Journal ArticleDOI
A framework for performance evaluation of channel partners in distribution relationships
Vikas Goyal,Prashant Mishra +1 more
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TLDR
The authors developed the measurement scale by the three-stage protocol and established the scale’s reliability, factor structure and validity through the data collected from 252 firm-channel partner dyads across automobile firms in India.Abstract:
Purpose
– The purpose of this paper is to develop a conceptual framework for performance evaluation of channel partners in distribution relationships and develop a scale to measure the proposed dimensions of performance.
Design/methodology/approach
– The proposed framework is built on the theoretical foundations of salesforce control systems and organizational performance. The authors developed the measurement scale by the three-stage protocol and established the scale’s reliability, factor structure and validity through the data collected from 252 firm-channel partner dyads across automobile firms in India.
Findings
– The proposed framework highlights three distinct dimensions of channel partners’ performance, i.e. output performance, the financial/other objective results; activity performance, the activities, behavior and process-compliance levels; and capability performance, the resources and capabilities of channel partners. An 18-item measurement scale is developed to measure the three proposed dimensions of channel partners’ performance.
Research limitations/implications
– The proposed framework conceptualizes the three key dimensions of channel partners’ performance that can assist firms in exercising a focussed approach to performance management in distribution channel relationships and other inter-firm contexts. This study contributes to the legitimacy and further development of research in the area.
Practical implications
– The measurement scale provides valid and reliable items for a rigorous performance analyses of channel partners, both at the individual level as well as at the level of the distribution channel as a whole. These performance analyses have multiple applications, right from managing the day-to-day channel activities to steering the channel strategy.
Originality/value
– The paper presents a multidimensional conceptual framework for performance evaluation of channel partners and provides a suitable instrument for operationalizing future empirical research in the area.read more
Citations
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Journal ArticleDOI
Evaluating channel partner’s performance: impact of task environments on the relevance of measurement metrics
Vikas Goyal,Prashant Mishra +1 more
TL;DR: In this paper, the authors developed a nuanced framework for evaluating a channel partner's performance in distribution channel relationships, where the latent change score (LCS) model within SEM framework provides mean paired-differences of the relevance ratings for each metrics.
Small Construction Business Owners' Strategies for Employee Retention
Abstract: Small Construction Business Owners’ Strategies for Employee Retention by Charles H. Griner, Jr. MS, Troy University, 2006 BBA, University of Mississippi, 1991 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University November 2019 Abstract Thirty-four percent of people in the United States of America work for businesses that employ fewer than 100 people. However, many small business owners lack the strategies necessary to retain their valuable employees. Businesses that fail to retain valuable employees are as much as 28% less efficient. The purpose of this qualitative multiple case study was to explore strategies small construction business owners use to retain their valuable employees. Contingency theory provided the conceptual framework. The participants were three owners of three small businesses in the construction industry located in Mississippi which implemented successful policies and procedures to retain their employees. The data sources for this study were semistructured interviews, financial statements, newspaper articles, websites, and social media. A thematic analysis was used to analyze the data. Three themes morphed to include challenging employees and reward them accordingly, mitigating unplanned turnover, and treating employees and others fairly. Potential implications for positive social change are that increased profits among small business owners may enable them to provide better benefits and pay and incentive increases to their employees. Small business owners with increased profits may also be better equipped to participate in community-based charitable organizations.Thirty-four percent of people in the United States of America work for businesses that employ fewer than 100 people. However, many small business owners lack the strategies necessary to retain their valuable employees. Businesses that fail to retain valuable employees are as much as 28% less efficient. The purpose of this qualitative multiple case study was to explore strategies small construction business owners use to retain their valuable employees. Contingency theory provided the conceptual framework. The participants were three owners of three small businesses in the construction industry located in Mississippi which implemented successful policies and procedures to retain their employees. The data sources for this study were semistructured interviews, financial statements, newspaper articles, websites, and social media. A thematic analysis was used to analyze the data. Three themes morphed to include challenging employees and reward them accordingly, mitigating unplanned turnover, and treating employees and others fairly. Potential implications for positive social change are that increased profits among small business owners may enable them to provide better benefits and pay and incentive increases to their employees. Small business owners with increased profits may also be better equipped to participate in community-based charitable organizations. Small Construction Business Owners’ Strategies for Employee Retention by Charles H. Griner, Jr. MS, Troy University, 2006 BBA, University of Mississippi, 1991 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University November 2019 Dedication I dedicate this study to my mother, Brenda Morris Griner. She provided encouragement and served as an example of what one can accomplish with hard work and persistence. Acknowledgments I would like to thank my chair, Dr. Kenneth Gossett, for being patient with me while I was being impatient. I would also like to thank the faculty, staff, and my fellow students for all of their input and guidance along the way.
Journal ArticleDOI
Toward the inter-channel synergy renaissance in emerging markets: evidence from adding clicks to bricks in Serbia
Journal ArticleDOI
Multiple channel strategy selection: A roadmap perspective for brick-and-click retailers
TL;DR: In this article , a brick-and-click prioritization tool is proposed to assist retailers in the transition from a multi-channel to an omni-channel strategy, where the authors identify the importance of optimizing online channel sales concentration and focus.
References
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Journal ArticleDOI
Marketing Channels in Foreign Markets: Control Mechanisms and the Moderating Role of Multinational Corporation Headquarters–Subsidiary Relationship
TL;DR: In this paper, the authors describe the complex performance properties of output and process control mechanisms that MNC subsidiaries deploy to manage foreign distributors and conceptualize the HQ-subsidiary nexus along three attributes that should moderate the performance effects of control mechanisms: task coordination, or HQ's central coordination of processes across subsidiaries; subsidiary decision involvement, or two-way communications and consensual decision making between HQ and the subsidiary; and relational disharmony, or the extent of the HQ−subsiary conflict.
Journal ArticleDOI
Framework for performance measurement and management in a collaborative business environment
TL;DR: A generic framework and process flow is proposed with the objective of evaluating the individual partners in terms of various performance indicators such as key success factors, key performance factors and key performance indicators (KPI) among collaborative partners to help partners in the network to build valuable trust, cooperation and coordination.
Journal ArticleDOI
The Performance Puzzle: Understanding the Factors Influencing Alternative Dimensions and Views of Performance
TL;DR: In this paper, the authors compared the factors influencing performance evaluations by different constituency of child care centers in Ohio and found that different organizational and environmental factors are associated with the performance assessments of different constituency assessments.
Journal ArticleDOI
The fundamentals of performance measurement systems
TL;DR: The fundamentals of a performance measurement system (PMS) as discussed in the literature for the past 32 years are identified in an attempt to provide a research agenda (RA) for future research.
Journal ArticleDOI
An empirical study of evaluating supply chain management integration using the balanced scorecard in Taiwan
TL;DR: In this article, the authors integrated supply chain management (SCM) and balanced scorecard (BSC) based on a thorough discussion of BSC measures in Kaplan and Norton, and evaluated SCM performance using the BSC to assess the business performance of many of Taiwan's industries that have implemented SCM.
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