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Corporate culture has emerged as an important component of organizational success since the early 1980s. South Korea’s unique style of corporate culture is regarded as an inseparable element of its impressive economic development. The successful experience of Korean enterprises with their competitive corporate culture has attracted attention from all over the world. Since Kyrgyzstan has a similar tradition and culture, Kyrgyz leaders have paid attention to the Korean style of management and its corporate culture and are considering it as a model for Kyrgyz organizations. This paper analyzes the South Korean corporate culture and discusses its main characteristics and key elements to find some relevant lessons for Kyrgyzstan. It also talks about the issues and challenges Kyrgyz organizations face regarding corporate culture, and finally makes some suggestions to Kyrgyzstan to build or reshape its corporate culture for superior performance of Kyrgyz organizations. All discussions and suggestions made in this paper are relevant to most of the developing countries in a similar environment or situation, and they can have a better idea of how to build a competitive corporate culture and achieve organizational performance based on these inputs [ABSTRACT FROM AUTHOR]

Diversifying into various other businesses and keeping all subsidiaries under one big umbrella has been an accepted corporate organizational structure for companies to grow into conglomerates. In a conglomerate, one company owns a controlling stake in a number of smaller firms, all of whom conduct their business separately and independently. In the second half of 2021 itself, three major conglomerates announced the breakup of their businesses into multiple units. The first to announce a breakup was the much revered and respected General Electric. General Electric announced that it would be breaking up into three separate companies in November 2021. The second to follow suit was the US pharmaceutical giant Johnson and Johnson. Across the Pacific, the Japanese conglomerate Toshiba, announced that it would be breaking up into three separate companies dealing with infrastructure, semiconductors and devices. These announcements created a serious question in the minds of strategic management thinkers who wondered if the conglomerate as an organizational entity would survive and be an acceptable proposition. Do these three examples signal a decline of conglomerates? Through a set of three small case studies, this paper examines the circumstances and forces that led each of these conglomerates to pursue demergers. The case studies were put together with information from secondary sources and from available literature on demergers. This paper also seeks to identify the critical success factors for improving the organizational performance after the breakup and prognosticate on the implications of the decline of conglomerates on other conglomerates that continue to operate in India and overseas. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to provide a review of literature on developments in entrepreneurship theory and emergence of Entrepreneurial Orientation (EO) construct. It also explores and presents the literature on the relationship between entrepreneurial orientation and business performance. Three models-the construct model, the EO-Strategy model and the performance model-were identified as the lines of research on EO. The paper reviews a range of publications describing the methodology, findings and alternative approaches to study the performance model. It suggests that a strong entrepreneurial orientation results in high business performance. EO is a multidimensional construct operationalized in terms of variables 'innovativeness', 'risk-taking', 'proactiveness', 'autonomy' and 'competitive aggressiveness'. A combination of subjective and objective measures of performance should be used for accurate measurement of performance. Various organizational and environmental elements should be introduced as moderating and mediating variables while studying the relationship of EO with performance. [ABSTRACT FROM AUTHOR]

Sales and marketing integration has a direct and significant impact on customers and the revenue-earning potential of the organization. This research demonstrates the benefits of a close integration between sales and marketing and emphasizes its impact on the organization performance. Sales and marketing integration is a complex and multifaceted construct and hence requires a strategic approach for its evaluation. This study aims to understand how to achieve sales and marketing integration by focusing on its facilitators and controlling distractors. The contribution of this paper is both theoretical and practical. From a theoretical perspective, the frameworks developed for the study of sales and marketing integration are an important contribution to the existing knowledge. From a practical perspective, various models of this paper aim at providing guidelines for sales and marketing managers for building competitive advantage by achieving sales and marketing integration. [ABSTRACT FROM AUTHOR]

This paper traces the evolution of quality in the field of production and operations in the manufacturing industry, especially the trajectory of growth from an abstract idea to a fully-developed action plan. Through the diachronic approach that examines the four industrial revolutions, it establishes the evolution of quality from 'inspection' to 'assurance'. After the Indian market was thrown open in 1991, the Indian industry evolved in order to keep in step with global competitors. Since then, operations management teams have studied and adopted various methodologies to improve the quality of their products. The industry has been working towards winning prestigious quality awards which can bear testimony to the quality standards they follow. The Deming prize is one such award, which certifies that the systems being followed by the organization can sustain and improve the quality of the product. The study follows the Deming guidelines in order to understand the process which industries maintain to win this award. The author has studied three Deming award-winning organizations to understand the basic conditions to be fulfilled before vying for the Deming. This study will help managers and engineers identify gaps in the quality systems they follow. The implications drawn by the author are directed towards any organization interested in achieving process and product quality across the board. [ABSTRACT FROM AUTHOR]

