This document summarizes a study that examined how strategic positioning and human capital influence business performance in kindergarten organizations in Taiwan. The study surveyed 380 kindergartens to analyze the effects of customer involvement, differentiation, diversification, and human capital on business performance, while controlling for organization characteristics. The results showed that higher levels of customer involvement, differentiation, and human capital each had a positive effect on business performance. Additionally, the interaction between high levels of diversification and human capital had a significant negative effect on business performance.
Small, Medium and Micro Enterprises (SMMEs) are considered as economic engines for many countries. In South Africa, the Small, Micro and Medium Enterprises (SMMEs) sector has been acknowledged as the driving force to foster economic growth and job creations. This paper aimed at examining how relationship marketing, green marketing and innovative marketing influence the business performance of Small, Medium and Micro Enterprises (SMMEs) in Southern Gauteng, South Africa. The study utilized a quantitative research paradigm. A structured questionnaire consisting of validated scales for relationship marketing, green marketing, innovative marketing and business performance was administered to a sample of 231 SMMEs managerial employees in the Southern Gauteng region of South Africa. Smart PLS was used to analyze the data and the results indicated that there are positive relationships between the posited research variables. Implications of the findings are discussed and limitations and future research directions are alluded to.
An Exploratory Study of Factors Influencing Corporate Sustainability on busin...AkashSharma618775
This study evaluates the effect of corporate sustainability on business performance of manufacturing
industries in USA, from 2012 to 2015. These Manufacturing industries are listed in Corporate Social
Responsibility Hub (CSRHub), Morning Star and Global Reporting Initiative (GRI). All data used in this report
were extracted from 37 manufacturing companies’ Sustainability, corporate social responsibility (CSR) and
annual reports. These companies are of diverse sectors such as Automobile, Health care, consumer goods, food,
beverages and technology. Quantitative method of research is used in this study; this also includes the use of
explanatory and descriptive research design. The main issues to be discussed in this study are Donation, Incident
rate reduction and Water Recycled as the independent variables, while Revenue is the dependent variable. Data
analysis was carried out using the regression analysis, descriptive statistics and correlation. E-views software
generated the data for further analysis. The findings imply that donation has a positive insignificance effect on
revenue, reduced incident rate reduction had positive significance effect on revenue and water recycling has
negative insignificant effect on revenue. In the future researches, larger samples of companies form diverse sectors
and subsectors should be studied to broaden the research on company performance especially the non-financial
aspect.
Exposure to financial distress in businesses adversely affects the groups related to the business and
the general economic structure. Financial distress, which is one of the most important research topics in the
recent finance literature, has always been important in economies with high cyclical fluctuations such as Turkey
and has turned into an area where intensive studies are carried out
Improvement of Business Performance through Entrepreneurial Orientationijtsrd
Entrepreneurial orientation is important factors needed by small and medium enterprises SMEs to face environmental challenges in a dynamic and competitive business world achieve business performance. This study aims to examine the effect of entrepreneurial orientation on business performance. The research sample of 117 culinary SMEs. Data was collected through a survey by distributing questionnaires and documentation. Data analysis techniques using structural equation modeling with the Partial Least Square PLS approach. The results showed that of entrepreneurial orientation had a significant positive effect on business. Asmawiyah | Afiah Mukhtar | Andi Rifqah Purnama Alam "Improvement of Business Performance through Entrepreneurial Orientation" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35740.pdf Paper Url: https://www.ijtsrd.com/management/randd-management/35740/improvement-of-business-performance-through-entrepreneurial-orientation/asmawiyah
The Effects of Personality Traits and Motivations on performance of Salespeop...ijtsrd
This study tested the relationship between the factors of intrinsic, extrinsic, extraversion, agreeableness personality traits, and salesperson’s performance and explored the moderating variables of organizational commitment and compensation. Questionnaires were distributed to 200 salespeople in various retail organizations and companies selling fashion products of Ho Chi Minh City in Vietnam and 196 valid copies were received. The SPSS and HLM were employed to analyze the data and to test the research hypotheses. The results showed that a positive significant effect of extrinsic, extraversion and agreeableness personality traits on salespeople’s performance and there is no relationship between salespeople’s intrinsic motivation and their performance. Additionally, the findings also verified the moderator factor as compensation on the relationship of intrinsic motivation and agreeableness on salesperson’s performance. Finally, some accommodating advantages for retail organizations as well as sales managers in making hiring and training decisions are provided in this research. Dong-Jenn Yang | Pham Thi Phuong Dung "The Effects of Personality Traits and Motivations on performance of Salespeople - The Mediating Effects of Organizational Commitment and Compensation" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd43702.pdf Paper URL: https://www.ijtsrd.commanagement/marketing/43702/the-effects-of-personality-traits-and-motivations-on-performance-of-salespeople--the-mediating-effects-of-organizational-commitment-and-compensation/dongjenn-yang
Small, Medium and Micro Enterprises (SMMEs) are considered as economic engines for many countries. In South Africa, the Small, Micro and Medium Enterprises (SMMEs) sector has been acknowledged as the driving force to foster economic growth and job creations. This paper aimed at examining how relationship marketing, green marketing and innovative marketing influence the business performance of Small, Medium and Micro Enterprises (SMMEs) in Southern Gauteng, South Africa. The study utilized a quantitative research paradigm. A structured questionnaire consisting of validated scales for relationship marketing, green marketing, innovative marketing and business performance was administered to a sample of 231 SMMEs managerial employees in the Southern Gauteng region of South Africa. Smart PLS was used to analyze the data and the results indicated that there are positive relationships between the posited research variables. Implications of the findings are discussed and limitations and future research directions are alluded to.
An Exploratory Study of Factors Influencing Corporate Sustainability on busin...AkashSharma618775
This study evaluates the effect of corporate sustainability on business performance of manufacturing
industries in USA, from 2012 to 2015. These Manufacturing industries are listed in Corporate Social
Responsibility Hub (CSRHub), Morning Star and Global Reporting Initiative (GRI). All data used in this report
were extracted from 37 manufacturing companies’ Sustainability, corporate social responsibility (CSR) and
annual reports. These companies are of diverse sectors such as Automobile, Health care, consumer goods, food,
beverages and technology. Quantitative method of research is used in this study; this also includes the use of
explanatory and descriptive research design. The main issues to be discussed in this study are Donation, Incident
rate reduction and Water Recycled as the independent variables, while Revenue is the dependent variable. Data
analysis was carried out using the regression analysis, descriptive statistics and correlation. E-views software
generated the data for further analysis. The findings imply that donation has a positive insignificance effect on
revenue, reduced incident rate reduction had positive significance effect on revenue and water recycling has
negative insignificant effect on revenue. In the future researches, larger samples of companies form diverse sectors
and subsectors should be studied to broaden the research on company performance especially the non-financial
aspect.
Exposure to financial distress in businesses adversely affects the groups related to the business and
the general economic structure. Financial distress, which is one of the most important research topics in the
recent finance literature, has always been important in economies with high cyclical fluctuations such as Turkey
and has turned into an area where intensive studies are carried out
Improvement of Business Performance through Entrepreneurial Orientationijtsrd
Entrepreneurial orientation is important factors needed by small and medium enterprises SMEs to face environmental challenges in a dynamic and competitive business world achieve business performance. This study aims to examine the effect of entrepreneurial orientation on business performance. The research sample of 117 culinary SMEs. Data was collected through a survey by distributing questionnaires and documentation. Data analysis techniques using structural equation modeling with the Partial Least Square PLS approach. The results showed that of entrepreneurial orientation had a significant positive effect on business. Asmawiyah | Afiah Mukhtar | Andi Rifqah Purnama Alam "Improvement of Business Performance through Entrepreneurial Orientation" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35740.pdf Paper Url: https://www.ijtsrd.com/management/randd-management/35740/improvement-of-business-performance-through-entrepreneurial-orientation/asmawiyah
The Effects of Personality Traits and Motivations on performance of Salespeop...ijtsrd
This study tested the relationship between the factors of intrinsic, extrinsic, extraversion, agreeableness personality traits, and salesperson’s performance and explored the moderating variables of organizational commitment and compensation. Questionnaires were distributed to 200 salespeople in various retail organizations and companies selling fashion products of Ho Chi Minh City in Vietnam and 196 valid copies were received. The SPSS and HLM were employed to analyze the data and to test the research hypotheses. The results showed that a positive significant effect of extrinsic, extraversion and agreeableness personality traits on salespeople’s performance and there is no relationship between salespeople’s intrinsic motivation and their performance. Additionally, the findings also verified the moderator factor as compensation on the relationship of intrinsic motivation and agreeableness on salesperson’s performance. Finally, some accommodating advantages for retail organizations as well as sales managers in making hiring and training decisions are provided in this research. Dong-Jenn Yang | Pham Thi Phuong Dung "The Effects of Personality Traits and Motivations on performance of Salespeople - The Mediating Effects of Organizational Commitment and Compensation" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd43702.pdf Paper URL: https://www.ijtsrd.commanagement/marketing/43702/the-effects-of-personality-traits-and-motivations-on-performance-of-salespeople--the-mediating-effects-of-organizational-commitment-and-compensation/dongjenn-yang
A Study on Customer Relationship Management at Yamaha Srinivasa Motors Puduch...ijtsrd
Most of the two wheeler industry focuses on customer relationship management these days. The first and foremost necessity is to satisfy the existing customers and make them come back for a repurchase of their products. This means Yamaha should concentrate on its customers. The aim of the study is to find the customer relationship management and brand loyalty at Yamaha Srinivasa Motors Puducherry. The relation between CRM and Brand Loyalty is also assessed. Primary and secondary data were used for the study. CRM questionnaire was used to collect primary data. Eighty samples are selected at random from a population of 100 customers. The data were analyzed using the spearmen coefficient of correlation and ANOVA. Suitable suggestions and conclusions were made from the findings of the study. Poorani. R | Arulselvi. T | Junojasmine. J "A Study on Customer Relationship Management at Yamaha Srinivasa Motors Puducherry" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29182.pdf Paper URL: https://www.ijtsrd.com/management/marketing/29182/a-study-on-customer-relationship-management-at-yamaha-srinivasa-motors-puducherry/poorani-r
A business' choice for using an innovation depends on looking into the variables affecting this use and its favorable circumstances. Innovation deployment significantly influences the way business is led, the optimality of asset usage and increase in the organizations competitive advantage. This research is to identify the role Business Processing Management (BPM) play in selected SMEs in Ghana. The method utilized for this investigation was the descriptive research design. This research is exclusively embraced by the utilization of secondary data. The technique for data analysis will be by the utilization of content analysis. The study revealed that the main principles of BPM implementation in the selected SMEs are commitment from management, customer priority, teamwork, and continuous improvement. The study also showed that BPM has a direct relationship with the productivity of SMEs. The main challenges of BPM on the selected SMEs are the lack of resources, lack of experience in quality management, lack of objectives and strategies, Short term objectives concerns, lack of information technology (IT) experts. Since BPM is a broad and an intense concept that needs to be taken seriously when it comes to SMEs ensuring that the firm produces a high-quality goods and services, it was recommended that SMEs needs to have IT experts who can assist in the integration of BPM in all aspect of the business activities.
