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Let f(d) be the smallest value for which every bridgeless graph G with diameter d admits a strong orientation (G) over right arrow such that the diameter of (G) over right arrow is at most f(d). Chvatal and Thomassen (JCT-B, 1978)...
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Let f(d) be the smallest value for which every bridgeless graph G with diameter d admits a strong orientation (G) over right arrow such that the diameter of (G) over right arrow is at most f(d). Chvatal and Thomassen (JCT-B, 1978) established general bounds for f(d) and proved that f(2) = 6. Kwok et al. (JCT-B, 2010) showed that 9 收起
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Strategic orientations underpin the firm's managerial decisions and influence its performance. Firms can combine multiple strategic orientations to achieve superior performance. Market orientation and brand orientation are well-de...
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Strategic orientations underpin the firm's managerial decisions and influence its performance. Firms can combine multiple strategic orientations to achieve superior performance. Market orientation and brand orientation are well-developed, separate, strategic approaches. A 2013 study conceptually proposed a strategic hybrid orientation comprising two types: (a) market and brand orientation and (b) brand and market orientation. The current study is qualitative, using small-to-medium enterprises to investigate strategic hybrid orientations. Through propositions, the paper explains the theory and processes underlying the two hybrid orientation types. The propositions form the guiding principles for the strategic management of the hybrid orientation.The implications for managerial practice show that quite different capabilities apply to the execution of each strategic hybrid type.
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Like other developing countries, Pakistan is under severe economic pressure and striving to boost entrepreneurial orientation for achieving growth through minimal depletion of natural resources. In order to facilitate widespread a...
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Like other developing countries, Pakistan is under severe economic pressure and striving to boost entrepreneurial orientation for achieving growth through minimal depletion of natural resources. In order to facilitate widespread and successful adoption of green entrepreneurial farming, it is crucial to address barriers inhibiting the uptake of green entrepreneurial activities in farming for the sustainability of natural resources as well as food provision. To this end, the present study aimed to investigate barriers in the adoption of green entrepreneurial farming in Pakistan. To fulfill the study objectives, after a comprehensive literature review and field visit, 34 barriers were identified. The results based on ranking analysis identified 20 out of 34 barriers as critical barriers to adoption of green entrepreneurial farming in the country. Furthermore, factor analysis was employed to group underlying 20 critical barriers into six major categories viz. 1) training and development-related barriers, 2) entrepreneurial orientation related barriers, 3) market orientation-related barriers, 4) customer orientation-related barriers, 5) innovation orientation-related barriers, and 6) green supporting supplies-related barriers. Results showed that most dominant barrier among six groupings was training and development-related barriers and the marginal role of government in the provision of such endeavours. This implies that government needs to play a more active role in the adoption and promotion of green entrepreneurial farming in Punjab, Pakistan. (C) 2019 Elsevier Ltd. All rights reserved.
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Stakeholder theory suggests firms should be sensitive to a broad group of stakeholders and their needs, with balanced trade-offs that are fundamental to achieving sustainable competitive advantage, and ultimately survival. Market ...
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Stakeholder theory suggests firms should be sensitive to a broad group of stakeholders and their needs, with balanced trade-offs that are fundamental to achieving sustainable competitive advantage, and ultimately survival. Market orientation (MO) scholars also consistently call, for inclusion of a broader group of stakeholders than the widely studied customer and competitor groups to better understand the impact of multiple stakeholders on firm performance. In response, this study expands the traditional domain of MO and defines overall stakeholder orientation as including customers, competitors, employees and shareholders, designating them as 'core and essential stakeholders.' Scholars have also advocated the inclusion of more forward-looking, proactive considerations in the conceptual framework to complement the usual responsive aspects of MO. Measures for both proactive and responsive orientations for the four core stakeholder groups, representing overall stakeholder orientation, were developed and validated. Findings show that for European firms proactive considerations are potentially more impactful than responsive, and overall stakeholder orientation is a significant predictor of improved financial and non-financial performance. (C) 2016 Elsevier Ltd. All rights reserved.
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This paper takes a configurational perspective and investigates the joint effect of market orientation (MO), service orientation (SO), and learning orientation (LO) on technological capabilities of the service sector in Sudan.The ...
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This paper takes a configurational perspective and investigates the joint effect of market orientation (MO), service orientation (SO), and learning orientation (LO) on technological capabilities of the service sector in Sudan.The study employed the quantitative method and deduction approach via convenience sampling; the population was the 160 managers of the service firm response rate of 94%. The result of this study showsa positive relationship between strategic orientations dimensions (market, and service orientations), withtechnological capabilities. In addition to that, the result demonstrates that no significant relationship between leering orientation andtechnological capabilities. This study focuses only on the service sector and test technological capabilities as one dimension, the data were only collected from single respondents in an organization. The study recommended that future research should test in other settings (e.g. manufacturing) could expand the scope of strategic orientation and also recommended that future research Future should endeavor to collect data from multiple members.
