Numerous variables from mismanagement to lack of a clear marketing approach contribute to the decline of private universities throughout the United States. Limited empirical research exists to identify which variables most frequently occur when a university is faced with the prospect of decline. It is imperative that universities understand the magnitude of the decline process so that, when faced with a decline, the university can take effective corrective action and bring about turnaround. Organizational structure theories as well as organizational decline theories are presented to gain a basic understanding of organizational dynamics and to lay the groundwork for the presentation of general organizational decline theory, stages of organizational decline and sources of organizational decline. The organizational structure of private universities are then be explored. Finally, university decline are explored both historically as well as through the development of a basic understanding of university decline theories. Presidential leadership and market orientation are thoroughly discussed as major variables of the study. A quantitative research design is utilized to identify the relationship of presidential leadership style, market orientation and university decline. Recommendations are then made based upon the data that will assist university leadership in identifying possible antecedents to university decline and the role of market orientation on decline, and which will also provide a framework for further research on those variables occurring in greatest frequency to be analyzed quantitatively in future research. The results of this study reveal several findings for the leadership of private not-for-profit universities. No relationship was found between market orientation and the university growth or decline status. Relationships were found between charismatic leadership style and the presence of a market orientation within a university. Relationships were found between aspects of charismatic leadership style and the growth or decline status of a university but overall where not significant as a whole. Recommendations are made for university presidents to consider based upon these results.

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According to the Department of Trade and Industry (DTI) (2004), it is estimated that there is a total of 1.42 million active businesses in South Africa, 84 per cent of which are classified as “family business”. Internationally, family businesses account for 70 per cent of all international businesses and 35 per cent of Fortune 500 companies (Balshaw, 2004). Despite their economic importance, family businesses still find marketing to be a challenge. Relationships are at the heart of family businesses (Petzinger, 1999; Cooper, Upton and Seaman, 2005). This is because the fundamental DNA (Deoxyribonucleic Acid) a family business is based on a symbiotic relationship between the family and the business. Families, by virtue of their DNA, cultivate deep relationships with people, which include customers, suppliers and even competitors. Hence, in a family business context, these values are transferred into the business by the associated family. This relational approach is often utilised in the marketing strategies that they adopt. This study investigates some of the characteristics of relationship marketing that exist in South African family businesses. The results from the family businesses surveyed, indicates that they cultivate deep relationship with customers. This characteristic enables these businesses to be highly proficient at both satisfying and retaining customers. However, despite a culture of customer centricity, further findings indicate that such businesses are less proficient regarding their orientation with competitors, as they are often slow to respond to competition, in the market place. Lastly, the study indicates that family businesses cultivate and maintain a healthy relationship with employees; as such relationships is a prerequisite for customer satisfaction.

This study investigates how the subsidiaries of multinational enterprises (MNEs) reconfigure their resource bases to respond to an altered strategic positioning. In particular, the focus is on the subsidiaries of multinational enterprises from emerging economies (EMNEs), which undertake transformation from export-orientation to host market-orientation in an emerging economy being host country. Two Taiwanese MNEs with subsidiaries in China extensively operated the host market are selected as case studies. This research is grounded in a preliminary conceptualisation covering three main areas: subsidiary organisations, external actors in the host country and headquarters’ functions. It provides insights into (1) how the subsidiaries align their historical resources with newly-developed capabilities; (2) how the subsidiaries govern inter-firm relations with external actors in the host environment; and (3) whether and how complementary resources are to a limited extent transferred from headquarters to subsidiaries so as to support the operations in the host market. With regards to the organisational initiatives undertaken by the case subsidiaries, it is found that the historical resources are leveraged to support the host market business, whilst at the same time developing required marketing capabilities. In addition, the concept of organisational ambidexterity is adopted to refer to way in which existing (export-oriented) and new (host market-oriented) businesses that are operating simultaneously. As to the inter-firm relations, the case subsidiaries have been mainly governing their relations with distributors by performance-based mechanisms aiming to secure stable profits. By contrast, the relation-based trust was not commonly observed among the cooperation ties. With growing brand strengths and increased direct contact with consumers, they held higher authority over the interfirm relations with distributors than during the initial stages of operating in the Chinese market. In addition, with regards to the cross-border resource transfers, two distinct modes of headquarters-subsidiary relationships emerged: a traditional one, in which headquarters allocate resources within MNEs and a novel one in which headquarters’ functions were gradually replaced by the powerful subsidiary, termed in this thesis as “migrating headquarters”. On the basis of these findings, we put forward a set of propositions that present the interrelations between the resource circumstances of case subsidiaries, the institutional environments and the organisational initiatives undertaken by the case subsidiaries. Theoretically, the contributions of this study are threefold. Firstly, it advances the research on subsidiary development by holistically exploring the: resource reconfiguration of subsidiaries, inter-firm relations with external actors and headquarters-subsidiary relationships. In particular, the resource deficiency which the EMNEs’ subsidiaries encountered and the characteristics of the required capabilities for the host market-oriented transformation, i.e. local marketing competences, were investigated. Secondly, through probing the governance mechanisms adopted regarding interfirm relations between the case subsidiaries and local distributors, this study not only addresses the question of how MNEs acquire this location-bound resource, but also advances the extant research by the aspect of network positions. That is, this study indicates that the first-tier distributors hold more relations-based interactions with the case subsidiaries than the lower-tier ones did. Moreover, unlike the reliance on informal relations suggested by extant literature on doing business in emerging economies, it is found that the economic governance mechanisms based on distributor performance have been predominantly adopted by the case subsidiaries. Thirdly, by investigating how the complementary resources are transferred to the subsidiaries, this work discovers EMNEs’ weakness at responding to the host market-oriented subsidiary transformation in terms of resource deployment within MNEs, in particular those resources that have been mostly controlled by headquarters. In addition, the term “migrating headquarters”, which represents an extreme outcome of subsidiary development, provides novel knowledge to the extant literature on the relocation of MNE headquarters by the perspective of resource circumstances. Moreover, the five components comprising dynamic capabilities in the context of subsidiary transformation are identified through the two case studies as being: capability upgrading, capability leverage, capability building, coordination capability and cooperative capability.