Grievance Resolution Mechanism on Employee Productivity: Commercial Banks in ...paperpublications3
Abstract: Motivation of employees has always been quantified in financial attributes. For productivity to occur then there is need for using non-financial motivational initiatives. This study purposed to analyze the role of motivational initiatives on employee productivity with specific reference to commercial banks in Bungoma County. The study was guided by the objective: to establish the role of grievance resolution on employee productivity. The study adopted a survey design with a focus on 536 bank employees of different job cadres drawn from 11 banks. A sample size of 229 was obtained using Yamane’s formula. Stratified sampling technique was employed with six strata’s obtained from six job cadres from top management to clerical staff. Structured questionnaires were the main data collection tools and analysis was aided by use Statistical Program for Social Scientist (SPSS) where descriptive and inferential statistics was applied and there after presentations of findings was done using tables. There was a positive strong correlation between grievance resolution and employee productivity. r = .754, p (0.00) < α (0.05). The study concludes that the non-financial motivation strategy influenced employee productivity in commercial banks. The study recommends introduction of impartial dispute meetings to resolve grievances.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Annamalai MBA 2nd year Assignment Answer Sheet (2021-2022) Call 9025810064palaniappann
Sir/ Madam
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 9025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
Exploring the Marketing Competencies of Women Entrepreneurs in Micro-Small En...AkashSharma618775
This study deals with the marketing competencies and capabilities of women entrepreneurs who own and
manage micro-small- and medium (MSMEs)ventures in traditional and non-traditional lines of activities within
the urban settings in Khartoum State, Sudan. Entrepreneurial and marketing competencies are part of the
dynamic components that contribute to venture survival and success especially for women-owned/ managed MSEs.
This study addresses the perceived knowledge gap in the literature regarding the marketing competencies of
women entrepreneurs, using the marketing mix approach and the resource-based theory. It is a qualitative study
which follows an interpretive approach and applies grounded theory techniques. The study is framed within the
Marketing Mix approach and the resource-based theory highlighted within a gendered perspective. It examines
how women entrepreneurs perceive and apply the marketing function within their MSEs to maintain success
within highly competitive, turbulent and unpredictable markets. In such conditions it is essential to understand
what marketing competencies do these women entrepreneurs are endowed with and utilize while practicing the
marketing function in their entrepreneurial ventures and thrive for high performance and success.
This study aims to prove and analyze the effect of consumer attitudes and physical
environment on purchasing decisions mediated by brand equity. The number of samples in this study
were 133 respondents, to answer the problem formulation in this study path analysis was used and
assisted by the SPSS version 17 statistical program
Initial Public Offers and Due DiligenceProjects Kart
This report, as the Title “Initial Public Offers and Due Diligence: The Role of a Investment Banker”, is an attempt to bring forth the importance of the process of Due Diligence and the significance of the vital role played by the Investment Banker in managing the issue of an Initial Public Offer (IPO).
When a Company issues an IPO, it means it is going public. The issue of an IPO introduces a great degree of transparency in a Company‟s operations. All the relevant and updated information pertaining to the company is laid down before the investors so that they may make an investment decision. Again, there are set procedures, rules, regulations and laws to be followed in laying down this information before the investors. A document called the Prospectus‟ must be prepared. The Prospectus captures all the necessary information that is to be made available to the investors. Apart from the Prospectus, there are various other company documents that need to be verified and summarized in order to present them before the investors.
An analysis on the relation between Strategic Knowledge Management and Talent...Premier Publishers
Scientific and technological advances together with the increase in human knowledge have highlighted the essence of applying knowledge and utilizing talents to attain the organizational goals. Also, the close bond between knowledge and talent with organizational strategy will be essential for obtaining the competitive advantage, sustainability, value creation, profitability, and having a successful brand within the national and international levels. Therefore, this study aims to establish an association between Strategic Knowledge Management and Talent Management Strategy with Profitability at the Southern Khorasan Electric Distribution Company (SKEDC). As a private company, the SKEDC will need to focus on the optimal use of intangible resources for gaining profitability and productivity in order to cover the expenditures and take the responsibility against its customers. Moreover, the statistical population contains 163 people with higher diploma, bachelor, and master degrees from which 115 people have been selected as sample size based upon the Krejcie & Morgan Table, and questionnaires were distributed among them. Furthermore, the Structural Equation Modeling (SEM) as well as Lisrel Software was utilized for analyzing the data, and subsequently, it was specified that Strategic Knowledge Management and Talent Management Strategy have a positive impact on Profitability at the above-mentioned company.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Achieving Corporate Competitiveness: The Establishment of Learning Organisati...AJHSSR Journal
ABSTRACT: As an industry providing protection, financial services and financial solution, life insurance plays an active role of informational transformation, which serves to improve the management of all resources in the companies. Obviously, the human resources management practices have a big opportunity to play an important role in supporting the industry to gain the competitive advantage. Human resources management practices, through their learning activities will establish learning organisation, cultivate it and eventually attain the desired competitive advantage. Since a learning organisation is characterised by an efficient organisation in transforming their internal and external resources, it is critical to study on how a life insurance company does the transformation through knowledge and learning activities following Senge‟s theory on the learning organisation (Senge, 2004). Through a comprehensive the utilisation of Resource-Based View, Learning Organisation and Sustainable Competitiveness Advantage theories, a quantitative approach is conducted at Sun Life Financial Indonesia, a dynamic and fast-growing life insurance company. The research tests five hypotheses, which cover the areas of: (1) the influence of mental model of the leader, (2) the influence of building shared vision, (3) the influence of Team Learning, (4) the influence of System Thinking and (5) the influence of Personal Mastery. Based on the research, the study illustrates positive impacts on four hypotheses and a negative impact on the fifth hypothesis. The values above show that all hypotheses have different factor loadings, which are needed for Sun Life Financial Indonesia’s continuous process of Learning Organisation. Those are referring to the study on the Learning Organisation in general to the dimension of personal mastery and building shared vision, which have higher affinity on the organisational competitive advantage. In general, the organisation needs to maintain its Learning Organisation as a part of its HR Strategy. The study provides a set of suggestion which covers the areas of: (1) The on-going careful maintenance of its organisational strategy to attain various sustainable business improvements, (2) The continuous acceleration to produce more talents through its High Performance Culture, and (3) The continuous exercise of Learning Organisation efforts through utilisation of development and career frameworks.
A Study on Customer Relationship Management at Yamaha Srinivasa Motors Puduch...ijtsrd
Most of the two wheeler industry focuses on customer relationship management these days. The first and foremost necessity is to satisfy the existing customers and make them come back for a repurchase of their products. This means Yamaha should concentrate on its customers. The aim of the study is to find the customer relationship management and brand loyalty at Yamaha Srinivasa Motors Puducherry. The relation between CRM and Brand Loyalty is also assessed. Primary and secondary data were used for the study. CRM questionnaire was used to collect primary data. Eighty samples are selected at random from a population of 100 customers. The data were analyzed using the spearmen coefficient of correlation and ANOVA. Suitable suggestions and conclusions were made from the findings of the study. Poorani. R | Arulselvi. T | Junojasmine. J "A Study on Customer Relationship Management at Yamaha Srinivasa Motors Puducherry" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29182.pdf Paper URL: https://www.ijtsrd.com/management/marketing/29182/a-study-on-customer-relationship-management-at-yamaha-srinivasa-motors-puducherry/poorani-r
A business' choice for using an innovation depends on looking into the variables affecting this use and its favorable circumstances. Innovation deployment significantly influences the way business is led, the optimality of asset usage and increase in the organizations competitive advantage. This research is to identify the role Business Processing Management (BPM) play in selected SMEs in Ghana. The method utilized for this investigation was the descriptive research design. This research is exclusively embraced by the utilization of secondary data. The technique for data analysis will be by the utilization of content analysis. The study revealed that the main principles of BPM implementation in the selected SMEs are commitment from management, customer priority, teamwork, and continuous improvement. The study also showed that BPM has a direct relationship with the productivity of SMEs. The main challenges of BPM on the selected SMEs are the lack of resources, lack of experience in quality management, lack of objectives and strategies, Short term objectives concerns, lack of information technology (IT) experts. Since BPM is a broad and an intense concept that needs to be taken seriously when it comes to SMEs ensuring that the firm produces a high-quality goods and services, it was recommended that SMEs needs to have IT experts who can assist in the integration of BPM in all aspect of the business activities.
Grievance Resolution Mechanism on Employee Productivity: Commercial Banks in ...paperpublications3
Abstract: Motivation of employees has always been quantified in financial attributes. For productivity to occur then there is need for using non-financial motivational initiatives. This study purposed to analyze the role of motivational initiatives on employee productivity with specific reference to commercial banks in Bungoma County. The study was guided by the objective: to establish the role of grievance resolution on employee productivity. The study adopted a survey design with a focus on 536 bank employees of different job cadres drawn from 11 banks. A sample size of 229 was obtained using Yamane’s formula. Stratified sampling technique was employed with six strata’s obtained from six job cadres from top management to clerical staff. Structured questionnaires were the main data collection tools and analysis was aided by use Statistical Program for Social Scientist (SPSS) where descriptive and inferential statistics was applied and there after presentations of findings was done using tables. There was a positive strong correlation between grievance resolution and employee productivity. r = .754, p (0.00) < α (0.05). The study concludes that the non-financial motivation strategy influenced employee productivity in commercial banks. The study recommends introduction of impartial dispute meetings to resolve grievances.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Annamalai MBA 2nd year Assignment Answer Sheet (2021-2022) Call 9025810064palaniappann
Sir/ Madam
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 9025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
Exploring the Marketing Competencies of Women Entrepreneurs in Micro-Small En...AkashSharma618775
This study deals with the marketing competencies and capabilities of women entrepreneurs who own and
manage micro-small- and medium (MSMEs)ventures in traditional and non-traditional lines of activities within
the urban settings in Khartoum State, Sudan. Entrepreneurial and marketing competencies are part of the
dynamic components that contribute to venture survival and success especially for women-owned/ managed MSEs.
