Managerial Implications. The setting studied in this paper can emerge in a variety of team cooperation or social dilemma contexts that deal with monitoring, and thus the results are valid wherever the interests of the individual and of the group are not aligned and agents exert externalities on one another.
Managerial Implications. The managerial implications of this research are primarily for the petrochemical industry. No other firm in the petrochemical industry has done this before. The service level agreement is divided into the difference levels. Each level addresses difference sets of business requirements. The same business has mostly the same service requirements. The purposes of this research are identification of the criteria of service level agreements, setting up the regulation, and implementation based on service level agreement strategy. The procurement teams can find more methods to solve the current problems. The results of this research model can be applied to the real world. Other companies, in the petrochemical industries can consider applying this research to improve service performance and develop supplier relationship. Initially, it is importance to identify the minimum acceptable service level. Then setup regulations and monitor the process to ensure that the agreed levels are being met. Therefore, before implementation the service level agreement strategies should consider all issues relevant with the business requirement and study the advantages and disadvantages. The implementation of service levels without understanding leads to failure of service level agreement strategy.
Managerial Implications. The adoption of CBM capability represents important changes to the organization of marketing activities and structures within a firm. Most firms today focus their market research on understanding customer and competitive needs and are less focused on assessing the needs of other internal or external constituents. Marketing processes recognize the importance of cross-functional integration but tend to be focused on the integration between marketing and sales or marketing and manufacturing. The integration of marketing activities with human resources and community affairs functions are rare in many organizations today. Finally, marketing structures often revolve around the role of a product or brand manager who operates as an expert on the product offering and its customers. Adopting a CBM perspective calls for an evolution in this role towards the creation of constituents managers who, while being experts in a particular product or service offering, can also help the firm understand the tradeoffs involved in marketing an offering in a way that can address the needs of multiple constituents at the same time. A second set of managerial implications relates to the reduction of the boundaries between programs aimed at promoting the social responsibility of a firm and those aimed at promoting market growth. Marketers that adopt a CBM perspective will see concerns about the societal impact of the product offerings in the supply, manufacturing, distribution, consumption, and post-consumption processes as relevant topics that, if managed strategically, can become sources of competitive advantage. A third and related implication speaks to the nature of the external partnerships required to manage a portfolio of constituents. For instance, one of the determinant factors that enabled Target to enter into the New York City market successfully related to their strategic partnership with Harlem residents who acted as suppliers of local products. Similarly, one of the core strategies of Coca-Cola’s growth objectives in Africa relies on a program called 5 by 20, where they seek to empower five million women to become distributors of their products across under-developed communities. It is a partnership with civic institutions, governments, and NGOs directed towards expanding their distribution reach in the continent. Xxxxxxx Xxxxx of the Gates Foundation has identified their activities in Africa as an as example from which NGOs can learn.
Managerial Implications. The findings of our study can also be significant and interesting for the practitioners in the field of wholesale and retail sector in Pakistan. Particularly, the foreign entrants in to the Pakistani market always staggered with the dearth of research in different fields, this study can serve the purpose to know the dynamics of buyer-seller relationships emerged over time based upon the logistic service level quality. The managers can get benefit from this study by understanding the expectations retailers can have from their wholesalers and in this way the logistic service provided by the wholesalers can be improved or the gap can be reduced between the expected and the actual level of service. Another very important area can be to understand the relationship of time and norms based upon service. The managers can adopt those levels of services which can extend their relationship from shorter to longer period of time and helping in developing relational norms. As well as the study can help them in developing an inventory of high service level practices and social and business norms for enduring relationships.
Managerial Implications. The results of this study illustrate the importance of a groups’ composition for team learning and performance. Therefore, managers should take team members demographics into consideration. As past research has shown, team members can improve group performance through the exchange of different perspectives (Xxx xxx Xxxx & Xxxxxxxxx, 2005). However, as this study shows, it is important that team members are not too different from each other, based on multiple dimensions. When creating a group of senior, experienced people combined with relatively inexperienced junior members who need to learn, it is more effective when the seniors overlap in some way with the junior people, for instance based on their gender or expertise field. This study also showed that potential and perceived faultlines were most detrimental for process learning and that the latter can also affect outcomes outside of the team, such as customer satisfaction. When customers are dissatisfied this can influence financial profit and growth in the end as well. A good process leader could prevent that coordination losses occur by helping them to coordinate their activities. Additionally, to promote task learning, managers should facilitate social learning within the team. This study showed that social learning can act as a social integration mechanism in faultline teams, weakening the negative impact of faultlines on task learning. Managers could facilitate social learning by organizing social hours, team outings, and by creating a comprehensive team culture in which social learning is being valued. This will stimulate team members to share personal information with each other, which can in turn facilitate task learning. Managers could also weaken the faultline activation process, by promoting the identification of team members with their superordinate team identity (Xxxxxxxx, Xxxxxxx & Xxxxxx, 2003; Xxxxxxxx, Xxxxxxx, Xxxx, Xxxx & Xxxxxx, 1999). Through a process of faultline activation, team members are more likely to identify with their subgroup in the team, but this identification can be shifted towards a higher level, such as the superordinate team identity. A strong workgroup identity decreases the likelihood that activated faultlines lead to subgroup formation and conflict (Xxxxxxxx & Xxx, 2006; Xxx Xxxx & Xxxx, 2004) Therefore, managers should promote the identification with the superordinate team identity, by emphasizing the common team identity.
