Thrassou / Vrontis / Weber The Synergy of Business Theory and Practice

Advancing the Practical Application of Scholarly Research
1. Auflage 2019
ISBN: 978-3-030-17523-8
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 335 Seiten

Reihe: Progress in Mathematics

The lack of congruence between theory and practice in business remains a widely discussed topic. This lack of synergy is quietly and elusively becoming the Achilles' heel of contemporary scholarly business research and, by extension, of business in general. Focusing on the deviation of means and ends between business theory and practice, this book comprises thirteen chapters, which present an array of theoretical and geographical contexts, and aim to bring scholarly thinking and scientific analysis together with managerial rationale and practical applications. Presenting valuable insights and demonstrating an equalised perception of the theorisation of practice, and reversely, the practicality of theory, this innovative book signifies a new philosophy of scientific work and provides thought-provoking reading for scholars in a range of business sub-disciplines.


Alkis Thrassou is Professor in the School of Business at the University of Nicosia, Cyprus, and a Senior Research Fellow of the EuroMed Academy of Business (EMAB). He has extensive academic and professional experience, and has undertaken significant research in the fields of strategic marketing, management and customer behaviour. Demetris Vrontis is Professor and Executive Dean at the University of Nicosia in Cyprus, the Editor-in-Chief of the EuroMed Journal of Business (EMJB), and the President of the EuroMed Research Business Institute (EMRBI). He has published over 200 articles and books. Yaakov Weber is Professor and Director of the Research Unit, School of Business Administration, College of Management, Israel. The Founder and President of EMRBI and EMAB, Yaakov has served in various editorial positions for a number of leading journals including the Journal of World Business. S. M. Riad Shams is a Senior Research Fellow at the Ural Federal University, Russia. Having previously studied at Central Queensland University in Australia, he is a Research Fellow at EMAB and has published articles in several leading journals. Evangelos Tsoukatos teaches Management at the University of Applied Sciences Crete, Greece, and is adjunct faculty at the University of Nicosia and the Hellenic Open University. He is Associate Editor of EMJB and previously studied at Lancaster University, UK.

Autoren/Hrsg.