This study addresses the perceived knowledge gap in the literature regarding the marketing competencies of
women entrepreneurs, using the marketing mix approach and the resource-based theory. It is a qualitative study
which follows an interpretive approach and applies grounded theory techniques. The study is framed within the
Marketing Mix approach and the resource-based theory highlighted within a gendered perspective. It examines
how women entrepreneurs perceive and apply the marketing function within their MSEs to maintain success
within highly competitive, turbulent and unpredictable markets. In such conditions it is essential to understand
what marketing competencies do these women entrepreneurs are endowed with and utilize while practicing the
marketing function in their entrepreneurial ventures and thrive for high performance and success.
This study aims to prove and analyze the effect of consumer attitudes and physical
environment on purchasing decisions mediated by brand equity. The number of samples in this study
were 133 respondents, to answer the problem formulation in this study path analysis was used and
assisted by the SPSS version 17 statistical program
Initial Public Offers and Due DiligenceProjects Kart
This report, as the Title “Initial Public Offers and Due Diligence: The Role of a Investment Banker”, is an attempt to bring forth the importance of the process of Due Diligence and the significance of the vital role played by the Investment Banker in managing the issue of an Initial Public Offer (IPO).
When a Company issues an IPO, it means it is going public. The issue of an IPO introduces a great degree of transparency in a Company‟s operations. All the relevant and updated information pertaining to the company is laid down before the investors so that they may make an investment decision. Again, there are set procedures, rules, regulations and laws to be followed in laying down this information before the investors. A document called the Prospectus‟ must be prepared. The Prospectus captures all the necessary information that is to be made available to the investors. Apart from the Prospectus, there are various other company documents that need to be verified and summarized in order to present them before the investors.
An analysis on the relation between Strategic Knowledge Management and Talent...Premier Publishers
Scientific and technological advances together with the increase in human knowledge have highlighted the essence of applying knowledge and utilizing talents to attain the organizational goals. Also, the close bond between knowledge and talent with organizational strategy will be essential for obtaining the competitive advantage, sustainability, value creation, profitability, and having a successful brand within the national and international levels. Therefore, this study aims to establish an association between Strategic Knowledge Management and Talent Management Strategy with Profitability at the Southern Khorasan Electric Distribution Company (SKEDC). As a private company, the SKEDC will need to focus on the optimal use of intangible resources for gaining profitability and productivity in order to cover the expenditures and take the responsibility against its customers. Moreover, the statistical population contains 163 people with higher diploma, bachelor, and master degrees from which 115 people have been selected as sample size based upon the Krejcie & Morgan Table, and questionnaires were distributed among them. Furthermore, the Structural Equation Modeling (SEM) as well as Lisrel Software was utilized for analyzing the data, and subsequently, it was specified that Strategic Knowledge Management and Talent Management Strategy have a positive impact on Profitability at the above-mentioned company.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Achieving Corporate Competitiveness: The Establishment of Learning Organisati...AJHSSR Journal
ABSTRACT: As an industry providing protection, financial services and financial solution, life insurance plays an active role of informational transformation, which serves to improve the management of all resources in the companies. Obviously, the human resources management practices have a big opportunity to play an important role in supporting the industry to gain the competitive advantage. Human resources management practices, through their learning activities will establish learning organisation, cultivate it and eventually attain the desired competitive advantage. Since a learning organisation is characterised by an efficient organisation in transforming their internal and external resources, it is critical to study on how a life insurance company does the transformation through knowledge and learning activities following Senge‟s theory on the learning organisation (Senge, 2004). Through a comprehensive the utilisation of Resource-Based View, Learning Organisation and Sustainable Competitiveness Advantage theories, a quantitative approach is conducted at Sun Life Financial Indonesia, a dynamic and fast-growing life insurance company. The research tests five hypotheses, which cover the areas of: (1) the influence of mental model of the leader, (2) the influence of building shared vision, (3) the influence of Team Learning, (4) the influence of System Thinking and (5) the influence of Personal Mastery. Based on the research, the study illustrates positive impacts on four hypotheses and a negative impact on the fifth hypothesis. The values above show that all hypotheses have different factor loadings, which are needed for Sun Life Financial Indonesia’s continuous process of Learning Organisation. Those are referring to the study on the Learning Organisation in general to the dimension of personal mastery and building shared vision, which have higher affinity on the organisational competitive advantage. In general, the organisation needs to maintain its Learning Organisation as a part of its HR Strategy. The study provides a set of suggestion which covers the areas of: (1) The on-going careful maintenance of its organisational strategy to attain various sustainable business improvements, (2) The continuous acceleration to produce more talents through its High Performance Culture, and (3) The continuous exercise of Learning Organisation efforts through utilisation of development and career frameworks.
Talent Retention and Employees’ Resilience of Telecommunication Companies in ...Premier Publishers
This study investigated the relationship between talent retention and employee resilience of telecommunication companies in Rivers State, Nigeria. Talent retention was conceptualized the independent variable while interpersonal competence, adaptability, and pro-activeness were used as measures of the dependent variable. The study adopted the cross-sectional survey in its investigation of the variables. The primary source of data was generated through a self- administered questionnaire. A sample of one hundred and nine (109) respondents were drawn from a population of one hundred and thirty-four (134) respondents, using the Taro Yamane’s formula for sample size determination. The research instrument was validated through the supervisor’s vetting and approval while the reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. Data generated were analyzed and presented using both descriptive and inferential statistical techniques. The hypotheses were tested using the Spearman’s Rank Order Correlation Statistics. The tests were carried out at a 95% confidence interval and a 0.05 level of significance. Empirical findings revealed that talent retention positively and significantly influences employee resilience of telecommunication companies in Rivers State, Nigeria. The result of the findings further revealed that talent retention of telecommunication companies in Rivers State, Nigeria gave rise to interpersonal competence, adaptability, and pro-activeness. The study recommends that management of telecommunication companies should do their best to retain employees who have been a positive impact on the companies and use it to motivate other employees working within the designated department in the company.
The linkage between strategic human resource management, innovation and firm ...IOSR Journals
Innovation is regarded as the driving force of rapid changes in the modern world and one of the key success factors in the competitive market. Firms have to innovate, to survive in the market. The disruptive wave of innovation every year makes so many businesses disappear from the market. On the other hand, successful implementation of innovation programs can guarantee profitability and an acceptable overall performance for any firm. In addition, strategic planning for human resources plays a key role in innovation practices and helps firms achieve their long-term objectives. This paper intends to assess a linkage between strategic human resource management, innovation, and overall performance within a firm. In order to examine such a linkage, an online survey was applied and data were collected from 54 managers of product development projects in Malaysian manufacturing companies. Analysis of the collected data using correlation analysis techniques proved that there is a strong correlation between the three mentioned concepts.
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Summary Of the Business Model Canvas
Student’s Name
Department/ Faculty
Professor’s Name
Course Code & Name
Date
Summary Of the Business Model Canvas
The Business Model Canvas is a tool that helps entrepreneurs and innovators create and communicate their business models. It is a visual representation of the critical components of a business, including the value proposition, key partners, key activities, essential resources, cost structure, customer relationships, customer segments, and revenue streams. The Business Model Canvas can create or improve new businesses (Fisher et al., 2020). The value proposition is the core value that a business delivers to its customers. In this case, the value proposition is the ability to make better financial decisions. This is delivered by helping customers understand and predict the financial impact of different scenarios. The business also helps customers manage their money in a way that improves their financial well-being.
The key partners are the people outside the organization that the business needs to work with to be successful. In this case, the key partners are the Federal Reserve Bank, banks, and academic institutions. The Federal Reserve Bank is the best source for data on inflation rates, interest rates, and treasury bonds. Banks are a good data source on consumer prices (Pratama & Iijima, 2018). Academic institutions are a good source of research on economics and inflation. The key activities are the activities that are most important for the business to do in order to be successful. In this case, the key activities are data collection, analysis, and research. Data collection is necessary in order to test the hypothesis. Data analysis is necessary to see if there is a correlation between inflation and the cost of living. Research is necessary to understand the phenomenon better.
The resources that are most essential for the company to have in order to ensure its continued success are referred to as the essential resources. In this particular instance, the most critical resources are the data and the research. Gathering the appropriate data to test the hypothesis is essential. Research is required if we are going to get a better grasp of the phenomenon. The company's cost structure is the most significant cost factor in the operation. In this scenario, the expenditures of data, time, and research are among the most significant. Collecting and analyzing data is an expensive endeavor. Because there are many of data to collect and analyze, time is a precious resource (Pratama & Iijima, 2018). The cost of carrying out research can be high. An organization's relationships with its clients or patrons are referred to as customer relationships. In this situation, the client connections consist of receiving financial education and direction. The company offers these services to assist consumers in making wiser choices regarding their finances.
The client segments represent the dif.
IntroductionDue to the evolution of the contemporary business wo.docxvrickens
Introduction
Due to the evolution of the contemporary business world, companies are continuously searching for specialised ways for constructing a workforce, which actually helps them to deal with the changing economic perceptions. Edwards (2012) proposed that job creation and inflation related to various goods and services are mainly responsible for developing a climate requiring the useful involvement of a suitable human resource plan in the right place for the majority of corporations of modern day. In this particular scenario, it is constructive for the human resource managers to determine the job worth, which can be performed by conducting a job evaluation based on the current market needs (Day, 2012). It is observed that the certain implication of the process encourages the organization to achieve success along with the other potential contributions from the information documented through the extensive research. In order to achieve the organizational aims productively, the management must need to adopt a market-driven approach for luring the talents from the market, recruiting them to the company, and retaining them with the workforce (Kinyili, Karanja, & Namusonge, 2015). However, there is a significant level of difference between the market-driven job evaluation and job worth system regardless of their mutual connection with the workforce development. Therefore, this paper is formed with the aim of developing a suitable discussion regarding the ‘Market-driven Job Evaluation vs. Job Worth’ for elaborating critical understanding on what the organizations should need to exercise internally or externally.
Similarities And Differences Between Market-Driven Job Evaluation And Job-Worth System Of Job Evaluation
As dictated by day (2012), companies from the modern day environment are always looking for a sustainable niche, which might contribute to their survival in the respective marketplaces. By the investigation regarding the historical timeframe, it is observed that the organizations are going through an ever changing redesigning process from both internally and externally for countering the risks associated with the market settings (). With reference to the identified fact, often the organizations can be seen designing new jobs, placements, and classifications in accordance to the needs of its customers or organizational strategies. Furthermore, companies may create an entirely innovative division for just in place for addressing the new trends, technologic needs, and development requirements for the corporation.
From the above understanding, it can be assumed that the job evaluation techniques are followed for brewing a more personalised product or service and offering them to the customers for enriching their buying experience (Effort, 2013). Here, Kinyi and Karanja (2015) have indicated the suggestion provided by the talent management experts Susan Cantrell and David Smith to ensure the introduction of a revolutionary new system for m ...
