Erik Mooi

A Concise Guide to Market Research

▶ Compact, hands-on and step-by-step introduction to quantitative market research techniques ▶ Presents the most important techniques and shows how to translate theoretical choices into SPSS and how to analyze the output ▶ Range of education elements such as learning objectives, keywords, self-assessment tests, case studies ▶ Innovative supplementary online concept, including mobile tags, sample datasets and additional cases

Response-based segmentation using finite mixture partial least squares

When applying multivariate analysis techniques in information systems and social science disciplines, such as management information systems (MIS) and marketing, the assumption that the empirical data originate from a single homogeneous population is often unrealistic. When applying a causal modeling approach, such as partial least squares (PLS) path modeling, segmentation is a key issue in coping with the problem of heterogeneity in estimated cause-and-effect relationships. This chapter presents a new PLS path modeling approach which classifies units on the basis of the heterogeneity of the estimates in the inner model. If unobserved heterogeneity significantly affects the estimated path model relationships on the aggregate data level, the methodology will allow homogenous groups of observations to be created that exhibit distinctive path model estimates. The approach will, thus, provide differentiated analytical outcomes that permit more precise interpretations of each segment formed. An application on a large data set in an example of the American customer satisfaction index (ACSI) substantiates the methodology’s effectiveness in evaluating PLS path modeling results.

Is there a global model of learning organizations? An empirical, cross-nation study†

This paper develops and tests a learning organization model derived from HRM and dynamic capability literatures in order to ascertain the models applicability across divergent global contexts. We define a learning organization as one capable of achieving on-going strategic renewal, arguing based on dynamic capability theory that the model has three necessary antecedents: HRM focus, developmental orientation and customer-facing remit. Drawing on a sample comprising nearly 6000 organizations across 15 countries, we show that learning organizations exhibit higher performance than their less learning-inclined counterparts. We also demonstrate that innovation fully mediates the relationship between our conceptualization of the learning organization and organizational performance in 11 of the 15 countries we examined. It is the first time in our knowledge that these questions have been tested in a major, cross-global study, and our work contributes to both HRM and dynamic capability literatures, especially where the focus is the applicability of best practice parameters across national boundaries.

From Customer-Oriented Strategy to Organizational Financial Performance: The Role of Human Resource Management and Customer-Linking Capability

Drawing on the organizational capabilities literature, the authors developed and tested a model of how supportive human resource management (HRM) improved firms’ financial performance perceived by marketing managers through fostering the implementation of a customer‐oriented strategy. Customer‐linking capability, which is the capability in managing close customer relationships, indicated the implementation of the customer‐oriented strategy. Data collected from two emerging economies – China and Hungary – established that supportive HRM partially mediated the relationship between customer‐oriented strategy and customer‐linking capability. Customer‐linking capability further explained how supportive HRM contributed to perceived financial performance. This study explicates the implication of customer‐oriented strategy for HRM and reveals the importance of HRM in strategy implementation. It also sheds some light on the ‘black box’ between HRM and performance. While making important contributions to the field of strategy, HRM and marketing, this study also offers useful practical implications.

The Market Research Process

How do companies design a suitable market research plan? We explore how you can plan, start, and identify the research question that will best guide your market research. Identifying the “right” question is difficult, but we provide several strategies and suggestions to help you quickly identify and formulate a market research process. In addition, we provide a practical overview of the different types of research, including exploratory, descriptive, and causal research; the different research goals and the needs they fulfil, and discuss their different uses and potential research outcomes. We offer guidelines that will help you determine the optimal match between the research question and the type of research design.

A Stakeholder Perspective on Buyer–Supplier Conflict

This study seeks to investigate how stakeholder power and an organizations pursuit of legitimacy influence its reaction to conflict with a supplier. We conducted an empirical study among travel agents and tour operators to test the relationship between conflict and stakeholder power and legitimacy derived from three different stakeholders. Our findings imply that power has a dual role. Whereas supplier power reduces buyer–supplier conflict, stakeholder power increases it. Moreover, this study shows that the quest to achieve greater legitimacy from the firms competitive arena increases conflict. This study is one of the few that test stakeholder theory empirically. We demonstrate that stakeholder theory provides additional explanations above the hitherto taken dyadic approach toward understanding conflict. This study also shows that power can simultaneously reduce and increase conflict depending on which party possesses power. Greater supplier power decreases conflict, while greater stakeholder power and stakeholder-derived legitimacy increases it. Therefore, organizations have to balance their stakeholder and supplier interests.

Introduction to Market Research

Market research is key to understanding markets and requires the systematic gathering and interpreting of information about individuals and organizations. This will give you an essential understanding of your customers’ needs, a head start on your competitors, allow you to spot potential problems, and future growth. Drawing on real examples, we show the value of market research, describe its main purposes, and explain how market research differs from marketing research. We explain what makes, or breaks, a successful market research study and describe when market research is most needed. We also provide a description of the different types of market research providers.

Communicating the Results

Communicating the results of your study, project, or business case is crucial in market research. We discuss the core elements of a written research report, provide guidelines on how to structure its core elements, and how you can communicate the research findings to your audience in terms of their characteristics and needs. We show you how to organize and simplify complex and dense information in an efficient and reader-friendly way. Using Stata, and drawing on a case study, we show how you can combine and present several graphs and (regression) tables concisely and clearly. We also provide guidelines for oral presentations, suggestions for visual aids that facilitate the communication of difficult ideas, and ideas on how to best structure the oral presentation of results. Finally, we discuss ethical issues that may arise when communicating report findings to your client.

Hypothesis Testing and ANOVA

We first describe the essentials of hypothesis testing and how testing helps make critical business decisions of statistical and practical significance. Without using difficult mathematical formulas, we discuss the steps involved in hypothesis testing, the types of errors that may occur, and provide strategies on how to best deal with these errors. We also discuss common types of test statistics and explain how to determine which type you should use in which specific situation. We explain that the test selection depends on the testing situation, the nature of the samples, the choice of test, and the region of rejection. Drawing on a case study, we show how to link hypothesis testing logic to empirics in SPSS. The case study touches upon different test situations and helps you interpret the tables and graphics in a quick and meaningful way.

HRM and innovation: the mediating role of market-sensing capability and the moderating role of national power distance

Abstract This paper examines the mechanism through which HRM practices promote firms’ innovation and how this relationship differs across cultures. Based on a data-set of 3755 firms from 13 countries, this study finds that in most countries employee-oriented HRM practices that dedicate attention to employee needs and interests are positively related to firms’ market-sensing capability, which is the capability to continuously learn about their markets. Market-sensing capability is in turn significantly related to firms’ product and process innovation. Cross-country examination further reveals that in high power distance countries employee-oriented HRM practices have a stronger positive effect than in low power distance countries. This study highlights the importance of HRM in supporting the use organizations make of external knowledge, which is critical for organizational innovation. Bringing an external perspective, we complement existing literature that emphasizes the role of HRM in integrating internal knowledge. Our cross-cultural findings contribute to the understanding of cultural contingency in HRM theories.