Browsing by Subject "Firm performance"
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    Customer engagement as the moderating variable on brand engagement and firm’s performance in emerging countries
    ( 2015-11) Donyawan Yotviriyapanit ; Kriengsin Prasongsukarn
    Brand engagement is not a new term or idea for practitioners to emphasize on developing meaningful relationship with consumers. The main purpose of this paper is to examine and conceptually develop the brand engagement model, in order to investigate customer engagement as the variable that moderates the degree of brand engagement. The paper reviews the brand orientation that firms need to start as the fundamental idea when developing brand engagement. The paper also discusses the skepticism construct of customer engagement that some researchers viewed it as the same meaning as brand engagement, describes more about the elements of customer engagement, and finally explains how both customer and brand engagement can effect firm’s performance. Furthermore, this paper proposes the research propositions and provides consumer insights on how they can engage themselves with brands, especially in emerging countries. The reason that this study has to be specific to those consumers in emerging countries, is due to the invasion of global firms that enter in those countries, in order to steal the sales from local producers. To overcome this issue, this research paper will provide the guidance for them in strategizing effective brand engagement and enlighten as well as encourage the consumers to endorse more local brands.
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    Entrepreneurial Strategic Posture, International Diversification, and Firm Performance
    ( 2005) Amonrat Thoumrungroje ; Patriya Tansuhaj
    Building on the entrepreneurship, marketing and strategic management literature, we propose a conceptual model to investigate the effects of entrepreneurial strategic posture (ESP), perceived environmental uncertainty and international diversifi cation strategy on performance. The ESP‐International diversification‐Performance relationship is investigated using a contingency framework. Entrepreneurial strategic posture is postulated to influence the use of international diversifi cation strategy of entrepreneurial firms. Moreover, perceived environmental uncertainty is hypothesized to strengthen the relationship between a firm’s entrepreneurial strategic posture and international diversification strategy, which ultimately affect the firm’s performance. Propositions for further empirical studies are provided in addition to managerial and theoretical contributions.
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    The Moderating Roles of Organizational Learning and Strategic Flexibility on Marketing Strategic Change and Business Performance: Evidence from Firms in Thailand
    (Assumption University, 2016-01) Amonrat Thoumrungroje
    Owing to the inconclusive results of prior studies on the strategic change-firm performance relationship, this paper extends the marketing strategy literature by specifically investigating the marketing strategic change phenomenon in a non-Western emerging economy. An emerging market context is of particular interest given that little is known about it while generating half of global GDP based on the IMF's World Economic Outlook in 2014. Unconventional to the existing stream of research, an 'inverted U-shaped' relationship is postulated with a moderating role of 'organizational learning '. A self-administered survey was employed to collect data from different SBUs of 550 firms operating in Thailand. Factor analyses were used to validate the scales while linear- and quadratic regressions, and analysis of covariance were used to analyze data and test hypotheses. This study suggests that organizational learning plays a crucial part in clarifying the association between marketing strategic change and performance. The results also imply that the relationship could be context-specific since some of the findings from Thailand-as an Asian emerging economy-are inconsistent with the theory. The study also reveals that the relationship is inverted U-shape among smaller and older firms whose learning is relatively weak while it is positive and linear among firms with stronger organizational learning. Hence, firm age and size provide an insightful explanation that extends the traditional research stream and mixed research findings in the past. This study extends international marketing strategy literature by empirically testing the hypotheses in an emerging Asian economy. Although some findings are counter-intuitive, they provide insights that further our theoretical understanding about marketing strategic change to both researchers and managers. The research also proposes a non-linear relationship between marketing strategic change and firm performance as well as introduces a moderating role of organizational learning. The findings from this study reveal that the frequency of marketing strategic changes may not always have a positive impact on firm performance due to the level of organizational learning the firms established. Such level of organizational learning also varies based on firm age and size. Therefore, managers need to take into account these firm characteristics before implementing an appropriate number of marketing strategic changes in order to maximize the firm performance. Specifically, how often the firm should add/divest new products and/or new product lines, launch new products to new customers, extent current products to new customers, and add/remove services depends on the firm 's level of learning. When a firm is relatively smaller and older, very frequent and infrequent marketing strategic changes are harmfitl to firm performance because of its relatively weaker learning. Younger and newer firms normally establish higher learning level; therefore, frequent marketing strategic changes tend to improve performance. Keywords: Organizational change, Organization
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    Strategic change and firm performance: the moderating effect of organisational learning
    ( 2011) Chaiporn Vithessonthi ; Amonrat Thoumrungroje
    The primary purpose of this research is to review and discuss the potential associations among strategic change, organisational learning, and firm performance, and to propose a conceptual model to investigate such relationships. Design/methodology/approach – The literature on the strategic change-performance relationship was explored with the emphasis on elaborating the effects of frequency of strategic change on firm performance. In addition, a moderating role of organisational learning on such a relationship is introduced. Findings – From the literature review, it is proposed that the relationship between strategic change and firm performance is an inverted U-shape. Extremely frequent and infrequent strategic changes are deemed to be detrimental to firm performance. However, the research reveals that the strategic change-performance relationship may alter due to the moderation of organisational learning. Research limitations/implications – Given the conceptual nature of this paper, a review of relevant literature and a conceptual model are presented with suggestions for future empirical study. This paper also extends the strategic change-performance research by advocating an inverted U-shape relationship as one plausible explanation for inconsistent findings found in past literature. Practical implications – Managers should try to understand their organisations and implement an appropriate level of strategic change in order to maximise the firm's overall performance. In addition, a significant role of organisational learning in supporting firms to manoeuvre in today's increasingly dynamic and competitive environment is highlighted to managers. Originality/value – This paper attempts to explain: why firms might attain different levels of performance provided that they undergo various degrees of strategic change (in terms of frequency); and what factors contribute to the variations in organisational performance among firms that have undertaken the same number of strategic changes during a given period of time.