Relationship between Social bonds and Customer value in commercial Banks in K...inventionjournals
This study sought to empirically examine the influence of social bonds on customer value in commercial banks in Kenya. The social bonds examined in this study are communication with customers (CC), creation of friendship (CF) and social support (SS). The study sample consists of 384 respondents with a response rate of 78.1 per cent. Data was analyzed by employing correlation and multiple regression analysis. The findings revealed that social bonds are positively associated with customer value in commercial banks in Kenya. The generalization of the findings is limited as the study focused only on a single industry in Kenya. Based on the findings, companies employing social bonds strategies should focus on improving the usefulness of the social bonds to customers by creating opportunities to strengthen social relationships. This study successfully extends the relationship marketing strategies in the context of customer value by incorporating communication with customers, creation of friendship and social support constructs. This extended relationship marketing model is developed to achieve the greater understanding of customer acceptance of social bonding strategy in Kenya’s commercial banks. In conclusion, the model in this study presents a considerable improvement in explanatory power.
This assignment look at the role of HR within Tescos supermarkets and further looks at how this role could be improved to better-meet the organisations objectives.
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Annotated Bibliography
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Annotated Bibliography
Annotated Bibliography
Al-Khasawneh, A. L. (2014). The Role of Knowledge Resource Diversification Strategy Management in Improving Organizational Learning among Employees at the Commercial Islamic Banks in Jordan. International Business and Management, 8(2),101-111.
The publication by (Al-Khasawneh, 2014) gives invaluable insights on how the process of knowledge and information sharing can be of great importance in making any given organization realize efficiency; this the article highlights with reference to the banking sector. Al-Khasawneh also mentions that the benefits of knowledge resource diversification strategies cut across the entirety of the corporate divide and can be used successfully with any organizational manager that is looking to gain decent returns and maintain customer loyalty. With commercial Islamic banks in Jordan as a sure example, the author mentions that knowledge resource diversification strategy management can only be realized when an organization is willing to spend on Knowledge Management. Even though expensive in the short run, modern knowledge management systems often prove to be beneficial in the long run. Besides, the author recommend that any firm looking to realize knowledge diversification has to come up with a culture within the internal environment that is supportive to knowledge sharing.
Filson, D., & Olfati, S. (2014). The impacts of Gramm–Leach–Bliley bank diversification onvalue and risk. Journal of Banking & Finance, 41, 209-221.
Filson and Olfati, in their publication, give reasons as to why banks diversify their product lines every now and then. The author’s site that most banks diversify their product lines so as to encourage customers to take them up, ie to increase attractiveness and for the sake of helping customers to get customized product packages. Earlier, most banks noted that some customers were hesitant to do business with them solely because they were not sure of the risks involved and were doubtful of whether they would realize the value for their money. Bank diversification approaches such as the Gramm–Leach–Bliley bank come in to accord customers risk transference and better proceeds for their savings and investments.
Lam, T. Y., & Tipping, M. (2016). A case study of the investment yields of high street banks. Journal of Property Investment & Finance, 34(5), 521-534.
In their publication, Lam and Tipping interview various bank administrators on what diversification is all about and how the process is beneficial to banks or any other business. It is quite noteworthy that all the respondents interviewed gave responses that resonated; describing diversification as the process of increasing options for customers i.e. the realization of varied product lines. For most banks and businesses at large, diversification is a top priority because bad performance in or an economic slump affecting any one of the products will not be disastrous.
...
Week 6 Post Menopausal and Sexuality Issues in the Maturing and O.docxhelzerpatrina
Week 6: Post Menopausal and Sexuality Issues in the Maturing and Older Adult Discussion
No unread replies. No replies.
Students will not receive credit for any discussions posted after Sunday 11:59pm MT.
Ageism and gender bias can affect who and how we ask about sexual health, sexual activity, and concerning symptoms. Depending on your own level of comfort and cultural norms this can be a tough conversation for some providers. But this is an important topic and as our videos discussed, women are wanting us to ask about sexual concerns. This week we also reviewed sexually transmitted diseases and the effects of ageism on time to diagnosis so it is necessary to ask these questions and provide good education for all patients. You will not know any needs unless you ask.
Discussion Questions:
· Review the required NAMS videos. What was the most surprising thing you learned about in the videos? Explain why it was surprising.
· What is GSM? What body systems are involved? How does this affect a woman's quality of life?
· What treatment does Dr Shapiro recommend?
· Review one aspect of treatment that Dr Shapiro recommends and include an EBP journal article or guideline recommendation in addition to referencing the video in your response.
Sexuality and the older adult
· What is your level of comfort in taking a complete sexual history? Is this comfort level different for male or female patients? If so, why?
· How will this information impact the way you will interact with your mature and elderly clients?
RESEARCH NOTE
HOW INFORMATION TECHNOLOGY STRATEGY AND
INVESTMENTS INFLUENCE FIRM PERFORMANCE:
CONJECTURE AND EMPIRICAL EVIDENCE1
Sunil Mithas and Roland T. Rust
Robert H. Smith School of Business, University of Maryland,
College Park, MD 20742 U.S.A. {[email protected]} {[email protected]}
In this paper, we develop conjectures for understanding how information technology (IT) strategy and IT
investments jointly influence profitability and the market value of the firm. We view IT strategy as an expres-
sion of the dominant strategic objective that the firm chooses to emphasize, which can be revenue expansion,
cost reduction, or a dual emphasis in which both goals are pursued. Using data from more than 300 firms in
the United States, we find that at the mean value of IT investments, firms with a dual IT strategic emphasis have
a higher market value as measured by Tobin’s Q than firms with a revenue or a cost emphasis, but they have
similar levels of profitability. Of greater importance, IT strategic emphasis plays a significant role in moder-
ating the relationship between IT investments and firm performance. Dual-emphasis firms have a stronger
IT–Tobin’s Q relationship than revenue-emphasis firms. Dual-emphasis firms also have a stronger IT–
profitability relationship than either revenue- or cost-emphasis firms. Overall, these findings imply that, at low
levels of IT investment, the firm may need to choose between revenue expansion ...
15Reflection and Discussion Forum Week 3Sri ChaitaAnastaciaShadelb
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
15Reflection and Discussion Forum Week 3Sri ChaitaKiyokoSlagleis
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
Similar to Strategic Positioning, Human Capital, and Business Performance: An Exploration Study of Kindergarten Organizations in Taiwan (20)
Many countries have seen the importance of financial education by making financial
education a national strategy. In Vietnam, although the National Strategies for Inclusive Financial
Education has been proposed since 2017 and officially included in the National Financial Inclusion
Strategy in 2020, however, financial education is still quite new, and many people are not aware of
the necessity of financial l
Today, in the rapidly emerging globalization process, increasing the competitiveness of enterprises
depends on increasing of their firm performance. Although there are many methods and techniques affecting
firm performance, Information technology (IT) capabilities has become one of the most widely used method,
especially in dealing with supply chain matters of a firm. The aim of our study is to express whether innovation
and organization learning is effective as intermediate variable to the effects of IT capabilities at firm’s
performance. The opinion which claim
Globally, the number of startup companies has rapidly expanded during the last 5-8 years. Offering
products and/or services that greatly enhance the lives of its clients is a major focus for these firms. In India,
local and federal government initiatives have provided new enterprises and entrepreneurs with much
momentum and assistance, helping India become the world's top startup location. The Government of India
(GOI) launched the "Startup India" campaign in 2015 to promote entrepreneurship and support businesses to
achieve this goal (Babu, S., Sridevi, K.,2019). An IBM Center for Business Value and Oxford Economics study
in 2018 found that 90% of Indian companies fail within the first five years of operation. Potential difficulties
that startups may run across, both generally and specifically in the Indian market, have been described by
several authors.
Behaviour finance is the study of how psychological phenomena affect financial behaviour. This
financial science is used in making financial decisions. Amid the development of the digital economy, paylater
innovation has emerged. It is feared that the ease of use of paylater can have a negative impact, one of which is
the attitude of impulsive buying. This research will analyze the effect of financial literacy, self-control, risk
perception, and percieved ease of use on impulsive buying behaviour. This research is based on Decision Affect
Theory, which is a theory that discusses financial decision behaviour that is influenced by self-emotion. This
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Improving the business environment is one of the key strategies to promote local and regional
economic development. However, which factors affect the business environment of the provinces is still
controversial. Using survey data from 400 investors and managers and a multivariate regression analysis
method, this study has identified the factors affecting the business environment of Hai Phong province. The
analysis results show that there are 09 factors affecting the business environment of Hai Phong City, including
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The effect of work attitude and innovation ability on employee innovation performance is of great
significance for improving the innovation ability of manufacturing enterprises and building an "Innovative
Country" in China.This article theoretical analysis was conducted on the mechanism by which the work attitude
of employees in manufacturing enterprises affects innovation performance and the mediating mechanism of
innovation ability. Based on data from Chinese manufacturing enterprises, empirical analysis was conducted
using SEM models. Resear
The concept of organizational resilience continues to grow in focus and importance, but there
has yet to be an agreed upon measure of organizational resilience. Organizational resilience can be seen as a
corporation’s ability to adapt to change and maintain flexibility within their supply chain. Resilience and
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In this paper, by using the basic method of differential geometry, combined with the optimization
theory and the basic technique of data analysis, the definition, basic properties and statistical characteristics of
nonlinear correlation coefficients on manifolds are studied and given, test the rationality and validity of the
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This study aims to analyze and prove whether there is a positive and significant influence
between product quality and poki prices on purchasing decisions for Kobba brand coffee. The survey was
conducted using 53 respondents who were buyers who had purchased Kobba brand coffee more than once.
Information from respondents was obtained through a list of questions that were sent and returned by
respondents
In this paper, we introduce a universal framework for mean-distortion robust risk measurement and
portfolio optimization. We take accounts for the uncertainty based on Gelbrich distance and another uncertainty
set proposed by Delage & Ye. We also establish the model under the constraints of probabilistic safety
criteria and compare the different frontiers and the investment ratio to each asset. The empirical analysis in the
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Despite the attainment of the famous Millennium Development Goals (MDGs) of reducing the number
of poor people across the globe a significant number still live below the poverty line. The problem of poverty is
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finance providers.
The focus of this research was to establish the effect of entrepreneurship Ecosystem in inculcating
entrepreneurial propensity for community development. Promotion of entrepreneurship in Kenya has existed
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In this paper, we consider an AAI with two types of insurance business with p-thinning dependent
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generalization and extension of the results of existing studies.