The need for innovation and cross-dependencies among the departments is forcing organizations to restructure from divisional to functional organizational structure. This paper presents one such case wherein Microsoft and Sony carried out restructuring efforts to move towards a functional organizational structure when they faced cutthroat competition from other technology majors such as Google and Apple. Both Sony and Microsoft brought in major changes to their organizational design, engineering a greater collaboration among technologies and creating an organizational culture that is deeply embedded in collaboration, creativity, and innovation. The paper uses several financial, organizational, and other matrices to illustrate how organizations embracing creativity outperform their peers and competitors on key business performance indicators, such as revenue growth, market share, and talent acquisition. [ABSTRACT FROM AUTHOR]

In an era of global competition, the corporate sector contributes a major part to the performance of the national economy. Measuring and managing corporate performance has always been a matter of concern for the internal and external stakeholders. For this purpose, financial perspectives have been in use for long. But it cannot be denied that measurement of performance involves multidimensional approaches as use of financial perspectives alone cannot give a truthful picture given their confines. Accordingly, there arises the need for application of multidimensional approaches for measurement and management of corporate performance. This paper attempts to understand the strategic corporate performance management tool-Balanced Scorecard (BSC)-which admits the insufficiency of financial measures and suggests evaluation of the companies in terms of how they create future value through investment in customers, suppliers, employees, procedures, technology, and innovation. Following four perspectives, viz., financial, customer, internal business, learning and growth, BSC balances these objectives among nonfinancial and financial, leading and lagging, operations and finance parameters. BSC in India is studied through its application in healthcare and fast moving consumer goods industries. The four customary perspectives of BSC have been studied with some suggested additional perspectives through a survey of 36 companies. [ABSTRACT FROM AUTHOR]

Balance sheet and income statement provide potentially vast volumes of information. Despite the large number of predictive variables, in most cases, the user cannot make a judgment easily about the survival of a company. In this paper, we indicate a set of useful variables for failure prediction by Step-wise Discriminant Analysis (SDA). Furthermore, this study applied a data mining technique to explore and compare the performance of Particle Swarm Optimization (PSO), Classification and Regression Tree (CART) and Support Vector Data Description (SVDD). The results showed that PSO does not significantly differ from CART, but due to lower average error rate, PSO is more efficient than CART and PSO and CART significantly perform SVDD. [ABSTRACT FROM AUTHOR]

Product and service innovations in emerging markets like India, China, Mexico and Brazil are gaining importance due to their affordability, acceptability and future scope (Govindarajan and Trimble, 2012; and Radjou et al., 2012). However, the literature on the intricate processes involved in developing the products (and services) is quite sparse (Ray and Ray, 2011) in these countries. The present paper is based on the interviews of 100 experienced business executives in 30 organizations based or operating in one of the key emerging markets of the world, i.e., India. The question is: How do these organizations carry out product and service innovations to make an innovative new product or service successful? We explore the path of input, process and output as it happens in the select organizations. Based on the results obtained, a framework of the product and service innovation is proposed. [ABSTRACT FROM AUTHOR]

The purpose of this study was to investigate if mission statement comprehensiveness related to mean ROA and ROA growth. Websites from the 108 finance companies listed on the S&P SmallCap 600 were analyzed to determine if they had explicit mission statements, and if so, which of David and David's (2019) nine components were present: customer, products/services, markets, technology, survival, growth, and profitability, philosophy, self-concept, and concern for public image and employees. Few studies have investigated the relationship between mission statement components and economic performance within an industry. Finance company mean ROAs and ROA growth from 2018-2021 were examined based on if each component was present. The results are as follows: firms posting explicit mission statements on their websites had higher ROA means, firms including concern for public image had higher ROA growth, and firms including concern for employees had higher ROA means. However, mission statement comprehensiveness did not relate to firm performance. [ABSTRACT FROM AUTHOR]

