Istria is often mentioned as one of the most developed tourist regions of Croatia. In order to recognize its significance in the Croatian and international tourism markets this research compares performance of Istrian hoteliers with those of domestic and foreign competitors. The other purpose of this paper is to assess the impact of domestic and foreign direct investments on the financial results of Istrian hoteliers. Analyse of Istrian hotel companies businessperformance has been made regarding the origin of invested capital. General findings show that among the best performing hoteliers there are equally domestic and foreign owned companies, as well as among the loss making ones. Contrary to initial expectations this research did not confirm thesis that Istria is highly successful and competitive tourist region. Reasons for that are many, such as seasonality, lack of high class hotels and quality greenfield investments.
Abstract: Nowadays organizations compete between themselves in various categories such as faster delivery, price tags, state of art- technology and higher quality dimensions. A Conceptual framework with lean manufacturing and human factors interventions for improving businessperformance in terms of improved quality, reduced cost and faster delivery is presented and examples from literature are given to illustrate the desired situation in which ergonomics is considered as an integrated part of performance strategy . A case from an industry engaged in manufacturing shafts using lean manufacturing practices with successful ergonomic or human factors interventions is also investigated.
digital social networks to improve their businessperformance. The budget-hospitality sector attracts younger and connected individuals that use social media as a decision-making tool for choosing their accommodation. On the other hand, some hotels already take advantage of customers’ feedbacks to improve service quality. The research is based on an exploratory single case study of a hostel chain in Brazil. Among the main findings, evidences point to how the hostel chain takes advantage of both eWOM and customer satisfaction surveys to improve its marketing performance and services, obtaining competitive advantages. In addition, social media is used as an important input for HR management, determining bonus criteria and team focus.
Brand management practice can be analysed considering the following dimensions: brand-oriented approach, brand support activities, innovativeness, unique marketing ofers, marketing channel relationships, brand performance measurement. hese dimensions (variables) were expressed through three stages in the brand management process: brand analysis and planning, brand implementation, and brand measuring and control. Brand barriers were identiied as a variable with a negative efect on all other variables in the model, and consequently as a variable with a negative efect on businessperformance. here was a clear nexus between brand management practice, consumer-based brand equity, changes in businessperformance, and the inancial performance (EBITDA margin) of the surveyed brands and companies. All the variables in the presented BMP model (except brand barriers) were positively correlated with all of the analysed businessperformance. In analysing the impact on CBBE, regression analysis singled out four factors (variables): brand support activities, innovativeness, unique marketing ofers, and marketing channel relationships. he indings are logical, because all four variables belong to the implementation phase of the brand management process, which has the greatest impact on business results and in particular on customer-based brand equity.
Tendo em perspectiva o estado actual do m´odulo SiagBI e a sua integrac¸˜ao com o sistema SIAG, assim como as lic¸˜oes aprendidas atrav´es da metodologia do Agile Business Intel- ligence introduzida pela Pentaho, creio que o primeiro grande passo ser´a a passagem das restantes interfaces das funcionalidades de BI para a nova plataforma de interfaces GWT — nomeadamente o explorador de cubos e os ecr˜as de criac¸˜ao de indicadores e gr´aficos sobre os dados de um cubo. Isto permitir´a, tendo em conta as funcionalidades da plata- forma SiagGWT de integrac¸˜ao recursiva de formul´arios no mesmo ecr˜a, novas maneiras de integrar as funcionalidades do m´odulo de BI, assim como abrir as portas ao mercado mobile (os ecr˜as de GWT s˜ao compat´ıveis com browsers de dispositivos m´oveis). Neste novo paradigma, seria f´acil agregar as funcionalidades de BPM num ´unico dashboard universal, aumentando a produtividade do utilizador final e a simplicidade de uso com a reduc¸˜ao do n´umero de ecr˜as necess´arios. Numa perspectiva ideal, este dashboard univer- sal, `a semelhanc¸a dos dashboards de dados de um cubo e o m´odulo de desenho perso- nalizado de ecr˜as GWT, poderia vir a ser personalizado pelo pr´oprio utilizador de acordo com as suas necessidades espec´ıficas.