:Textiles and clothing are a fundamental part of everyday life and an important sector in the global
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In this paper, we construct a Credit Default Swap pricing model for default recovery rates under
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The closures of schools, colleges, and universities in many countries worldwide during the COVID19 pandemic have reshaped every aspect of our normal lives and educational experience. As a result of
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Even though economists and academics have been studying money laundering for many years, there
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This study will establish a scientific foundation for analyzing and assessing the development of
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More from International Journal of Business Marketing and Management (IJBMM) (20)
If you are looking for a pi coin investor. Then look no further because I have the right one he is a pi vendor (he buy and resell to whales in China). I met him on a crypto conference and ever since I and my friends have sold more than 10k pi coins to him And he bought all and still want more. I will drop his telegram handle below just send him a message.
@Pi_vendor_247
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
USDA Loans in California: A Comprehensive Overview.pptxmarketing367770
USDA Loans in California: A Comprehensive Overview
If you're dreaming of owning a home in California's rural or suburban areas, a USDA loan might be the perfect solution. The U.S. Department of Agriculture (USDA) offers these loans to help low-to-moderate-income individuals and families achieve homeownership.
Key Features of USDA Loans:
Zero Down Payment: USDA loans require no down payment, making homeownership more accessible.
Competitive Interest Rates: These loans often come with lower interest rates compared to conventional loans.
Flexible Credit Requirements: USDA loans have more lenient credit score requirements, helping those with less-than-perfect credit.
Guaranteed Loan Program: The USDA guarantees a portion of the loan, reducing risk for lenders and expanding borrowing options.
Eligibility Criteria:
Location: The property must be located in a USDA-designated rural or suburban area. Many areas in California qualify.
Income Limits: Applicants must meet income guidelines, which vary by region and household size.
Primary Residence: The home must be used as the borrower's primary residence.
Application Process:
Find a USDA-Approved Lender: Not all lenders offer USDA loans, so it's essential to choose one approved by the USDA.
Pre-Qualification: Determine your eligibility and the amount you can borrow.
Property Search: Look for properties in eligible rural or suburban areas.
Loan Application: Submit your application, including financial and personal information.
Processing and Approval: The lender and USDA will review your application. If approved, you can proceed to closing.
USDA loans are an excellent option for those looking to buy a home in California's rural and suburban areas. With no down payment and flexible requirements, these loans make homeownership more attainable for many families. Explore your eligibility today and take the first step toward owning your dream home.
How to get verified on Coinbase Account?_.docxBuy bitget
t's important to note that buying verified Coinbase accounts is not recommended and may violate Coinbase's terms of service. Instead of searching to "buy verified Coinbase accounts," follow the proper steps to verify your own account to ensure compliance and security.
Exploring Abhay Bhutada’s Views After Poonawalla Fincorp’s Collaboration With...beulahfernandes8
The financial landscape in India has witnessed a significant development with the recent collaboration between Poonawalla Fincorp and IndusInd Bank.
The launch of the co-branded credit card, the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card, marks a major milestone for both entities.
This strategic move aims to redefine and elevate the banking experience for customers.
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
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Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
Introduction to Indian Financial System ()Avanish Goel
The financial system of a country is an important tool for economic development of the country, as it helps in creation of wealth by linking savings with investments.
It facilitates the flow of funds form the households (savers) to business firms (investors) to aid in wealth creation and development of both the parties
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
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This assessment plan proposal is to outline a structured approach to evaluati...
Strategic Positioning, Human Capital, and Business Performance: An Exploration Study of Kindergarten Organizations in Taiwan
1. International Journal of Business Marketing and Management (IJBMM)
Volume 3 Issue 8 August 2018, P.P. 46-60
ISSN: 2456-4559
www.ijbmm.com
International Journal of Business Marketing and Management (IJBMM) Page 46
Strategic Positioning, Human Capital, and Business Performance:
An Exploration Study of Kindergarten Organizations in Taiwan
Shin-TienChen
Professor, Department of Business and Management,
Ming Chi University of Technology, Taiwan
Abstract: Determining the appropriate strategy position and the accumulated wealth of human capital is
significant for business performance of service-oriented organizations. Kindergarten organizations are a
service-oriented organization. The main research question of this study is how strategic positioning and human
capital influences business performance for a kindergarten organization. In order to answer this research
question, we surveyed 380 kindergarten organizations, controlling for the organization’s age, size, cost, type,
region, and capitalization to discuss the effect of strategic positioning and human capital on business
performance. The results showed that (1) the higher the customer involvement, the better the business
performance; (2) the higher the differentiation, the better the business performance; (3) the higher the human
capital, the better the business performance; and (4) the interaction between the level of diversification and
human capital has a significant negative effect on business performance.
Keywords: Strategic Positioning, Human Capital, Business Performance, Kindergarten Organizations
I. Introduction
Precise strategic positioning is about the competitiveness of an organization. The operating effectiveness of
a service-oriented organization depends on the ability to assume a strategic position for a distinctive edge over
its competitors (Kellogg, Youngdahl and Bowen, 1997; Ennew and Binks, 1999; Bendapudi and Leone, 2003).
The driving force behind an organization’s strategic positioning lies in itshuman capital in the organization
(Edvinsson and Malone, 1999; Lynn, 2000; Chen and Lin, 2003). Recent studies concluded that the
greaterhuman capital of a service-oriented organization, the better the operating performance (Bird and Beechler,
1995; Wier, Stone and Hunton, 2002; Mak and Akhtar, 2003). Facing fierce competitors, it is imperative that a
service-oriented organization discover the right strategic position and take action to assume it, to amass
adequate human capital.
A service-oriented organization is always ready to alter its service strategy to satisfy its customers (Snell
and Dean, 1992; Porter, 1996). The question is whether such an organization makes timely adjustments to either
human capital or strategic positioning in order to stay competitive when customer needs change.Hitt et al. (2001)
and Skaggs and Youndt (2004) agreed that the level of human capital affects, or changes, the way strategic
positioning is connected to business performance. We focused on whether there is a multiplier effect or a
tradeoff between strategic positioning and human capital.
A kindergarten is a service-oriented organization. According to the 2009 statistics released by Department
of Household Registration, Ministry of the Interior, Taiwan suffered a 30%-plus drop in birth rate between 2001
and 2009, when the number of newborn babies decreased from 257,231 to 192,887. Interestingly enough, the
number of newly founded preschools/kindergartens rose from 6,834 in 2001 to 7,542 in 2008 during the same
period. If things keep going like this, Taiwanese kindergartens will face intensifying competition, especially
when authorities accelerate efforts to implement preschool policy(i.e., the integration of kindergarten and
daycare centers and the availability of state-run preschools) will deal a severe blow to preschool operations. As a
result, securingsufficient human capital and a strongstrategic position are issues that faceall kindergartens that
seek to effectively enhance their competitiveness.
2. Strategic Positioning, Human Capital, and Business Performance: An Exploration Study of……
International Journal of Business Marketing and Management (IJBMM) Page 47
II. Building the theoreticalframework and hypotheses
2.1 Theoretical framework
As mentioned in the previous section, this present study is focused on the relations among a kindergarten’s
strategic positioning, human capital, and business performance. It addresses strategic positioning from the
customer and product aspects, with the former comprising the two sub-aspects of customer involvement and
customization, whilethe latter comprising another two sub-aspects (i.e., differentiation and diversity).
Kindergartens with a high degree of customer involvement are clearly aware of the customer needs and capable
offering the right service, which in turn bolsters itsorganizational performance. Meanwhile, the customization
strategy ensures kindergartens a growth in income and the overall economic benefits with a diversified customer
base.
An organization’s human capital is the sum of its tangible and intangible knowledge (Pfeffer, 1994) and
the source of all values it creates (Lepak and Snell, 1999). A number of studies have suggested that an
organization’s business performancedependedon itshuman capital, such as educational attainment, work
experiences in relevant fields, and skill level (Huselid, 1995; Wright, Smart and McMahan, 1995; Finkelstein
and Hambrick, 1996; Pennings et al., 1998).We believe that the competitive advantage of a kindergarten, which
is an institution with peopleasitschief resource, is determined by the level of human capital derived from the
people factor.
From a viewpoint based on strategic positioning and human capital, the level of an organization’s human
capital affects the results of strategic positioning (Montgomery, 1982; Luthans, Luthans, and Luthans. 2004).
Weargue that kindergartens with a high level of human capital are more capable of delivering professional
services than those with a low level of human capital. The question is this: can a kindergarten constantly inject
funding to bolster human capital to improve its business performance without creating a competitive advantage
through strategic positioning? To answer that question, service-oriented kindergarten organizations are used in
this study as the basic unit for analyses. From the strategic positioning and human capital aspects, this study
asks two questions: What are the direct effects of strategic positioning and human capital on a kindergarten’s
business performance? and Does human capital change the relation between strategic positioning and business
performance? Figure 1 shows the theoretical framework based on these questions.
Figure1 Theoretical framework
2.2 Research hypotheses
2.2.1The customer aspect of influence of strategic positioning on business performance
Customer satisfaction is a corporate goal of service-oriented organizations. According to previous studies,
service-oriented organizations with a higher level of customer involvement tend to offer services that better
satisfy their customers (Menon and Kahn, 1995; Ennew and Binks, 1999; Bendapudi and Leone, 2003; Skaggs
and Youndt, 2004). Childhood education is a major concern of every Taiwanese family amid the declining birth
rates. Young couples across Taiwan are seeking kindergartens that offer satisfactory early childhood education
Product aspect of
strategic positioning
Differentiation
Diversity
Customer aspect of
strategic positioning
Customer involvement
Customization
Business
performance
Human capital
H1
H2
H3
H4
H5H6a ~H6d
3. Strategic Positioning, Human Capital, and Business Performance: An Exploration Study of……
International Journal of Business Marketing and Management (IJBMM) Page 48
for fear that their children might fall behind at the starting point. An inevitable reality is that some parents show
so much concern for their children’s education and growth that they get involved in the kindergartens’
service-delivering processes. However, an open-minded kindergarten ready to offer parents a means of voicing
opinions is more satisfying as it allowsparents to feel respected. Ourfirst hypothesis reflects these concerns:
H1: the higher level of customer involvement, the better the kindergarten’sbusiness performance.
Meeting the needs of individual customers is a differentiation strategy adopted by kindergartens to prove
they are different from their competitors (Pine, Victor and Boynton, 1993; Wathen, 1995). Offering customized
services is one of the kindergartens’ strategies to remain competitive in the market. Given the wide range of
modern lifestyles and the growing prevalence of core or double-income families, meeting varied needs of
families seems to be an effective strategy for kindergartens to attract new customers while retaining the existing
ones. Such a strategy may require a kindergarten to open earlier and extend business hours to satisfy parents
with varying work routines;hence,oursecond hypothesis:
H2: the higher level of service customization, the better the kindergarten’s business performance.