<p><p><strong>Research Questions:</strong> Environmental consideration has influenced managerial decisions and has required from firms to develop an organizational culture that focus on the environmental issues. Despite the importance of adopting a business philosophy that take into account the ecological concerns few studies have examined the relationship between market orientation and environmental practices. This thesis contributes to fill this gap by addressing the following questions: 1) Does the introduction of the environmental facilities help firms towards green innovation? 2) Is Green marketing strategy of firms positively associated with the augment in performance? 3) Does green marketing communication affect positively corporate image?</p><p><strong>Research Objectives:</strong> My aim is to investigate if firms´ green strategy can encourage innovation; enhance corporate reputation and increase overall performance.</p><p><strong>Research approach and methodology:</strong> The assesment of companies green initiatives and the effects on their performance have been achieved through the content of annual and sustainability reports as well as interviews with business managers.</p><p><strong>Findings:</strong> The investigation indicates that when implementing an effective green strategy firms will improve their managerial and organizational performance and such improvements can contribute positively to their financial outcome. The better use of the resources via the introduction of the environmental facilities by firms indeed can help them towards green innovation. Add to that, communicating environmental practices also seems to be an important tool to enhance brand reputation. Thus this study agrees with some authors who affirm that integrating environmental issues into business activities firms´ can increase efficiency and competitiveness while reducing environmental impact.</p><p><strong>Concluding remarks:</strong> The core lesson learned from this scientic work is that the response of the firms in prioritizing the implementation of eco-friendly practices is linked with their perception of current environmental trends. The most firms reinvent themselves by adopting more reuse, recycle, reduce, re-design, green training, green marketing, etc more eco-oriented they seems to be.</p></p>

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Purpose: The purpose of this article was to see how NPO’s can use relationship marketing in their activities to secure donors and funding for their causes and projects. Methodology: Unstructured interviews were held with representatives from different hospices as well as with representatives from the umbrella organisation, the HPCA. Findings: The findings showed that the concerned hospices all had similar issues and suffered with the same problems, both economical and communicative. Successful relations were built on personal contacts and projects where donors took an active part The higher the grade of involvement the higher commitment and loyalty towards the hospice/organisation. The factors that were salient in the successful cases are also factors that are salient in the theory of successful relationship marketing (e.g. loyalty, commitment, interaction). Value: The article highlights the complexity of the market of NPO’s in South Africa and some of the issues they are faced with.

