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139,989 result(s) for "Business performance management"
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Customer satisfaction and firm performance: insights from over a quarter century of empirical research
Emphasizing customer satisfaction as a strategic lever for enhancing business performance is a widespread business practice. However, just over 25 years of empirical studies by academic researchers has produced evidence that is sometimes contradictory. Hence, greater academic clarity and improved managerial understanding could result from a meta-analysis of the customer satisfaction-business performance relationship. To that end, the authors analyzed 251 correlations from 96 studies published between 1991 and 2017. While the satisfaction-performance relationship is positive and statistically significant on average (r = .101), more meaningful insights emerge from the explication of moderating and mediating relationships. Illustrative of these insights is the finding that satisfaction is more appropriately depicted as mediating the effects of selected marketing strategy variables on firm performance outcomes. Moreover, when satisfaction is viewed in the right setting using the right satisfaction and performance measures, a most favorable contingencies (MFC) perspective, the estimated correlation is reasonably strong (r = .349).
Peak performance under pressure : lessons from a helicopter rescue doctor
Drawing on 20 years of leadership experience in high pressure emergency medical and rescue situations, the author describes the consequences of pressure, both positive and negative, and teaches the strategies we need to attain states of peak performance.
The value relevance of digital marketing capabilities to firm performance
Digital transformation of the marketing organization forces firms to develop new digital marketing capabilities (DMCs) to remain competitive. However, despite considerable academic and managerial interest, the value relevance of DMCs beyond the value achieved through classic marketing capabilities (CMCs) remains unclear. Similarly, research investigating the interaction effect of DMCs and CMCs is scarce. We address both research gaps by drawing on a mixed-methods approach combining in-depth interviews and a multi-industry, multisource dataset. The results reveal that DMCs significantly contribute to firm profitability beyond the influence of CMCs. Drawing on the contingent view of resource-based theory, we investigate the moderating influence of organizational and environmental contingencies on the interaction effect of DMCs and CMCs. This investigation reveals important tradeoffs that result in actionable managerial implications for realizing the complementarity potential—and preventing the substitutive potential—of a firm’s DMCs and CMCs.
Optimization of Surface Acoustic Wave Resonators on 42°Y-X LiTaOsub.3/SiOsub.2/Poly-Si/Si Substrate for Improved Performance and Transverse Mode Suppression
SAW devices with a multi-layered piezoelectric substrate have excellent performance due to advantages such as a high quality factor, Q, low loss insertion, large bandwidth, etc. Prior to manufacturing, a comprehensive analysis and proper design are essential to evaluating the device’s key performance indicators, including the Bode Q value, bandwidth, and transverse mode suppression. This study explored the performance of SAW resonators employing a 42°Y-X LiTaO[sub.3] (LT) thin-plate-based multi-layered piezoelectric substrate. The thicknesses for each layer of the 42°Y-X LT/SiO[sub.2]/poly-Si/Si substrate were optimized according to the index of phase velocity, Bode Q value, and bandwidth. The effect of the device structure parameters on the dispersion curve and slowness curve was studied, and a flat slowness curve was found to be favorable for transverse mode suppression. In addition, the design of the dummy configuration was also optimized for the suppression of spurious waves. Based on the optimized design, a one-port resonator on the 42°Y-X LT/SiO[sub.2]/poly-Si/Si substrate was fabricated. The simulation results and measurements are presented and compared, which provides guidelines for the design of new types of SAW devices configured with complex structures.
Organising music : theory, practice, performance
\"The intention behind this book is to bring together two fields: music making and organisation theory, in order to explore what might be learned. Learning may proceed in various directions within and between the fields. Within fields we are concerned with learning between alternative traditions and genres. For example, the learning between punk and indie music might entail small-scale translation whereas ideas moving between large classical orchestras and small folk bands may need considerable adaptation\"-- Provided by publisher.
Customer journey management capability in business-to-business markets: Its bright and dark sides and overall impact on firm performance
Business-to-business (B2B) practitioners are increasingly interested in capabilities to holistically manage touchpoints along B2B customer journeys (CJs) to remain competitive. Research in the B2B context, however, has investigated neither what constitutes such a customer journey management capability (CJMC) nor how, whether, or when it creates value. Taking a mixed-methods approach, we conceptualize and operationalize B2B CJMC as a supplier's ability to achieve superior customer value along the B2B CJ by strategically creating value-anchored customer touchpoints characterized through the implementation of consistent resource usage across internal organizational boundaries and by continuously monitoring value creation toward the individual members of the buying center. Analyzing a multisource dataset, we provide evidence that B2B CJMC has an indirect effect on firm performance (i.e., return on sales) through two opposing mechanisms (i.e., customer loyalty and customer-related coordination costs). Importantly, using survey and archival data, we show that, overall, B2B CJMC has a significant and positive impact on firm performance through the two mechanisms. Finally, these underlying mechanisms are also prevalent when testing for the moderating factors switching costs, number of touchpoints, and product versus service.
Achieving productivity : 24 essential skills for high-performing teams
A customizable learning and development program designed to help individuals and organizations thrive in today's fast-changing global economy. With disengaged workers, unfilled job positions, and many people living paycheck to paycheck, the modern workforce faces significant challenges. Only 23% of workers globally report being engaged at work, while millions of job openings remain unfilled due to a lack of available talent. The program highlights the importance of adapting to rapid technological changes and emphasizes that success requires more than just technical (hard) or interpersonal (soft) skills. This title offers valuable insights for businesses of all sizes, non-profits, and government agencies, providing a pathway to develop human capital, boost employee engagement, and ensure long-term success amid ongoing disruptions.
Deep Image Deblurring: A Survey
Image deblurring is a classic problem in low-level computer vision with the aim to recover a sharp image from a blurred input image. Advances in deep learning have led to significant progress in solving this problem, and a large number of deblurring networks have been proposed. This paper presents a comprehensive and timely survey of recently published deep-learning based image deblurring approaches, aiming to serve the community as a useful literature review. We start by discussing common causes of image blur, introduce benchmark datasets and performance metrics, and summarize different problem formulations. Next, we present a taxonomy of methods using convolutional neural networks (CNN) based on architecture, loss function, and application, offering a detailed review and comparison. In addition, we discuss some domain-specific deblurring applications including face images, text, and stereo image pairs. We conclude by discussing key challenges and future research directions.