job is crucial. Hence the importance of strategic design and implementation when considering Internal Marketing and when managing people within organizational settings. These concepts are interdependent and should not be seen within functional or separate organizational and research silos. Consequently, in order to be successful, any decided strategic direction must rely first and foremost on the alignment of its employees with its vision, mission and overall corporate objectives: ultimately with its business model. This focus on internal clients, through the alignment of goals and expectations, is what mainly makes possible the delivering of the promise of value offered by companies and organizations and influences not only the management of human capital but also the management of knowledge within organizational boundaries. In doing so, it has been empirically analyzed how IMO contributes to improve job satisfaction and employees’ commitment and therefore, the external market orientation and the satisfaction of final customers

    East and West, past and present : rekindle old principles for new management practices

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    This paper explores the sayings and stories of the ancient Chinese philosophers Guanzi, Hanfeizi, Xunzi and Yanzi. Their way of ruling the state and managing the people are analysed and discussed in line with thoughts from the mainstream and modern Western management gurus, such as Warren Bennis, Peter Drucker, Mary Parker Follett, Douglas McGregor, Rosabeth Moss Kanter, Elton Mayo, and Jeffrey Pfeffer. Striking similarities call for addressing key issues in human resource management. East and west thinkers across 3000 years are identified. The principles-based ruling and management were found difficult to be taken seriously in ancient times as it is today. However, these principles must be rekindled to protect organisations and the world from mischievous behaviour that has caused much human suffering.<br /

    Pharmaceuticals and life sciences: Role of competitive intelligence in innovation

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    This chapter goal is to analyze the concepts of innovation, knowledge and competitive intelligence (CI). Besides these concepts, the focus will be on the role of innovation profiles defined by Sousa (2009, 2013). The innovation profiles include the creation, capture, organization, and integration of knowledge into the innovation process. The CI variable will be analyzed demonstrating the potential for creating a context of competition for companies. A case study is presented about the pharmaceutical (pharma) industry with the application of the concepts of competitive intelligence, knowledge, and innovation to a real context. Keywords: Competitive Intelligence, Innovation, Organization, Knowledge, Knowledge Profiles, Pharma industry.info:eu-repo/semantics/acceptedVersio

    The e-learning cycle and continuous improvement for e-entrepreneurs

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    The purpose of this paper is to explore the integration of learning, continuous improvement and innovation theories as a basis for enhancing the education of e-entrepreneurs. Conceptual development of emerging interdisciplinary literature is combined with example analysis to develop the Circle of E-learning uniquely augmented by hermeneutics, action research and the creative destruction cycle of innovation using applied examples of e-entrepreneurship. Four R&rsquo;s are discussed in the Circle of E-learning; Review, Revise, Reconstruct, and Reveal. Observations for each of the 4R&rsquo;s are made regarding continuous improvement of the education of e-entrepreneurs. Findings are that the procedural pivot points indicated by the 4R&rsquo;s can be helpful for administrators and educators to improve operations and outcomes in management and professional development situations.<br /

    A Context of Challenges

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    Constructing the Knowledge Society

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