2.2.2The influence of the product aspect of strategic positioning on business performance
It is imperative that preschool institutions contemplate differentiation-oriented strategic positioning as an
approach to surviving intensifying competitions. A differentiation strategy that results in products/services
perceived by customers as noticeably unique or different from competing ones, along with a competitive
advantage that is preemptory and unlikely to be emulated (Desarbo, Jedidi and Sinha, 2001). Given the evolving
social environment, family structures and the enforcement of Children's Day Care Law, many Taiwanese
kindergartens have ditched the old-fashioned business model of preschools to offer American-English lessons
(with instructions given by native English-speakers on an all- or half-day basis) and/or skill-oriented training
programs (e.g., Orff Music and Lion Art programs). Such a transformation is touted as a guarantee for
differentiated services;hence,ourthird hypothesis:
H3: the higher level of differentiation, the better a service-oriented kindergarten’s business performance.
Many previous studies agreed that diversity-oriented strategic positioning has a positive influence on
business performance (Palepu, 1985; Jose, Nichols and Stevens, 1986; Ramanujam and Varadarajan, 1987;
Lubatkin and Rogers, 1989). A diversification strategy provides a niche market that ensures an organization’s
survival and enhanced competitiveness. Italso enables the increasingly inter-connected operations of that
organization to share resources and eventually achieve an economyof scope. Findings from previous studies
have suggested that a service-oriented organization must reach the growth target by means of diversification
(Howard, 1991; Nayyar, 1993). Many other studies have also concluded that a service-oriented organization
taking a diversification strategy would create extra customer-serving opportunities and achieve an economyof
scale with an expanding operating territory (Nayyar, 1992). Consequently, service-oriented preschools seeking
“resource-sharing” among its varied operations amid growing competitions usually include skill-oriented
training programs (e.g., computer literacy, writing, chess instructions) in the conventional preschool curricula.
That way, they would generate a synergy of services by making good use of the available building space, faculty,
and equipment;hence,ourfourth hypothesis:
H4: the higher level of service diversification, the better the kindergarten’s business performance.
2.2.3The influence of human capital onbusiness performance
Human capital is crucial resources formost organizations (Pfeffer, 1994). Indeed, a kindergarten is a
service-oriented organization with people, or faculty, being the chief resource. The business performance of
kindergartens is determined by the level of human capital that comprises the people factor.Previous studies have
indicated that the level of human capital is closely related to an organization’s business performance (Wright,
Smart and McMahon, 1995; Finkelstein and Hambrick, 1996; Pennings et al., 1998; Mak and Akhtar, 2003). To
be specific, the faculty’s average years of occupational training, average level of educational attainment, years
of relevant work experiences, and qualifications reflect the amount of human capital and strengths/weaknesses
of a kindergarten;hence,ourfifth hypothesis:
H5: the larger amount of human capital, the better the kindergarten’s business performance.
2.2.4 The relations among strategic positioning, human capital, and business performance
As stated earlier, the business performance of a service-oriented organization depends on its strategic
positioning and the amount of human capital (Nelson, 1988; Howard, 1991; Nayyar, 1993; Lee and Miller,
1999). An appropriate strategic position helps expand the niche market for the survival of service-oriented
4. Strategic Positioning, Human Capital, and Business Performance: An Exploration Study of……
International Journal of Business Marketing and Management (IJBMM) Page 49
organizations and adequate human capital ensures the effectiveness of strategic positioning, which in turn leads
to economies of both scale and scope (Mak and Akhtar, 2003). We wonder whether a service-oriented
organizationblindly seeking to increase human capital will see the marginal utility of business performance
diminish. Meanwhile, an organization may not necessarily improve business performance without a proper
strategic position that multiplies the benefits of human capital. Therefore, we contend that when an organization
keeps injecting funding into itshuman capital, it mustassume an appropriate strategic position that effectively
bolsters itsbusiness performance with extra competitiveness. Conversely, an organization that has assumed the
right strategic position may not necessarily enjoy improved business performance if it fails to increase human
capital quickly enough. Based on such an argument, we propose the following hypotheses:
H6a: the larger amount of human capital and greater customer involvement, the better the service-oriented
preschool’s business performance.
H6b: the larger amount of human capital and the higher level of service customization, the better the
service-oriented preschool’s business performance.
H6c: the larger amount of human capital and the higher level of service differentiation, the better the
service-oriented preschool’s business performance.
H6d: the larger amount of human capital and the greater diversity in services, the better the service-oriented
preschool’s business performance.
III. Methodology
3.1 Operational definitions and measurement of variables
3.1.1The customer aspect of strategic positioning
Customer involvement: It refers to the degree of customer involvement in a kindergarten’s service-delivering
process. The “customer involvement scale” in this study was modeled after the one proposed by Skaggs and
Youndt (2004). The scale contains sevenmeasurement questions, namely “The kindergarten/daycare center
values parents’ advice and opinions,” “Teachers at the kindergarten/daycare center directly communicate with
parents (face-to-face or via phone) at least twice a week,” and so on.
The level of customization:An organization offers customized services that meet the needs of every customer.
The “customization scale” in this paper was mostly modeled after the one proposed by Skaggs and Youndt
(2004). The scale contains fourmeasurement questions, namely “The kindergarten/daycare center is capable of
altering any existing services for any parent,” “The kindergarten/daycare center sincerely accepts the special
needs of each parent,” “The kindergarten/daycare center is capable of offering personalized services to each
parent,” and so on.
3.1.2The product aspect of strategic positioning
Differentiation: Heterogeneous products unavailable at competitors should be offered to encourage customers
to pay more money and meet their needs. The “differentiation scale” in this study was modeled after the
questionnaire proposed by Chen (2007). The scale contains fivemeasurement questions, namely “The
kindergarten/daycare center is committed to developing new services/programs,” “The kindergarten/daycare
center offers highly differentiated services/programs to parents,” “The kindergarten/daycare center is different
from competing institutions either in business operations or in services,” and so on.
Diversity: It is the extent to which an organization diversifies services to meet every need of its customers. The
“diversity scale” in this study is modeled after the questionnaire proposed by Pitts and Hopkins (1982) and
Ramanujam and Varadarajan (1989). It containsninesingle-option questions and twomultiple-option questions,
namely “The kindergarten/daycare center is capable of extending business hours to meet the parents’ needs,”
“The kindergarten/daycare center offers documentations of children’s learning/growth process (e.g., VCDs and
the learning record),” “The kindergarten/daycare center offers after-hour child care services,” “The
kindergarten/daycare center meets the individual needs of children (e.g., vegetarian meals and birthday parties),”
“The types of instructional programs available at the kindergarten/daycare cater,” and so on.
3.1.3 Human capital
Human capital is the sum of tangible and intangible knowledge possessed by members of an organization,
which includes knowledge, professional skills, competencies, creativity, and skills (Zahra and Nielsen, 2002;
Namasivayam and Denizci. 2006). In this study, experienced and skilled the faculty are the proxy variables of a
kindergarten’s human capital (Snell and Dean, 1992; Pfeffer, 1994; MacDuffie, 1995). The human capital is
measured by 10 questions that include “The kindergarten/daycare center is willing to spend more money on
teachers’ on-job training,” “The kindergarten/daycare center is willing to spend more time on teachers’ on-job
training,” “The kindergarten/daycare center hires faculty members with at least two years of experiences
working in relevant fields,” “Personnel cost accounts for more than 50% of total expenditures at the
5. Strategic Positioning, Human Capital, and Business Performance: An Exploration Study of……
International Journal of Business Marketing and Management (IJBMM) Page 50
kindergarten/daycare center.”
3.1.4Business performance
In this study, the “business performance scale” is modeled after the questionnaire proposed by Ramanujam
and Varadarajan (1986) and Ching-chang Chen (2007). The scale contains four measurement questions, namely
“The kindergarten/daycare center outperforms competitors from the same region in profitability,” “The
kindergarten/daycare center outperforms competitors from the same region in the number of students enrolled,”
“The kindergarten/daycare center outperforms competitors from the same region in competitiveness,” “The
kindergarten/daycare center outperforms competitors from the same region in the willingness of students’
younger siblings, family members and friends to also enroll in this particular institution”. On a 5-point Likert
scale, the respondents were asked to rate their actual perception of each statement by choosing one of the
options (i.e., “highly disagree”, “disagree”, “so-so”,“agree” and “highly agree”).
3.2 Control variables
A kindergarten’s business performance is affected by a considerable number of factors. To clearly identify
how strategic positioning and human capital are related to a kindergarten’s business performance with all the
irrelevant factors neglected, we conducted an empirical analysis using several control variables, namely a
kindergarten’s or daycare center’s length of history, total area of premises, number of students enrolled, faculty
size, total fees charged; whether a kindergarten/daycare center is part of a preschool chain, a private-owned
business or a sole proprietorship; the location and capitalization amount of the kindergarten/daycare center.
3.3 Survey respondents
Currently there are two types of preschool institutions in Taiwan: kindergartens and daycare centers.
Overseen by the Bureau of Education at local governments in accordance with the Preschool Education Law, a
kindergarten is meant for children 4 to 6 years of age. A daycare center, is overseen by the Social Affairs Bureau
according to the Regulations for Establishing Child Daycare Centers and meant for children 1 month to 6 years
of age. The relatively low barrier to entry lures many aspiring proprietors into the market for daycare centers,
causing daycare centers to outnumber kindergartens in Taiwan. To obtain survey samples more easily, we
focused on kindergartens and daycare centers in six regions (i.e., Taipei County, Taipei City, Taoyuan County,
Hsinchu County, Hsinchu City, and Miaoli County). The survey was conducted in an on-site manner throughout
the process and 352 out of the 380 copies of questionnaire given out were returned completed.Hence, our study
hasa92.6% response rate. After deducting the 38 invalid copies, 314 copies of questionnaire were returned
valid;hence, the 89.2% valid response rate. Table 1 shows thedistribution of samples.
Nearly 70% (or 68.4%, to be precise) of the samples are kindergartens with a history of 10 years or longer,
only 11 samples are younger kindergartens (3.5%). Kindergartens measuring 100-300-pings in area represent the
largest portion of samples (41.1%), and those with fewer than 100 students enrolled account for approximately
half of the samples (i.e., 52.5%). As for the faculty size, kindergartens with fewer than 10 faculty members
account for the largest portion of samples (41.7%), a sign that small- and mid-sized kindergartens form a
relatively larger portion of the samples. Most kindergartens surveyed charge somewhere between NT$ 20,000
and NT$ 50,000, although a few charge less than NT$ 10,000 (6.7%) for cost reasons. Meanwhile, more than
70% of the kindergartens surveyed (or 70.4%, to be precise) are non-chain institutions, while 90% (or 92.4%, to
be precise) are privately owned. The kindergartens surveyed registered capitalization ranging from NT$1
million to NT$10 million. Taipei County (33.1%) and Hsinchu City (6.1%) account for the largest and smallest
portion of kindergartens surveyed, respectively.