2Dois modelos de desempenho presentes na literatura realçam o aspecto da multidisciplinaridade. O modelo apresentado por Kaplan e Norton (2005), Balanced Scorecard que vem sofrendo críticas quanto sua capacidade de avaliar apenas o critério da eficiência, mensura o desempenho por meio de indicadores: i) financeiros; ii) processos internos; iii) clientes; iv) competências organizacionais. Estes indicadores por sua vez possuem funções que permitem obter informações acerca de um produto, um processo, um sistema ou uma grandeza no decorrer do tempo. Já o segundo modelo, propostos por Neely; Gregory e Platts (2005), Performance Prism, formulado para atender o desempenho com foco nos Stakeholders, avalia por meio de medidas não financeiras. Na teoria dos Stakeholders a atualização passou a considerar a perspectiva dos consumidores, dos clientes, dos fornecedores e dos investidores sobre a capacidade de criar valor oriundo das ações empresariais em relação aos concorrentes e aos demais envolvidos (FOMBRUN, SHANLEY, 1990).
AGVS can be found in virtually any area of industrial production, trade and service. The main application areas are connection of different work areas, order picking, warehousing and assembly. The realization of the material flow processes in the warehousing and order picking sector is characterized by high volume of traffic from defined sources to defined destinations . This is a standard application area of AGVS which usually demands high loading capacities. The load units are usually standardized pallets, therefore the vehicles are equipped with standard loading devices. Due to the requested performance, these systems often consist of more than 100 vehicles . This demands a sophisticated central controlling unit and optimizing approaches for routing and path-finding.
The Internet and Web 2.0 technologies have revolution- ized the ways in which businesses can now engage their customers in the innovation process, as well as provid- ing a wealth of market intelligence about their prefer- ences and characteristics. Companies that are making full use of their potential include Dell, which invites customers to submit their own suggestions for innovat- ive products via the company’s Direct2Dell blog (tinyurl.com/n8krna9), and Levi Strauss, which uses Face- book “likes” to generate information on consumer style preferences, thus providing a ready arena for the experi- mentation and commercialization stages of innovation. The second common form of collaboration in the in- novation process has evolved in response to the recog- nition that organizations often lack expertise in some stages of the innovation process, which prevents them from turning good ideas into value-generating products, services, or business models. In particular, in- novative ideas generated by entrepreneurial firms are often stunted due to a lack of commercialization talent or funding. This problem has been considered particu- larly acute in Canada, where the Government has taken the initiative of establishing organizations such the Health Technology Exchange (htx.ca) and MaRS Innova- tion (marsinnovation.com) to promote collaboration and partnerships between entrepreneurs, venture capital- ists, and others in Ontario’s medical and assistive tech- nologies sector, and to facilitate stakeholder input into the innovation process.
This study draws from the resource-based theory and investigates the interrelationships between three types of eco-innovation (process, product, organizational) and their impact on businessperformance. Using a structural equation design with 70 samples collected from textile industry, research results show that businessperformance is affected by product and organizational eco-innovations. The process and product eco-innovations significantly influence the effects of organizational eco-innovation, and there are connections between process and product eco-innovations. Research reveals that each type of eco-innovation has its own attributes, determinants, and contributions to businessperformance. Study on the textile sector broadens the discussion of interdependence and co-evolutionary relationships among different types of eco-innovation and demonstrates that the development of efficient innovation programs requires a holistic view and organizational and technological capabilities.
Another important point that emerges from this study is the importance of human capital as the model’s causal antecedent. Obviously, it is the employees of any organisation that get the work done. Human capital is definitely necessary but not sufficient in the drive for sustainable performance. There must exist a constant interplay among human, structural and relational capital for an organisation to leverage its overall intangible value. As mentioned by Bontis (1998), isolated stocks of knowledge that reside in the employees’ minds that are never retained into organisational knowledge will never positively affect businessperformance. Talent (human capital) must be coordinated (structural capital) for the common goal of the customer (relational capital) in order to create value.