¡§Market orientation will improve performance¡¨, this issue has been discussed over 30 years. Most of scholars think market orientation is the core of modern marketing management and strategy. However, there are numerous empirical studies that have examined the association between market orientation and organizational performance. Many studies have found a positive association between market orientation and organizational performance, but some studies have found no significant relationship. Therefore, some scholars interpret the mixed findings by incorporating the mediating variables. Some studies incorporate the innovation as a mediating variable between market orientation and organizational performance. Additionally, a series of recent studies have found that a firm¡¦s organizational learning is likely to indirectly affect organizational performance by facilitating the type of generative learning that leads to innovations in products, procedures, and systems. Therefore, this research presents a conceptual framework for incorporating organizational learning and innovations as the mediating variable between market orientation and organizational performance. The sample of this study has 145 companies of Information Technology Industry in Scientific Industry Park. Many quantitative methods, including t-test, ANOVA, regression analysis, and LISREL analysis, and used to test the hypothesis of this research. The major findings of this study are summarized as following: (1) Overall, the global model fit is acceptable. This empirical result supports the relationships among the market orientation, organizational learning, organizational innovations, and organizational performance. (2) Market orientation has a positive impact on organizational learning, administrative and technical innovation. Furthermore, the direct effect of market orientation on technical innovation is greater than the direct effect of market orientation on administrative innovation, but the total effect of market orientation on technical innovation is smaller than the total effect of market orientation on administrative innovation. (3) Organizational learning has a positive direct impact on administrative and technical innovation, but the direct effect of organizational learning on performance is not statistically significant. However, organizational learning has a positive indirect impact on performance by organizational innovations. Moreover, the direct effect of organizational learning on administrative innovation is greater than the direct effect of organizational learning on technical innovation. The indirect effect of organizational learning on performance by administrative innovation is greater than the indirect effect by technical innovation. (4) The direct effect of administrative innovation on performance is greater than the direct effect of technical innovation on performance. However, the effect of the two innovations types (administrative and technical) interact impact with each other is not statistically significant.

Research Questions: Environmental consideration has influenced managerial decisions and has required from firms to develop an organizational culture that focus on the environmental issues. Despite the importance of adopting a business philosophy that take into account the ecological concerns few studies have examined the relationship between market orientation and environmental practices. This thesis contributes to fill this gap by addressing the following questions: 1) Does the introduction of the environmental facilities help firms towards green innovation? 2) Is Green marketing strategy of firms positively associated with the augment in performance? 3) Does green marketing communication affect positively corporate image? Research Objectives: My aim is to investigate if firms´ green strategy can encourage innovation; enhance corporate reputation and increase overall performance. Research approach and methodology: The assesment of companies green initiatives and the effects on their performance have been achieved through the content of annual and sustainability reports as well as interviews with business managers. Findings: The investigation indicates that when implementing an effective green strategy firms will improve their managerial and organizational performance and such improvements can contribute positively to their financial outcome. The better use of the resources via the introduction of the environmental facilities by firms indeed can help them towards green innovation. Add to that, communicating environmental practices also seems to be an important tool to enhance brand reputation. Thus this study agrees with some authors who affirm that integrating environmental issues into business activities firms´ can increase efficiency and competitiveness while reducing environmental impact. Concluding remarks: The core lesson learned from this scientic work is that the response of the firms in prioritizing the implementation of eco-friendly practices is linked with their perception of current environmental trends. The most firms reinvent themselves by adopting more reuse, recycle, reduce, re-design, green training, green marketing, etc more eco-oriented they seems to be.

An exploratory investigation using a case study approach was undertaken in five organisations in different sectors, to explore whether there is any connection between CEO leadership style and adoption of the marketing concept by the organisation. Findings emerged on several levels. The market orientation and marketing concept, beyond the level of customer focus, is not well understood in organisations. The integration of market orientation and marketing effort across the organisation presents as the most problematic component of the marketing concept, as well as the one where CEO leadership style has the most potential to impact. The language of leadership theory is not actively assumed by people working in the case study organisations. The way people experience leadership style is ultimately personal, interpersonal and difficult to describe. Leadership attributes are valued differently in different organisations. Highly regarded leadership strengths result in perceived weaknesses being forgiven. In relation to the main research question, intuitively most people believed there is a connection between CEO leadership style and adoption of the marketing concept, but this was difficult to test at an organisational level due to small sample sizes and because each case study business presented with relatively high market orientations and CEOs with appropriate leadership styles. The CEO leadership themes commonly determined to be relevant were people focus (in terms of customers and staff), vision, change orientation, and passion/enthusiasm for the business. Survey data at the individual level was aggregated across the five organisations and analysed. Results showed the above attributes, and others associated with transformational leadership approaches, were related to perceptions of market orientation. While these results cannot be statistically generalisable because of the small and unrepresentative sample used, the findings suggest that the link between individual organisation members' perceptions of market orientation and CEO leadership would be worthy of a larger study.