Thrassou, Alkis

Vrontis, Demetris

Weber, Yaakov

Shams, S. M. Riad

Tsoukatos, Evangelos

Inhaltsverzeichnis

1;Contents;6
2;Notes on Contributors;12
3;List of Figures;22
4;List of Tables;23
5;1: Editorial Introduction: The Requisite Bridge from Theory to Practice;24
5.1;1.1 Book Context and Theoretical Foundations;25
5.1.1;1.1.1 The Imperative of Practicable Theory: A Strategic Perspective;25
5.1.2;1.1.2 Theoretical Foundations;26
5.2;1.2 Book Content and Structure;28
5.3;References;33
6;2: Theoretical Concepts and Practical Applications of Accounting-Related Shared Service Centres in Medium-Sized Firms;36
6.1;2.1 Introduction;36
6.2;2.2 Literature Review;37
6.2.1;2.2.1 Characteristics of Small and Medium-Sized Enterprises (SMEs);37
6.2.2;2.2.2 Shared Service Centre;38
6.2.2.1;Consolidation of Processes;39
6.2.2.2;Exclusively Engaged in Support Services;39
6.2.2.3;Reduction of Costs;40
6.2.2.4;Service-Oriented Focus on Internal Clients and Alignment to External Competitors;40
6.2.2.5;Independent Organisation and Operate Like a Normal Business;40
6.2.3;2.2.3 Findings of Previous Studies;41
6.3;2.3 Research Design;44
6.4;2.4 Findings: Conception of Shared Service Centres;45
6.4.1;2.4.1 Definition and Objectives;45
6.4.2;2.4.2 Implementation Process;46
6.4.3;2.4.3 Economic Efficiency Calculation;47
6.4.4;2.4.4 Design of the Shared Service Centre;47
6.4.4.1;Selection of the Processes to Be Migrated;48
6.4.4.2;Structure and Reporting Structure;48
6.4.4.3;Service Level Agreements (SLAs);49
6.4.5;2.4.5 Infrastructure;50
6.5;2.5 Findings: Implementation of Shared Service Centres;52
6.5.1;2.5.1 Migration Strategies;52
6.5.2;2.5.2 Change Management;53
6.5.3;2.5.3 Further Important Key Components for the Implementation;54
6.5.4;2.5.4 Implementation Challenges;54
6.6;2.6 Findings: Controlling of Shared Service Centres;55
6.7;2.7 Conclusion and Industry Implications;56
6.8;References;58
7;3: From Theory to Practice of Formal and Informal Palestinian Small Businesses;62
7.1;3.1 Introduction;62
7.2;3.2 Context;63
7.3;3.3 Formal and Informal Businesses;67
7.4;3.4 Methodology;69
7.5;3.5 Results and Analysis;71
7.5.1;3.5.1 Characteristics of Formal and Informal Small Businesses;71
7.5.2;3.5.2 Challenges Facing Informal and Formal Small Businesses;73
7.5.3;3.5.3 Policy Recommendations;74
7.6;3.6 Practical Implications;76
7.7;3.7 Conclusion;77
7.8;References;78
8;4: A Practicable Implementation of Training and Development in Professional Services: The Case of Accountants in Cyprus;82
8.1;4.1 Introduction;82
8.2;4.2 Literature Review and Theory;84
8.2.1;4.2.1 Training and Development;85
8.2.2;4.2.2 Employee Retention;86
8.2.3;4.2.3 Theories That Seek to Explain the Effect of T&D on Employee Retention;88
8.2.3.1;Social Exchange Theory;89
8.2.3.2;Congruence Theory;91
8.2.3.3;Person-Environment Fit Theory;91
8.2.3.4;Attraction-Selection-Attrition (ASA) Theory;92
8.2.4;4.2.4 Hypotheses Development and Initial Conceptual Framework;93
8.3;4.3 Methodology;95
8.4;4.4 Data Analysis and Results;96
8.4.1;4.4.1 Demographic Statistics;96
8.4.2;4.4.2 The Descriptive Statistics for Variables in the Proposed Framework;97
8.4.3;4.4.3 Correlation Analysis;99
8.4.4;4.4.4 Linear Regression;100
8.4.5;4.4.5 Adjusted Conceptual Model;103
8.5;4.5 Discussion and Conclusions;103
8.5.1;4.5.1 Theoretical Contributions;103
8.5.2;4.5.2 Bridging Theory and Practice;104
8.5.3;4.5.3 Conclusion;105
8.6;References;105
9;5: The Role of Organizational Identity in Post-Merger Integration;114
9.1;5.1 Introduction;114
9.2;5.2 Literature Review;115
9.2.1;5.2.1 Main M&A Motive: Exploitation of Synergy;115
9.2.2;5.2.2 M&A Integration and Conflicts: Mixed Findings;116
9.2.3;5.2.3 Culture and M&A Performance;117
9.2.4;5.2.4 The Relationship Between Cultural Differences and Integration;117
9.2.5;5.2.5 The Relationship Between National Cultural Difference and Post-Merger Integration;118
9.3;5.3 Propositions for Using the Identity Factor in M&A;119
9.3.1;5.3.1 Identity Before and After M&A;119
9.3.2;5.3.2 The Interrelationship of Identity and Organizational and International Cultures;121
9.4;5.4 Discussion and Conclusions;122
9.5;5.5 Future Research;124
9.6;5.6 Bridging Theory and Practice;126
9.7;References;127
10;6: Energy Business in Gambia: An Industry Review for Theoretical and Practical Implications;131
10.1;6.1 Introduction;131
10.1.1;6.1.1 Research Background;131
10.1.2;6.1.2 Significance of Industry Review for Theoretical Development;132
10.2;6.2 Energy Sector in Gambia: The Background of the Case Study;133
10.3;6.3 The Importance and Policy of the Gambian Energy Sector;135
10.3.1;6.3.1 Why Energy Is a Key Sector for Gambia?;135
10.3.2;6.3.2 The Energy Policy;136
10.4;6.4 Electricity, Renewable Energy and Petroleum Sub-Sectors;137
10.4.1;6.4.1 Electricity Sub-Sector;137
10.4.2;6.4.2 Renewable Energy Sub-Sector;138
10.4.3;6.4.3 Oil and Petroleum Sub-Sector;138
10.5;6.5 Liberalization and Competition and Regulation in the Gambian Energy Sector;139