6. Strategic Positioning, Human Capital, and Business Performance: An Exploration Study of……
International Journal of Business Marketing and Management (IJBMM) Page 51
Table 2: Distribution of variables in each dimension of preschools
Aspects of organization Count Percentage
Length of history Under 3 years 11 3.5%
4-6 years 45 14.3%
7-9 years 43 13.7%
10-12 years 73 23.2%
Over 13 years 142 45.2%
Total area of premises Under 100 pings 55 17.5%
101-300 pings 129 41.1%
301-500 pings 59 18.8%
501-700 pings 18 5.7%
Over 700 pings 53 16.9%
Number of students
enrolled
Under 100 students 165 52.5%
100-200 students 100 31.8%
200-300 students 30 9.6%
Over 300 students 19 6.1%
Faculty size Under 10 faculty members 131 41.7%
10-20 faculty members 117 37.3%
20-30 faculty members 47 15.0%
Over 30 faculty members 19 6.1%
Total fees charged Under NT$20,000 21 6.7%
NT$20,000-30,000 119 37.9%
NT$30,000-40,000 74 23.6%
NT$40,000-50,000 72 22.9%
Over NT$50,000 28 8.9%
A preschool chain or
not
Preschool chain (directly
operated)
81 25.8%
Preschool chain (franchisee) 12 3.8%
Non-chain 221 70.4%
A privately owned
business or not
Privately owned business 290 92.4%
Non-privately owned business 24 7.6%
Sole proprietorship or
not
Sole proprietorship 240 76.4%
Joint venture 74 23.6%
Region Taipei City 36 11.5%
New Taipei City 104 33.1%
Taoyuan County 89 28.3%
Hsinchu City 19 6.1%
Hsinchu County 22 7.0%
Miaoli County 44 14.0%
Capitalization Under NT$ 1 mil. 28 8.9%
NT$ 1 mil.-4.99 mil. 128 40.8%
NT$ 5 mil.-9.99 mil. 71 22.6%
Over NT$ 10 mil. 87 27.7%
7. Strategic Positioning, Human Capital, and Business Performance: An Exploration Study of……
International Journal of Business Marketing and Management (IJBMM) Page 52
3.4 The reliability and validity of scales
In this study, Cronbach’s α reliability is used to explain the reliability of variables in the scales. Wortzel
(1979) believes a Cronbach’s α between 0.7 and 0.98 means a particular item has a highly reliability.
Nunally(1978) also argued that a Cronbach’s α exceeding 0.7 indicates a high reliability, but a Cronbach’s α
below 0.35 means the specific scale shall be discarded. The Cronbach’s α of variables from this study are 0.71
for business performance and 0.77 for human capital. The reliability of variables in the customer aspect of
strategic positioning is reflected by the Cronbach’s α of customer involvement (0.63) and customization (0.62).
The reliability of variables in the product aspect of strategic positioning is reflected by the Cronbach’s α of
differentiation (0.8) and diversity (0.7). Table 3 summarizes the reliability, or Cronbach’s α, of measurement
variables from this study.
Table 3: Reliability of variables
Variables
Number of
questionnaire items
Cronbach’s α for each
sub-scale
Business performance 6 0.714
Human capital 10 0.765
Customer involvement 7 0.628
Customization 4 0.623
Differentiation 5 0.803
Diversity 9 0.704
IV. Analysis and Discussions
4.1 The variables’ average, standard deviation and correlations
Table 4 shows descriptive statistics concerning each variable, namely the average, standard deviation,
maximum, and minimum. Because all absolute values of correlation coefficients among variables fall under 0.65
(Table 5);variables in this study are independent from one another;hence, the unlikely collinearity.
Table 4: The average, standard deviation, maximum and minimum of each variable
Variables Average
Standard
deviation
Minimum Maximum
1.Customer involvement 3.92 0.45 2.71 5.00
2.Customization 3.64 0.59 2.00 5.00
3.Differentiation 3.87 0.60 1.40 5.00
4.Diversification 3.92 0.42 2.00 5.00
5. Human capital 4.03 0.42 2.30 5.00
6.Business performance 3.66 0.54 2.00 5.00
7.Length of the institution’s history a
3.92 1.22 1.00 5.00
8.Total area of premises b
2.63 1.31 1.00 5.00
9.Size of institution (Number of
students enrolled) c 1.69 0.88 1.00 4.00
10.Size of institution (size of faculty) d
1.85 0.89 1.00 4.00
11.Total fees chargede
2.89 1.11 1.00 5.00
12.Capitalizationf
2.69 0.97 1.00 4.00
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Note:N=314; *p<.10; **p<.05; ***p<.01
a. The length of an institution’s history is divided into five levels: 1=Under 3 years;2=4-6
years; 3=7-9 years; 4=10-12 years;5=Over 13 years.
b. The area of premises is divided into five levels:1=Under 100 pings; 2=101-300
pings;3=301-500 pings; 4=501-700 pings; 5=Over 700 pings.
c. The enrollment size is divided into four levels: 1=Under 100 students; 2=100-200
students; 3=200-300 students; 4=Over 300 students.
d. The faculty size is divided into four levels: 1=Under 10 faculty members; 2=10-20 faculty
members; 3=20-30 faculty members; 4=Over 30 faculty members.
e. The sum of fees charged is divided into five levels: 1=Under NT$ 10,000; 2=NT$ 20,000
to NT$30,000; 3=NT$ 30,000 to NT$40,000; 4=NT$ 40,000 to NT$50,000; 5=Over NT$
50,000.
f. Theamount of capitalization is divided into four levels: 1=Under NT$ 1 million;2=NT$ 1
million to NT$ 4.99 million; 3=NT$ 5 million to NT$ 9.99 million;4=Over NT$ 10
million.
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Table 5: The correlation coefficients among variables
Variables 1 2 3 4 5 6 7 8 9 10 11 12
1. Customer
involvement
1
2.Customization 0.39*** 1
3.Differentiation 0.45*** 0.49*** 1
4.Diversity 0.48*** 0.17** 0.42*** 1
5. Human capital 0.30*** 0.27*** 0.64*** 0.37*** 1
6.Business
performance
0.28*** 0.14* 0.26*** 0.05 0.25*** 1
7. Length of the
institution’s history
- 0.17** - 0.17** - 0.17** - 0.02 0.03 0.07 1
8. Total area of premises - 0.08 - 0.15* 0.01 - 0.06 0.14 0.24*** 0.22*** 1
9. Size of
institution(Number of
students enrolled)
- 0.01 - 0.10 0.07** - 0.07 0.15* 0.37*** 0.10 0.55*** 1
10.Size of institution
(Size of teaching staff)
- 0.08 - 0.11 - 0.02 - 0.06 0.15* 0.32*** 0.15* 0.50*** 0.84*** 1
11.Total fees charged 0.04 - 0.00 0.01 0.13 0.16* 0.09 0.07 0.06 0.09 0.17* 1
12. Capitalization - 0.16* - 0.09** - 0.05 - 0.14* 0.10 0.20** 0.05 0.57*** 0.50*** 0.58*** 0.17*** 1
Note:N=314; *
p<.10; **
p<.05;***
p<.01 (2-tailed).
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4.2 The influence of control variables onbusiness performance
Model1 in Table 6 includes data derived from the regression analysis of control variables against business
performance. The data indicates a kindergarten’s or daycare center’s business performance is significantly
affected by its total area of premises, enrollment size, whether it is directly operated or a franchisee, and the
region it belongs to. However, the business performance is only insignificantly affected by an institution’s length
of history, faculty size, total fees charged, whether it is publicly or privately owned, whether it is a joint venture
or a sole proprietorship, and the capitalization amount.
4.3 The influence of strategic positioning onbusiness performance
4.3.1 How the customer aspect of strategic positioning affectsbusiness performance
Model2 in Table 6 indicates a positive and significant relation between customer involvement and business
performance (β=0.250, P<0.01). Not only does the finding support Hypothesis 1, it also suggests that
kindergartens need to be more receptive to the parents’ opinions, even if they are already offering
customer-oriented services. After all, parents are more satisfied when the kindergarten pays attention to their
voices, which in turn helps the kindergarten clarify its outlook while bolstering business performance. What is
worth noting is that Model 2 indicates an insignificant influence of customization on a kindergarten’s business
performance. While the finding rejects Hypothesis 2, it is attributable to the additional costs caused by
over-customization, which may burden down kindergartens with a limited amount of capitalization. By
interacting with Taiwanese kindergarten owners during the survey, we realized that customization strategies,
which are meant to meet the varied needs of parents, are flexibly implemented because of existing services,
rather than being fully implemented. That explains the insignificant relation between the testing results and
business performance.
4.3.2How the product aspect of strategic positioning affectsbusiness performance
The product aspect of strategic positioning contains two factors: products differentiation and products
diversity. Likewise, Model2 in Table 6 indicates a positive and significant relation between
differentiation-oriented strategic positioning and business performance (β=0.273, P<0.01). While the result
supports Hypothesis 3, it suggests an insignificant relation between diversity-oriented strategic positioning and
business performance;hence, the rejected Hypothesis 4. We attribute this finding to several reasons. First, the
diversity-induced profit growth may not be enough to cover the additional costs. Second, the demand for
professionalism prompted parents to seek certain services from qualified service-oriented organizations, instead
of expecting all their needs to be satisfied by a sole kindergarten. That is why a kindergarten’s diversification
strategy is proved to be insignificantly related to its business performance.
4.3.3 The influence of human capital on business performance
Model3 in Table 6 indicates the positive and significant effect of human capital on business performance (β
=0.287, P<0.01). While the result supports Hypothesis 5, it suggests a majority of parents believe that
experienced preschool faculty equipped with professional expertise and skills tend to be good at “children’s
language” and consequently capable of communicating with them, or solving potential problems facing a young
child. In addition, an experienced childcare or early education worker is capable of offering parenting education
and bridging over the teacher-parent gap. Service-oriented preschools with adequate human capital, usually
enjoy better business performance than competitors, because parents tend to entrust them with their children’s
education.