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For a graph G, let D(G) be the set of all strong orientations of G. Define the orientation number of G, d(G) = min { d(D) D ∈D(G) } , where d(D) denotes the diameter of the digraph D. In this paper, it has been shown that d(G x H...
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For a graph G, let D(G) be the set of all strong orientations of G. Define the orientation number of G, d(G) = min { d(D) D ∈D(G) } , where d(D) denotes the diameter of the digraph D. In this paper, it has been shown that d(G x H) = d(G), where x denotes the tensor product of graphs, H is a special type of circulant graph and the diameter, d(G), of G is at least 4. Some interesting results have been obtained using this result. Further, it is shown that d(P_r x K_s) = d(P_r) for suitable r and s. Moreover, it is proved that ( )(C_r x K_s) = d(C_r) for appropriate r and s.
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The aims of this paper are two-fold: (i) to examine the impact of audience individualism and collectivism orientation on the judgment of strategic self-presentations and (ii) to test whether audience individualism and collectivism...
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The aims of this paper are two-fold: (i) to examine the impact of audience individualism and collectivism orientation on the judgment of strategic self-presentations and (ii) to test whether audience individualism and collectivism orientation would affect the importance of likeability and competence in determining social outcomes. In two studies, participants evaluated modest and boastful presentations in an achievement context. It was found that the more collectivistic the audience was, the more likely the modest presenter was to be rated as likable, competent, and deserving of a desirable social outcome. In contrast, the more individualistic the audience was, the more likely the boastful presenter was to be rated as likeable, competent, and deserving of a desirable social outcome. The importance of likeability and competence in predicting the final social outcome was moderated by audience individualism and collectivism orientation. Likeability was more important in deciding the social outcome for those who were more collectivistic than for those who were less so (Study 1). Competence was more important in determining the social outcome for those who were more individualistic (Study 2). These studies build a potential theoretical bridge between social influence and social perception/social judgment literature.
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We investigate the effects of technology, entrepreneurial, market, and learning orientations on firm innovativeness, and the mediating effect of firm innovativeness on these relationships, using a survey of 374 small- and medium-s...
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We investigate the effects of technology, entrepreneurial, market, and learning orientations on firm innovativeness, and the mediating effect of firm innovativeness on these relationships, using a survey of 374 small- and medium-size enterprises in Korea. The results reveal that, while technology, entrepreneurial, and learning orientations significantly influence firm innovativeness, firm innovativeness has a significant effect on firm performance. We also find that firm innovativeness has a statistically significant mediating role in the relationships of technology, entrepreneurial, and learning orientations to firm performance. Our study contributes to strategic management and emerging market literature by identifying the pivotal role of innovativeness for firms that seek to benefit from various types of strategic orientations.
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Over the past few years, industrial organizations are increasingly realizing the significance of customers' service; one of the key challenges for them is how to improve the strategic orientations factors. This paper adapts the qu...
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Over the past few years, industrial organizations are increasingly realizing the significance of customers' service; one of the key challenges for them is how to improve the strategic orientations factors. This paper adapts the quantitative research approach by using the survey strategy, which is conducted by a questionnaire collected from 218 respondents working in seventy-two (72) industrial companies that listed and traded in Amman stock exchange under the industrial sector. The researcher uses the SPSS as an analysis technique to test all hypotheses. The findings of the study show that the three strategic orientations factors (customer, competitor, and technology) have a significant impact on the sustainable competitive advantage. Hopefully, these findings will shed some light for the Information Technology (IT) Industry allowing them to integrate strategic orientations factors (customer, competitor, and technology) to achieve sustainable competitive advantage.
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We show that the minimum number of orientations of the edges of the nvertex complete graph having the property that every triangle is made cyclic in at least one of them is inverted right perpendicularlog(2)(n-1)inverted left perp...
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We show that the minimum number of orientations of the edges of the nvertex complete graph having the property that every triangle is made cyclic in at least one of them is inverted right perpendicularlog(2)(n-1)inverted left perpendicular. More generally, we also determine the minimum number of orientations of K-n such that at least one of them orients some specific k-cycles cyclically on every k-element subset of the vertex set. Though only formally related, the questions answered by these results were motivated by an analogous problem of Vera T. Sos concerning triangles and 3-edge-colorings. Some variants of the problem are also considered.
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