10.5.1;6.5.1 Liberalization and Competition;139
10.5.2;6.5.2 Energy Business Regulation in Gambia;140
10.6;6.6 Investment Opportunities and Challenges of the Gambian Energy Sector;141
10.6.1;6.6.1 Investment Opportunities;141
10.6.2;6.6.2 Major Challenges of the Gambian Energy Sector;141
10.7;6.7 Mitigation Scope for the Gambian Energy Sector: Managerial Implications;143
10.8;6.8 Theoretical Implications, Future Trends and Conclusion;147
10.9;References;148
11;7: Sustainable Customer Experience: Bridging Theory and Practice;152
11.1;7.1 Introduction;152
11.2;7.2 Towards a New Definition of Sustainable Customer Experience;154
11.3;7.3 Sustainable Customer Experience in Practice;161
11.4;7.4 Sustainable Consumer Experience from the Customer Point of View;173
11.5;7.5 Conclusions;181
11.5.1;7.5.1 General Surmises;181
11.5.2;7.5.2 Study 1: From Diverse Literature to a New Concept;182
11.5.3;7.5.3 Study 2: From Practice to Theory;183
11.5.4;7.5.4 Study 3: From Theoretical Tests to Practice;184
11.5.5;7.5.5 Future Research and Limitations;184
11.6;References;185
12;8: Industry Application of Assessment and Forecasting Theories Through Comparative Financial Analysis: The Case of Greek Pharmaceutical Industries Under Crisis Conditions;196
12.1;8.1 Introduction;196
12.2;8.2 Literature Review;197
12.3;8.3 Data and Research Methodology;202
12.4;8.4 Research Results;209
12.4.1;8.4.1 Objectives;210
12.5;8.5 Conclusions, Implications and Limitations;213
12.6;References;216
13;9: Industry and Managerial Applications of Internet Marketing Research;220
13.1;9.1 Introduction;220
13.2;9.2 Significance of Industry Review for Theorisation;222
13.3;9.3 The Trend in Online Marketing Management and the Future Direction;224
13.3.1;9.3.1 The Impact of Internet on Marketing As a Business Management Practice;224
13.3.2;9.3.2 The Future Direction of Online Marketing Management Practice;226
13.3.3;9.3.3 The Future Direction for Research, Focusing on Online Marketing Management;227
13.3.4;9.3.4 The Impact of Internet on Marketing Management Education As Pedagogical Management;228
13.3.5;9.3.5 The Future of Online-Based Marketing Education, As Pedagogical Management;229
13.4;9.4 Concluding Notes;230
13.5;References;232
14;10: CSR Reporting Practices of Lithuanian and Italian Academic Institutions;236
14.1;10.1 Introduction and Research Background;236
14.2;10.2 CSR Reporting and UN Global Compact;239
14.3;10.3 Research Methods Used;245
14.4;10.4 Research Ethics and Sample Description;246
14.5;10.5 Findings;248
14.6;10.6 How to Write a Good Quality Report on Social Responsibility;251
14.7;10.7 Conclusions and Implications for Practice;253
14.8;References;254
15;11: The Practicable Aspect of the Omni-Channel Retailing Strategy and Its Impact on Customer Loyalty;259
15.1;11.1 Introduction;259
15.2;11.2 Theoretical Foundation;260
15.2.1;11.2.1 Omni-Channel Retailing;260
15.2.2;11.2.2 Omni-Consumers and Customer Loyalty;261
15.3;11.3 Theoretical Elaboration: The Omni-Channel Retailing Challenges;263
15.3.1;11.3.1 Challenge 1: Information and Communication Technologies;264
15.3.2;11.3.2 Challenge 2: Business Intelligence Systems;265
15.3.3;11.3.3 Challenge 3: Customer Relationship Management (CRM);266
15.3.4;11.3.4 Challenge 4: Re-Designing the Supply Chain;266
15.3.5;11.3.5 Challenge 5: Marketing;267
15.3.6;11.3.6 Challenge 6: The Silo Effect;268
15.4;11.4 Research Methodology;269
15.5;11.5 Findings and Discussion;270
15.5.1;11.5.1 Omni-Channel Retailing Framework;272
15.6;11.6 Industry Application, Research Limitations, Future Research, and Conclusion;274
15.6.1;11.6.1 Industry Application;274
15.6.2;11.6.2 Research Limitations and Future Research;275
15.7;11.7 Conclusion;276
15.8;References;276
16;12: Curative International Marketing, Corporate and Business Diplomacy: A Triple Application for Migration;281
16.1;12.1 Introduction;282
16.2;12.2 Migration and Globalization;283
16.3;12.3 The Concepts of Diplomacy, Corporate and Business Diplomacy;285
16.4;12.4 The Relationship Between Corporate/Business Diplomacy and Curative International Marketing;291
16.5;12.5 Practical Suggestions Applying the Framework;294
16.6;12.6 Conclusion;298
16.7;References;299
17;13: Sustainability in Project Management: Advancing the Synergy of Practice and Theory;304
17.1;13.1 Introduction: Background and Context;304
17.2;13.2 Strategic Leadership and Sustainability;308
17.3;13.3 Leadership-of-Self Capacity: Engine of Sustained Development;311
17.4;13.4 Leadership: Responsible Performance;315
17.4.1;13.4.1 Transactional–Transformational Leadership Theories: Evolutionary Trend;315
17.4.2;13.4.2 Leadership Breakdown Structure: Development of LOS Capacities;316
17.5;13.5 Learning/Experiencing and Education for Leadership Sustainability;318
17.6;13.6 SPML Leaders: A Sustainable Performance Model;321
17.7;13.7 Conclusions and Implications;323
17.8;References;323
18;Index;330