An evaluation of the impact of entrepreneurial characteristics on the performance of small scale manufacturing industries in Nigeria by Adegbite, Ilori, Irefin, & Abereijo, & Aderemi, (2006) identified the entrepreneurial characteristics and the factors that influenced optimum businessperformance of 100 randomly selected small-scale manufacturing industries engaged in food and beverage; textile and wearing apparel; wood and wood products; chemical and pharmaceuticals; and fabricated metal products. The results showed that human resource factors and the sales revenue were found to be inadequate and severely inhibited the potential of the entrepreneurs for performance and growth. However, length of years in business and working experience were found to have positive contribution on their performance. While majority (7) of the 10 Personal Entrepreneurial Characteristics (PEC) of the respondents made negative contribution on the sales revenue, only demand for efficiency and product quality, information seeking; and systematic planning and monitoring had positive impact. The study concluded that the negative attributes exhibited by the respondents in most of the PECs were critical factors in the dismal performance of the small-scale manufacturing industries, which need to be developed in the entrepreneurs through training.
One of the ways for the company to achieve all factors that are necessary to realize business success is the implementation of ISO certification (International Standard Organization). Quality norms are very often associated with formal quality actions and activities that are by now widely diffused throughout business. The statistical databases show that quality standards management is one of the most utilized tools of businessperformance management. But the adoption of quality standards will yet further increase because companies have realized that ISO certification has became one of the basic tools for business success.
The general idea of this research is to analyze overall firm performance before and after the global financial crisis of 2008. The main question is: What kind of strategies did companies adopt that led to positive businessperformance after the crisis? Are there any particular competitive advantages that bring better performance in the case of an economic downturn? This research focuses on competitive advantage gained by resource-based view attributes of a product (quality, durability and prestige) and dynamic capabilities (strategic flexibility in product development and technological innovation ability). The economic crisis setting provides a proper background to analyze the competitive advantage strategies in a dynamic, low-probability environment to determine which are most worth adopting in the business world.
An impressive turning point occurred in recent decades, regarding organizational performance measurement systems. In an extensive bibliographical review, Kennerley & Neely (2003) point out that traditional performance measures were developed with strong inancial-accountability biases, and although companies valued them for decades, they are no longer appropriate from a contemporary perspective.The reasons for this statement can be justiied since traditional inancial measurement systems are: (i) unable to supply important information concerning future businessperformance. Instead, they are committed to generating short-term results (Kaplan, 1986; Hayes & Abernathy, 1980); (ii) not necessarily oriented to competitors and customers, but can have an intrinsic focus on functional performance (Neely et al., 1995; Kaplan & Norton, 1992); (iii) devoid of strategic focus (Skinner, 1974); and (iv) potential inhibitors of innovation (Richardson & Gordon, 1980).
The strong focus in Cost reduction or optimization, can be exploited in function of the impact in the bottom line in the Profit and Loss (P&L) account and consequently in the Firm Performance. However, there is the need to study further if this has to be balanced with the time period usage in order to understand if this becomes a sustained competitive advantage. Other advantages such as lower cost of access to applications, less capital investment and delivery of new services, which do not limit only to financial advantages but also time to market or increased offer to market and as such, customer advantage, are also enablers of increased Firm Performance .