Table 6: A regression analysis of strategic positioning and human capital against the institutions’ business
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performance
Variables Model 1 Model 2 Model 3 Model 4 Model 5
Length of history - 0.020 - 0.001 - 0.034 - 0.006 - 0.015
Total area of premises 0.164**
0.182***
0.152**
0.179***
0.167**
Size of institution(Number of
students enrolled)
0.265***
0.271***
0.307***
0.281***
0.285***
Size of institution (Number of
faculty members)
- 0.041 - 0.066 - 0.088 - 0.075 - 0.063
Total fees charged 0.058 0.034 0.021 0.027 0.028
Directly operated franchisee
institution
Reference
group
Reference
group
Reference
group
Reference
group
Reference
group
Indirectly operated franchisee 0.104*
0.050 0.071 0.046 0.042
Non-franchisee - 0.044 - 0.002 - 0.043 - 0.009 - 0.006
Non-privately owned business
Reference
group
Reference
group
Reference
group
Reference
group
Reference
group
Privately owned business - 0.013 - 0.004 - 0.022 - 0.007 - 0.016
Joint venture
Reference
group
Reference
group
Reference
group
Reference
group
Reference
group
Sole proprietorship 0.011 - 0.002 - 0.002 - 0.001 0.003
Taipei City
Reference
group
Reference
group
Reference
group
Reference
group
Reference
group
Taipei County (New Taipei City) - 0.123 - 0.111 - 0.124 - 0.113 - 0.117
Taoyuan County - 0.202**
- 0.153*
- 0.164*
- 0.150*
- 0.146
Hsinchu City - 0.128*
- 0.090 - 0.111*
- 0.091 - 0.097
Hsinchu County - 0.067*
- 0.037 - 0.069 - 0.040 - 0.041
Miaoli County - 0.197**
- 0.205***
- 0.203***
- 0.205***
- 0.214***
Capitalization 0.012 0.011 - 0.002 0.005 0.017
Customer involvement 0.250***
0.238***
- 0.229
Customization - 0.075 - 0.062 0.230
Differentiation 0.273***
0.234***
0.190
Diversity - 0.031 - 0.052 1.250**
Human capital 0.287***
0.086 1.069**
Human capital×customer
involvement
0.749
Human capital×customization - 0.388
Human capital× differentiation - 0.069
Human capital×diversity - 2.226**
Adjusted R2
0.143 0.292 0.219 0.296 0.312
Note:a. N=314; *
p<.10; **
p<.05; ***
p<.01 (2-tailed).
b. Statistics in the table are resulted from an analysis with several control variables (i.e., the length of history, size of
institution, investment approach, faculty size, total fees charged, region, and capitalization).
c.Dependent variables: the institutions’ business performance.
4.3.4The inter-relationsof strategic positioning and human capital againstbusiness performance
The connection effects of strategic positioning human capital on an institution’sbusiness performance
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Model4 in Table 6 shows data derived from simultaneous testing of four strategic positions (i.e., customer
involvement, customization, differentiation, and diversity) and human capital regarding their connection effects
on a kindergarten’s business performance. It is empirically proved that the findings in Model 2 agree with how,
and in what direction, customer involvement and operating performance are related (β=0.238, P<0.01), as
well as how, and in what direction, differentiation and business performance are related (β=0.234, P<0.01).
Interestingly enough, the relation between human capital and business performance shifted from significant to
insignificant (β=0.086, P>0.1) despite the connection effects of strategic positioning and human capital. It
seems that a kindergarten’s strategic positioning does not affect its business performance through the human
capital level, which is a finding attributable to two reasons. First, strategic positioning is probably a parent’s
chief concern when selecting preschools or daycare centers. Second, many parents care most about whether the
childcare or early education workers are kind, patient, and able to look after their children while ensuring their
safety. That is, the level of human capital of a childcare or early education facility is a minor concern for the
parents.
The interaction effectof strategic positioning and human capital onan institution’sbusiness performance
Model5 in Table 6 shows data derived from testing of the interaction effect of strategic positioning and
human capital on a kindergarten’s business performance. It proves human capital;customer involvement, and
customization-oriented strategic positioning have insignificant relations with the business performance;hence,
the rejected Hypothesis 6a and 6b. Likewise, the insignificant relation between human capital and
differentiation-oriented strategic positioning rejected Hypothesis 6c.
It is worth noting that the interaction effect of human capital and diversity-oriented strategic positioning
on business performance proves significantly negative (β=-2.226, P<0.05). The finding rejects Hypothesis 6d
but highlights the tradeoff between human capital and diversity-oriented strategic positioning. That is, a
preschool or daycare center with a high level of human capital and service diversification tended to register a
poor business performance, probably because consumers expect facilities with a high level of human capital to
focus on just a few core operations. After all, kindergartens blindly seeking service diversification are
considered lacking in professionalism, which in turn drives consumers away and keeps the business
performance from improving.
Indeed, Model5 in Table 6 indicates that human capital moderates the influence of diversification strategy
on business performance, although how the latter two interact with each other remains unclear. In this study, the
measurement data of kindergartens regarding service diversification and human capital is categorized into high,
middle, and low levels, with the first 25% (inclusive) of data being the low level; those ranging from 25% to
75% (inclusive), the middle level; the last 25% (exclusive), the high level. It was found that, kindergartens with
a low, middle, and high levels of human capital may register the best business performance with a strategy of
middle-, high-, and low- level of diversity, respectively (Figure 2).
Figure 2: Various combinations ofdiversityand human-capital levels and the corresponding business
performance
Other findings from this study regarding how the interactions between a kindergarten’s human capital and
diversification strategy on its business performance include: (1) Kindergartens with a high level of human
capital should assume a strategic position based on low-level diversity to achieve better business performance
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compared to positions with a mid- or high-diversity level; (2) Kindergartens with a middle level of human
capital should assume a strategic position based on high-level diversity to achieve better business performance
compared to positions with a low- or mid-diversity level; (3) Kindergartens with a low level of human capital
should assume a strategic position based on middle-level diversity to achieve better business performance
compared to positions with a low- or high- diversity level. The three findings are explained as follows:
First, kindergartens with a high level of human capital are considered more professional, or qualified. Such
a kindergarten will see its professionalism-based competitiveness weakened if it assumes a strategic position
with high-level diversity. By wisely using the expertise to develop services/products for particular market
segments, highly professional kindergartens will find it easier to lure customers and gain effective access to the
target market, and subsequently bolster itsbusiness performance. We believe that parents who prefer
kindergartens with a high level of human capital care more about how welltrained the faculty members are and
whether they are able to offer qualified education and childcare services for early childhood. Those parents may
worry that services irrelevant to childcare or early education would distract the faculty, causing them to ignore
why the children were entrusted to them in the first place.
The same logic is applicable to the second reason: kindergartens with a relatively small amount of human
capital need to bolster business performance by offering highly diversified services. In other words, a
kindergarten with less professional faculty is forced to tout a wide range of services to lure parents. From the
proprietors’ point of view, nevertheless, childcare or early education workers lacking experience and training are
usually more cooperative in implementing the kindergarten’s strategies. Such workers tend to contribute more to
the kindergarten’s diversification and market expansion.
Given the intensifying competition, kindergartens need to offer new and diversified services to achieve
economies of scale and human capital is a crucial resource for implementing diversification strategy. That is
why the interactions between a kindergarten’s service diversification and human capital exert a significant
influence on its business performance. How customer involvement, customization, and differentiation interact
with human capital, nevertheless, has only an insignificant effect on the business performance. In other words, a
high level of human capital is not necessary for a kindergarten with a high level of customer involvement,
customization, or differentiation to improve business performance.
Finally, the following five findings were derived from empirical data in Table 6 and afore-mentioned
analyses/discussions: (1) The greater customer involvement, the better the kindergarten’s business performance;
(2) The higher level of differentiation, the better the kindergarten’s business performance; (3) The greater
amount of human capital, the better the kindergarten’s business performance; (4) After scrutinizing the
connection effect of strategic positioning and human capital on business performance, it is learned that, when a
service-oriented preschool considers the effects of strategic positioning and human capital on business
performance, strategic positioning will be a crucial determinant of business performance; and (5) A
kindergarten’s human capital serves as a moderator in the relation between service diversification and business
performance.
V. Conclusions and Managerial Implications
5.1 Conclusions
Preschools in Taiwan are faced with ever-intensifying competitions as they sprout up amid declining birth
rates. Given the fact that a kindergarten’s business performance depends on its ability to assume the right
strategic position and enhanced competitiveness, we address the influence of strategic positioning and human
capital on a kindergarten’s business performance. In order to clarify how strategic positioning and human capital
are related to each other, 380 kindergartens from the six counties/cities north of Miaoli were selected as samples
in an empirical survey that generated several findings. The first finding is about strategic positioning: the higher
level of customer involvement and differentiation, the better the kindergarten’s business performance.Second,
the amount of human capital affects a kindergarten’s business performance: the higher level of human capital,
the better the business performance. As for the interactions between strategic positioning and human capital, the
third finding suggests that the interactions between a kindergarten’s service diversification and human capital
have a significantly negative influence on its business performance. After scrutinizing the samples, we learned
that a kindergarten seeking improvements in business performance needs to obtain human capital of an amount
that matches the diversity level. To find out the right combinations of, or interactions between the level of
service diversification and human capital that help bolster the business performance.Asurvey was conducted to
show that the best business performance is achieved when an organization with a mid-or low-level human
capital adopts a high-diversity strategy or when an organization with a high level of human capital adopts a
low-diversity strategy.
5.2 Managerial implications
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To interpret messages underlying the aforementioned findings, including the messages for business
managers, the following pieces of advice are proposed to kindergarten owners.
1. With the birth rates declining, showing respect for parents’ opinions and listening to customers’ needs might
be an effect strategy for kindergartens to improve business performance.
2. In a highly competitive industry, it is imperative that preschool institutions provide target customers with
differentiated services, tomeet the varying needs.
3. The previous literature has argued that an organization’s human capital includes the average educational
attainment, experiences, and relevant skills of the organization members. Meanwhile, an organization’s
performance improves along with its members’ average educational achievement, work experiences, and
relevant skills (Wright, Smart and McMahon, 1995; Finkelstein and Hambrick, 1996; Pennings et al., 1998).
That finding agrees with the previous literature, a sign that amassing human capital is an important issue
facing the management of preschools.
4. The trend toward diversified operations causes kindergartens to offer a growing variety of services other than
the conventional tasks of childcare and early education. Kindergartens in Taiwan are attaching growing
importance to such additional services as after-school education programs (skill-oriented or not),
documentations of children’s growth, and assistance in applying for government grants. A service-oriented
preschool with a focus on human capital is therefore advised to improve business performance by obtaining
the right amount of human capital that matches its diversity-oriented strategic position.
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