The current study is aimed at validating the past literature which states that increased market orientation has a positive impact on the performance of Micro, Small and Medium Enterprises (MSMEs). Preliminary statistical review indicated that the performance potential of the MSMEs has not been met in India. A review of the literature further indicated that one of the ways by which MSMEs could increase their performance was by increasing their market orientation. However, not much study has been done in India to see the relationship between market orientation and firm performance of MSMEs. The current study is planned to fill this gap via studying the relationship between market orientation and the performance of Indian MSMEs. Panel data was retrieved from the Prowess for a period of six years from 2012 to 2017, and the data was analyzed using EViews panel regression model with random effects model. There were three main findings of the study. First, the results of the study indicated that market orientation had a positive effect on business performance. Second, beta values indicated that the market orientation-performance relationship was stronger in manufacturing firms than in service firms. Third, a simple linear regression was performed for six years to check how beta value had changed over the years. The beta values increased gradually from 2012 to 2017 for both Manufacturing and Service Firms, indicating that Indian MSMEs understood the importance of market orientation and its implementation. [ABSTRACT FROM AUTHOR]

The Indian retail industry witnessed high growth over the last decade with a noticeable shift towards organized retailing. The foraying of organized players into retailing fresh produce has been much debated in the recent past, in view of its pros and cons. The contentions of the advocates and contenders of organized retailing warrant rigorous study and thorough analysis from the perspective of diverse stakeholders. The present study elicits the views of diverse stakeholders in Bangalore city, covering organized retailers (N = 20), unorganized retailers (N = 100) and consumers (N = 500) picked by stratified random sampling technique, on select issues of organized retailing. ANOVA test showed significant difference among the respondent groups at 0.00% level towards many of the select issues of the study. The larger role for organized retailers is indispensable, especially to build and strengthen backend infrastructure and to enhance supply chain efficiency. It is imperative for the government and organized retailers to address the genuine concerns of those who are likely to be adversely affected by growth in organized retailing, and dispel undue apprehensions and misplaced concerns. [ABSTRACT FROM AUTHOR]

Since the 1990s, immense interest has arisen towards the concept of regional clusters and competitiveness. Both these concepts are directly related to economic growth and development. This study aims at analyzing the relationship between sports goods cluster of Jalandhar, a city in Punjab state of India and regional competitiveness. For the achievement of the objective, preconditions and conditions for the competitiveness of sports goods cluster have been determined, various factors determining the competitiveness have been identified using prior literature, and a theoretical model is proposed which helps in improving the competitiveness of the cluster. The analysis shows that firms located in the cluster can improve their competitiveness due to the presence of a number of factors which are available to the firms that are part of the cluster. The presence of factors of production, demanding and sophisticated customers, active rivalry and government motivate the firms to perform better. Moreover, local universities and research institutes provide educated and trained workforce. The sharing of information and resources ensures improved performance and innovation. [ABSTRACT FROM AUTHOR]

The consequences of dynamic capabilities (i.e., innovation performance and profitability) are an underresearched area in the growing body of literature on dynamic capabilities and innovation management. This study aims to examine the relationship between dynamic capabilities, innovation performance and profitability of small and medium-sized manufacturing enterprises operating in volatile environments. A multi-case study design was adopted as research strategy. The findings reveal a positive relationship between dynamic capabilities and innovation performance in the case companies, as we would expect. It was however, not possible to establish a positive relationship between innovation performance and profitability. Nor was there any positive relationship between dynamic capabilities and profitability. The main contribution of this study is a better understanding of the realm of Small and Medium-sized Enterprises' (SME) internal and external business atmosphere-a sphere dominated on the positive side by high product quality, high product innovation, high flexibility, a very low return rate of failed products, a flat organization structure and an involving style of leadership. On the opposite pole, it was dominated by a lack of systematism, assessment, monitoring, marketing speculations and feasibility calculation. Furthermore, the sphere was dictated by asymmetric supplier-customer relationships and negotiation power leading, among other possible factors, to meager profitability. [ABSTRACT FROM AUTHOR]

This study examines adoption of and alignment between business strategy and Human Resource Management (HRM) strategy in the Indian banking sector. It investigates whether or not a fit between a bank's business strategy and its HRM strategy is associated with higher performance. For this purpose business strategy typology developed by 'Miles and Snow' was used, and 'Bird and Beechlers' human resource strategy, which includes accumulator, facilitator, and utilizer was used. The results of the present study reveal that a vast majority of the banks are not even found to be following a specific typology of either the HRM strategy or the business strategy. [ABSTRACT FROM AUTHOR]