دانلود رایگان مقاله انگلیسی سازمان یادگیرنده رفتار خریدار سازمانی به همراه ترجمه فارسی
|عنوان فارسی مقاله:||سازمان یادگیرنده رفتار خریدار سازمانی|
|عنوان انگلیسی مقاله:||The Organizational Buyer Behavior Learning Organization|
|رشته های مرتبط:||مدیریت، بازاریابی و مدیریت کسب و کار|
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|کیفیت ترجمه||کیفیت ترجمه این مقاله خوب میباشد|
|مجله||مدیریت بازاریابی صنعتی (Industrial Marketing Management)|
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ترجمه فارسی رایگان
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بخشی از ترجمه فارسی:
اين مطالعه چهارچوب طرح هاي تلفيقي آموزش سازماني را در رفتار سازماني خريدار توسعه مي دهد. در اين مطالعه فعاليت هاي ارتباطي و روابط ميان واحدهاي استراتژيك تجاري كه در فرايند خريد مشاركت دارند مورد توجه قرار مي گيرند. حمايت علمي براي روابط پيشنهاد شده بر اساس رشته اي از مطالعات صورت گرفته كه اين مطالعات بر اساس مصاحبه با مديران ۱۰ واحد استراتژيك تجاري يك سازمان خدمات جهاني مي باشد. بر اساس اين مطالعات چندين معني ضمني ارائه شده است.
بخشی از مقاله انگلیسی:
This study develops a framework of integrated propositions of organizational learning in organizational buyer behavior. The focus is on the communication activities and relationships between and within the strategic business units operating within the purchasing process. Field support for the proposed relationships is provided in a series of case studies based on interviews with 30 managers of lO strategic business units of a major publicly owned global services organization. Implications are discussed based on the framework and the case studies.
Chris, a newly hired marketing research analyst in the organization, needed a computer and printer for the office. Chris ordered a system following purchasing department procedures. Purchasing processed the order for the computer that arrived in 2 weeks, but held up the order for Chris’s printer until enough printers were needed by the organization to get a quantity discount. Six weeks after the order was placed, Chris received the printer. Purchasing received a quantity discount for the organization’s printer order. What purchasing did not consider was the productivity loss to Chris during the 6 weeks of not having a printer.
The problem Chris encountered is common to most organizations. The purchasing culture often does not allow for input from users when it comes to evaluating the importance of cost factors versus total cycle times of the process. Commonly, the purchasing department views the cycle time of the process as too intangible to measure. No real benefits and values can be found in the reduction in the purchasing cycle. However, as illustrated in this brief Industrial Marketing Management 25, 197-207 (1996) © Elsevier Science Inc., 1996 655 Avenue of the Americas, New York, NY 10010 0019-8501/96/$15.00 SSDI 0019-8501(95)00077-1 The market-driven learning organization is an extension of total quality management and business reengineering. example, there is a lot more to purchasing a product or service than cost.
The questions are: (1) when are cost factors more important than total cycle times and (2) when is it possible to integrate specific purchase orders in a cross-functional manner in the process? To answer these questions, organizational learning is proposed in this study as the key to success in the fast cycle time purchasing environment. In learning organizations, ideas and solutions come from everyone in the organization, no matter what their function, job descriptions, or locations. The organization taps into the cumulative knowledge of its entire value chain, internal and external sources included, to be market- and customeroriented. In this regard, organizational learning is viewed as a means by which an organization communicates its corporate philosophy and strategy to its strategic business units (SBUs) and also the process by which the organization operates. A learning organization is “skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights” .
The market-driven learning organization is seen as an extension of total quality management and business reengineering. Total quality management creates a more effective organization to a point, and business reengineering drastically changes the makeup of an organization’s structure. Organizational learning is a complementary concept that facilitates change at all levels in today’s global fast cycle time marketing environment. In essence, being learningoriented means that people within the organization put aside their old ways of thinking about details, adopt a broader G. TOMAS M. HULT (Ph.D., University of Memphis) is Assistant Professor of Marketing and Multinational Business at Florida State University and Research Associate of the Federal Express Center for Cycle Time Research at The University of Memphis. ERNEST L. NICHOLS, JR. (Ph.D., Michigan State University) is Assistant Professor of Operations Management and Associate Director of the Federal Express Center for Cycle Time Research at The University of Memphis. perspective of how the organization really works, learn to be open with each other, form a strategy everyone can agree on, and then work together to achieve that strategy.
The objective of this study is to develop a conceptual model of corporate learning identity and market information processing focused on providing a climate that leads to customer orientation, cycle time reduction, and commitment in the purchasing process. The focus is on the relationships and activities between and within the SBUs in the purchasing process. A contribution to knowledge is made by developing an integrated set of propositions in the process of constructing the conceptual model and specifying the relationships between the dimensions of the framework.
Field support for the proposed relationships is provided in a series of case studies structured around corporate learning identity, market information processing, and purchasing process outcomes. The studies are based on interviews with managers of 10 SBUs of a major publicly owned Fortune 500 corporation widely acknowledged in the trade literature as a “learning organization:’ The SBUs were interviewed in the context of activities and relationships in the purchasing process. Each interview lasted I hour, followed a standard format addressing general obstacles in the purchasing process and each specific relationship in the conceptual model, and involved between one and seven managers of each SBU and two or three interviewers. Thirty managers were interviewed.