IJSM, Volume 10, Number 2, 2010

ISSN: 1555-2411

ABSTRACTS
1. BUILDING BRAND EQUITY STRATEGY OF EXPORTING BUSINESSES IN THAILAND: AN
EMPIRICAL INVESTIGATION OF ITS ANTECEDENTS AND CONSEQUENCES
Areerat Saekoo, Mahasarakham University, Thailand
Phapruke Ussahawanitchakit, Mahasarakham University, Thailand
ABSTRACTThis research examines the influence of each dimension of brand equity strategy, customer satisfaction,marketing opportunities, new product success, marketing experience, technological change, violent
competition, and marketing outcomes via moderating effect on market turbulence. However, the 1200
exporting businesses who are the members in Thailand’s Brand Project which are chosen as thepopulation and sample. The results indicate that each dimension of brand equity strategy and customer
satisfaction, market opportunities, and new product success are positively significant. In addition, thepackage of consequence variables is significant positive with marketing outcomes. Nevertheless, themoderating effect between new product success and marketing outcomes has a positive relationship.
Likewise, the association among marketing experience, change technological, violent competition, andeach dimension of brand equity strategy is positively significant. Surprisingly, the strong competitivenessin market structure has a negative effect on impressed image invention. Additionally, the potential
discussion with the results is implemented in the study. Theoretical and managerial contributions aredescribed. Conclusion, suggestions, and directions of the future are presented.
Keywords: Brand Equity Strategy, Customer Requirement Awareness, Product Value Establishment,
Building Corporate Loyalty, Impressed Image Invention, Customer Satisfaction, Marketing Opportunities,
New Product Success, Marketing Experience, Technological Change, Violent Competition, MarketTurbulence, Marketing Outcomes

2. RACE AND EDUCATIONAL ACHIEVEMENT IN THE US:
IS THE PERSISTING GAP BETWEEN BLACKS AND WHITES ABOUT RACE?
Yvette Essounga-Njan, University of North Carolina-Fayetteville State University, USA
Tahi J. Gnepa, California State University-Stanislaus, Turlock, USA
ABSTRACTThis study investigates the relationship between race and educational outcomes through a review of anumber of socio-demographic factors including parents’ income and education, occupational prestige,SES, and culture which are often presented as the root cause of the well-documented and enduring gap
between Blacks and Whites. Owing to the inability of social factors alone at providing a complete
explanation of the existing gap, a number of scholars have offered an alternate and competing
explanation that focuses on differences in cognitive ability, instead. In the current study, we formulated six
hypotheses, of which four were supported, suggesting that the relationship between race and education
may be no more than a spurious one.
Keywords: Race, Education, Blacks, Whites, SES, Business ResearchIJSM, Volume 10, Number 2, 2010ISSN: 1555-2411

3. ORGANIZATIONAL INNOVATION STRATEGY AND FIRM PERFORMANCE:AN EMPIRICAL STUDY OF COMPUTER SPARE PARTS BUSINESSES IN THAILAND
Chattawat Limpsurapong, Mahasarakham University, Thailand
Phapruke Ussahawanitchakit, Mahasarakham University, Thailand
ABSTRACTThis study investigates the effects of organizational innovation strategy on firm performance via new
product creation, market fulfillment efficiency, and product advantage. Five dimensions of organizationalinnovation strategy (continuous process improvement, proactive operation mindset, dynamic learning
capability, flexible organization practice, and intensive knowledge-based operation) are hypothesized tobecome independent variables. The model testing is using the data collected from 121 computer spareparts businesses in Thailand. The results show that continuous process improvement and flexible
organization practice have a significant influence on new product creation; and continuous process
improvement and intensive knowledge-based operation have an important impact on market fulfillment
efficiency. Both new product creation and market fulfillment efficiency are critically related to productadvantage. Also, market fulfillment efficiency and product advantage have an effect on firm performance.
Contribution and suggestions for future research are provided.
Keywords: Organizational innovation strategy, Continuous process improvement, Proactive operation
mindset, Dynamic learning capability, Flexible organization practice, Intensive Knowledge-based
operation, New product creation, Market fulfillment efficiency, Product advantage, Firm performance,Flexibility culture, Market complexity

4. PREDICTING STRATEGIC ACTION: EFFECTS OF MARKET GROWTH AND PASTPERFORMANCE
Necmi Karagozoglu, California State University, Sacramento, California, USA
Joseph Richards, California State University, Sacramento, California, USAABSTRACT
Strategic actions require allocation of substantial resource commitments. The results of these actions
largely determine a company’s success or failure. Internal and external factors influence the decisions tolaunch strategic actions. These factors function both as a catalyst and inhibitive roles. Past researchreflects contradictory conceptualizations of the effects of past performance and market growth, as well asinconsistent findings across studies. This study is an attempt to bring greater clarity to extant researchand offer directions for future research.
Keywords: Strategic Action Variety, Strategic Action Intensity. Market Growth, Past Performance