have been mentioned for the first time and the understanding of CSR changed constantly since then (Carroll, 1999). The first definition of CSR that also induced the incorporation of CSR in business practices was developed by Bowen in 1953 and states that CSR "[…] refers to the obligations of businessmen to pursue those policies, to make those decisions, or to follow those lines of action which are desirable in terms of the objectives and values of society" (Carroll, 1999). Since then, the definition of CSR evolved constantly and it was not only considered an important facet of the business world anymore, but a significant obligation towards society (Carroll, 1999). Its current official definition according to the World Business Council for Sustainable Development reads as follows: "Corporate Social Responsibility is the continuing commitment by business to contribute to economic development while improving the quality of life of the workforce and their families as well as of the community and society at large." (WBCSD, 2013)
There are three independent variables affecting market structure which are Islamic banking third party fund, Islamic banking scale of business, Islamic banking market share. Three independent variables affecting promotion strategy are financing product types of Islamic banking, profit sharing and distribution scale. Three indicators affecting profitability are human resource development, financing quality and financing credibility. All those nine independent variables are frequently used in previous SCP studies that referred to Hannan and Berger (1991), Majid and Sufian (2007), Suhel (2012), Fahmi (2012), Chen (2012)
NOVA School of Business and Economics João Salvador Page 28 ask for a consulting firm to evaluate the risks and before engaging in an acquisition or management contract. The Brazilian market environment before and fundamentally after WC&OG is unpredictable, but it will definitely influence all the phases of the implementation process, while some hoteliers tend to be very optimistic, others tend to be more conscious, but in any case is expected that these events and also the increase demand will foster the competitiveness of the market in the economic segment. São Paulo is the most develop city in Brazil (including the hotel industry), but there is always some risk associated to staffs’ performance. In my opinion, human resources should the main source of advantage of Dom Pedro Hotels in São Paulo’s City, and I advise the company to spend several hours on recruiting and training processes. However this risk can be mitigate by using Portuguese elements that already work for the group and by recruiting on credited institutions.
Control variables. Our main control variables are firm size, age, financial slack, and industry, for the four dependent variables. Large firms may have better resources to guarantee survival and investments in new opportunities, while small firms rely more on intuition than careful planning (Elbanna et al., 2012; Muurlink et al., 2012), which is associated with improvisation, and may be more flexible (Verdu-Jover et al., 2006) and to adapt to the new environment. Size was measured by annual sales through one item in our questionnaire. 24 Firm age (Luo and Junkunc, 2008; Worren et al., 2002), similarly to size, may influence a firm’s availability of resources and reliance on improvisation for decision making (Zahra et al., 2006). Moreover, older firms may have learned from experience with prior recessions (Latham and Braun, 2011), the last in 2001. Our questionnaire included one item to distinguish firms older than five years. Financial slack, on the one hand, serves as a buffer (Bourgeois, 1981; Srinivasan et al., 2005) that allows firms to take risks to experiment with new strategies (McGrath, 1999; Wiklund et al., 2009) and make new investments during a downturn (Ireland et al., 2003; Zona, 2012). On the other hand, a high level of financial slack may represent disadvantages, hiding inefficiencies and making firms postpone necessary changes to adapt to new situations (Latham and Braun, 2008; Zona, 2012). Financial slack was measured in our questionnaire with one item related to firm’s debt due during the crisis as a reverse proxy. Industry (Deleersnyder et al., 2004) influences firms’ characteristics, strategies and performance (McGahan, 2004; Porter, 1979). Moreover, manufacturing industries in Brazil were more affected than services by the 2008-2009 recession (Pochman,
153 One difference is the source of recruiting. The firm that performs better recruits qualified personnel from the software house academy, while the other firm recruits from universities or vocational courses. Secondly, the way they organise work is also different. Newcomers in the first firm, as they are more qualified from the start, are given more autonomy regarding the way they perform in their work. The second firm, because they incorporate inexperienced people in the firm, they have to train them internally, which is time-consuming and can result in delays in responding to clients’ needs. The second firm did not perform as well as the first one. The other issue on which they differ is information sharing and cross-training. This difference is in part a consequence of the qualifications and level of autonomy of the people who are hired, on the one hand, and the extent to which an autonomy-giving sort of managerial style is employed, on the other. The approach of acquiring qualified staff in the market and allowing them to work autonomously (for example, not setting programming rules) rather than training internally and defining technical orientations had better organisational performance results. Teaching trainees to deliver their work in a certain manner takes time and supervisory effort and takes time away from other tasks. Given the limited human resources available, it may work better to not guide or control the employee's way of working. The first firm, which performed better, has fewer employees, and thus promoting from within doesn’t make much sense in such a small business, while in the second firm, being larger makes promoting from within a possible HRM practice.