5. SUPPLY CHAIN MANAGEMENT PRACTICES IN TRADITIONAL FRESH PRODUCE
DISTRIBUTION SYSTEM IN INDIA: AN EMPIRICAL STUDY
Sudhakar Madhavedi, University of Hyderabad, Hyderabad, India
Acharyulu G. V. R. K, University of Hyderabad, Hyderabad, India
ABSTRACTSupply chain management (SCM) focuses on improving the performance of the supply chain through thedelivery of guaranteed safe, desirable and good quality food in a cost effective manner. The increasingtransaction costs of intensive agriculture and the need to reduce these costs lie at the heart of interest inIJSM, Volume 10, Number 2, 2010

ISSN: 1555-2411

agricultural SCM. The present empirical study focuses on the traditional practices in supply chain of fresh
produce in India. The responses are collected from critical links in the downstream of the supply chain
such as farmers, traders and retailers. The study has tested hypotheses on delays in delivery, rate ofperishability and replenishment times using ANOVA technique. The data was analyzed to arrive atrecommendations to improve the performance of the fresh produce supply chain.
Keywords: Fresh produce, Supply chain, Shelf-life, Perishability, transportation

6. ENTREPRENEURIAL OPPORTUNITY RECOGNITION:
DOES ANYTHING CHANGE WITH THE INTERNET AND INFORMATION TECHNOLOGY?
Joseph Richards, California State University Sacramento, California USA
Freddy Su Jin Lee, California State University Los Angeles, California, USA
Iksuk Kim, California State University Los Angeles, California, USAABSTRACT
In this paper, we study entrepreneurial opportunity recognition from the viewpoint of information
technology advances. Overall, the propositions developed here indicate the IT advances generally
improve the chances of discovering profitable opportunities. If we include human cognitive process anddecision making heuristics and how IT advances influence these processes, then the outcome is not allthat clear. Under some circumstances, greater IT advances reduce informational barriers, and therefore
there is less potential for profitable opportunities. On the other hand, greater likelihood of interacting withunique informational sources will enhance discovery of profitable opportunities. We offer propositions thatcan be empirically tested.
Keywords: Information Technology, IT, entrepreneurship, entrepreneurial opportunity recognition,heuristics, cognitive bias

IJSM, Volume 10, Number 2, 2010

ISSN: 1555-2411

7. TECHNOLOGY IMPLEMENTATION CAPABLITY ON COMPETTETIVE ADVANTAGE AND FIRMPERFORMANCE OF COMMUNICATION EQUIPMENT AND PARTS MANUFACTURING FIRMS IN
THAILAND
Praween Pansuppawatt, Mahasarakham University, Thailand
Phapruke Ussahawanitchakit, Mahasarakham University, Thailand
ABSTRACTThe study investigates the effect of technology implementation capability, innovation competency, market
responsiveness, business efficiency through firm advantage to firm performance. Four dimensions oftechnology implementation capability include technology selection (TS), technological skill improvement(TSI), technology integration (TI), and technology modification (TM). According to the existing literature,technology is a device that firms use to develop their performance, as expectations, outputs of firm
operation under influencing of firm’s technology implementation capability including innovationcompetency (IC), market responsiveness (MR), and business efficiency (BE). Thus, we hypothesize thatall dimensions of technology implementation capability influence three outputs of firm to firm’s advantage
and firm performance. Moreover, we also investigate two moderators include environmental instability (EI)
and technological turbulence (TT). The overall result reveals that technology integration (TI) andtechnology modification (TM) have a strong impact on innovation competency (IC), market
responsiveness (MR), and business efficiency (BE). Furthermore, firm advantage is strongly significant onfirm performance and moderating effect of environmental instability (EI) significant in TSI-IC relationship,
TI-MR relationship, TM-MR relationship, and TM-BE relationship. Consequently, theoretical andmanagerial contributions, and suggestions for future research, and recommendations are presented.
Keywords: Technology Implementation Capability, Innovation Competency, Market Responsiveness,
Business Efficiency, Firm Advantage, Environmental Instability, Technological Turbulence

8. IMPACTS OF MARKET-DRIVING STRATEGY ON PRODUCT INNOVATION AND PERFORMANCEOF TELECOMMUNICATION BUISNESSES IN THAILAND
Phapruke Ussahawanitchakit, Mahasarakham University, Thailand
Phaithun Intakhan, Lampang Rajabhat University, Thailand
ABSTRACTThe objective of this study is to examine the impacts of market-driving strategy on product innovation andperformance through environmental uncertainty and competitive intensity as moderators.
Telecommunication businesses in Thailand are samples of the study. The results show that marketdriving strategy has a significant positive effect on product innovation and performance. Also,
environmental uncertainty negatively moderates the market-driving strategy-product innovation
relationship. For the linking of product innovation to performance, product innovation has an important
positive influence on performance. Surprisingly, competitive intensity does not moderate the productinnovation-performance relationship. Giving potential discussion with the research results is effectivelyimplemented in the study. Theoretical and managerial contributions are explicitly provided. Conclusionand suggestions and directions of the future research are described.
Keywords: Market-Driving Strategy, Product Innovation, Environmental Uncertainty, Competitive
Intensity

IJSM, Volume 10, Number 2, 2010

ISSN: 1555-2411

9. IT OUTSOURCING: A COMPARATIVE ANALYSIS OF BRAZIL AND RUSSIA
Alexander I. Mechitov, University of Montevallo, Montevallo, Alabama, USA
Helen M. Moshkovich, University of Montevallo, Montevallo, Alabama, USAABSTRACT
Current economic crisis has only accelerated an outsourcing drive, as companies fight for lower costs inquest for competitive advantage. Brazil and Russia are among the main world recipients of thisoutsourcing trend, including IT area. This paper analyzes the main aspects of outsourcing to these twocountries, including local business, legal, political, social, educational systems, and provides comparative
analysis of corresponding pros and cons.
Keywords: Outsourcing, Analysis, Brazil, Russia

10. THE RELATIONSHIP BETWEEN MILES AND SNOW’S STRATEGIC TYPES AND HUMANRESOURCE PRACTICES
Richard S. Allen, University of Tennessee at Chattanooga, Chattanooga, Tennessee, USAMarilyn M. Helms, Dalton State College, Dalton, Georgia, USAKathleen K. Wheatley, University of Tennessee at Chattanooga, USACharles S. White, University of Tennessee at Chattanooga, USAABSTRACT
Purpose: This study explores the relationship between organizational strategy and human resources
practices, specifically as they relate to the Miles and Snow typology of strategic choices (1978).
Design/methodology/approach: Using self-classification, employees assessed their firm’s strategy
using descriptions characterizing the Defender, Analyzer, Prospector and Reactor strategies developed
by Snow and Hrebiniak (1980). Findings: This paper presents empirical evidence supporting the notionthat different types of human resources practices more closely complement the unique strategic choices.
Specifically there is a significant relationship for the use of the more modern types of human resources
practices in the Prospector organizations. For Defender organizations, where more traditional humanresource practices were expected to be appropriate, the results were not significant. It does appear that
Defender organizations use the traditional HR practices more extensively than Prospector organizations.
It appears that regardless of their chosen strategy, most companies still make at least limited use of thetraditional HR practices. Research limitations/implications: Further research is needed to confirm
and validate these findings with a larger sample which could include a broader mix of US companies aswell as global respondents. While this exploratory research has found linkages between the more
modern HR practices in the Prospector organizations, further research should replicate thismethodology to further add to the literature as well as study if HR practices can be separated for thetwo strategies over the larger sample. Additionally qualitative cases that use meta-analysis techniquesshould be employed to augment the findings with additional anecdotes and richness. Studies that
attempt to separate and validate the differences in modern and traditional reward practices are alsoneeded. Finally, future research should study the relationship between the use of these HR practices,
strategies and organizational performance. Practical Implications: For practitioners following Miles andSnow strategic types of Prospector or Defender, the results offer interesting implication and suggestions
as to which HR practices might be more appropriate to utilize given their chosen strategic direction. Also
the results support the use of the more traditional practices, in general, given their history of use inpractice. Originality/Value: Researchers have not extensively investigated this important topic. Ourfindings add credibility to the proposition that organizations must use Human Resource practices which
support their organizational strategy.
Keywords: Human Resource Practices, Strategies, Miles & Snow, Prospectors, Defenders

IJSM, Volume 10, Number 2, 2010

ISSN: 1555-2411

11. USING BLUE OCEAN STRATEGY IN PERFORMANCE EVALUATION
Hilary Becker, Carleton University, Ottawa, ON, CanadaABSTRACT
Not since the introduction of the Balanced Scorecard (BSC) has so much controversy and anticipation
surrounded a new emergent topic in strategic management theory. The Blue Ocean Strategy(BOS),developed by Kim and Mauborgne in 2003 was fashioned on the evaluation of the strategic moves oforganizations over the past century which have created a leap in customer value through value innovationand has been used to develop and expand markets into new, un-chartered waters, and has thus become
the antithesis of traditional strategic management .
Benchmarking is fundamental traditional technique utilized to compare one organization to another or to astandard. This however has been the downfall of traditional strategic management and created the needfor blue ocean strategy. Blue Ocean Strategy presents a framework methodology to seek out new growth
opportunities but lacks an effective evaluation technique.
This paper will take a reverse approach and utilize the blue ocean technique of the strategy canvas inevaluating performance measurement while linking in the balanced scorecard within the framework ofboth traditional strategy and the blue ocean strategy to formulate a more complete model of developing
and effectively evaluating the corporate and business level strategies, designed to take the organization
into a new era of prosperity and expansion.
Keywords: Blue Ocean Strategy, Evaluation, Performance