Businesses, Volume 1, Issue 1 (June 2021) – 5 articles

Spatial clustering is a fundamental instrument in modern geo-marketing. The complexity of handling of high-dimensional and geo-referenced data in the context of distribution networks imposes important challenges for marketers to catch the right customer segments with useful pattern similarities. The increasing availability of the geo-referenced data also places more pressure on the existing geo-marketing methods and makes it more difficult to detect hidden or non-linear relationships between the variables. In recent years, artificial neural networks have been established in different disciplines such as engineering, medical diagnosis, or finance, to solve complex problems due to their high performance and accuracy. The purpose of this paper is to perform a market segmentation by using unsupervised deep learning with self-organizing maps in the B2B industrial automation market across the United States. The results of this study demonstrate a high clustering performance (4 × 4 neurons) as well as a significant dimensionality reduction by using self-organizing maps. The high level of visualization of the maps out of the initially unorganized data set allows a comprehensive interpretation of the different clusters and patterns across space. The centroids of the clusters have been identified as footprints for assigning new marketing channels to ensure a better market coverage. Full article

Crisis, in whatever form it takes, is a challenge for modern business. The challenge lies in the fact that a company is prepared to balance the difficult conditions that are created, while preserving their business interest and efficiency. Thus, companies focus only on their perceived fixed bases, those that are in the internal environment such as the human capital. The need for better human resource management is more urgent than ever, and the burden on the business department is particularly great. The aim of this qualitative research is to highlight the strategies that were developed by agri-food companies in Greece and contribute to the maintenance and motivation of employees in the context of economic crisis. The methodology of this study is based on in depth interviews that were conducted in focus group discussion. Eleven companies from the agri-food sector in the region of Central Greece participated in the research. The executives highlighted three different strategies that were developed by agri-food companies in Greece, which focused on internal mobility, training and appraisal performance. Companies had to face different difficulties to use these strategies, but most of them proved that they can face their weaknesses and apply these strategies in a turbulent period like a financial crisis. Full article

In this study, we summarised the human resources practices for the development of Operator 4.0. Operator 4.0 is the worker operating in an Industry 4.0 organisation. Such organisations introduce novel digital technologies—including Big Data, robotics, and the Internet of Things—along the assembly line. Operators 4.0 can manage Industry 4.0 technologies, and Industry 4.0 technologies also support their activities. Some studies illustrate the enabling Industry 4.0 technologies for this role and the various qualitative benefits for Operator 4.0. However, organisations encounter issues to prepare traditional manufacturing workers for this novel role, which implies a drastic change in training and designing jobs, particularly for the qualitative aspects of the work organisation and human-computer interaction. Moreover, traditional manufacturing workers do not possess the proper digital skills to manage complex Industry 4.0 technology. Thus, there is a lack of study that illustrates what organisational practices are used to develop an Operator 4.0. Human resources management is the organisational function devoted to these challenges, such as a lack of a skilled workforce in handling high-tech technologies and employee retention. It provides human resource practices to develop workers for their role. Therefore, we addressed this gap by conducting a systematic literature review to summarise the used human resource practices for the development of an Operator 4.0. The results show six human resource practices for developing an Operator 4.0: staffing, job design, training, performance appraisal system, knowledge management, and compensation. We concluded by proposing a research agenda to advance this research stream. Full article

Developing cultural diversity skills is a major ethical challenge for organizations operating within marginalized communities. This study defines cultural intelligence profiles us a two-step approach. In the first step, managers (n = 31) are invited to complete a Cultural Intelligence Quotient Assessment Test to identify and describe different managerial profiles. In the second step, semi-structured interviews are conducted (n = 17) to better understand the characteristics of the managerial profiles developed in phase one. The findings indicate that there are three typical managerial profiles: (1) The opportunist, (2) the modern missionary, and (3) the seasoned sage. These managerial profiles highlight the emerging dynamics of the cultural intelligence model and provide a better understanding of the career trajectories of managers in the healthcare sector. The results also have important managerial implications, particularly concerning strategies for training managers working with marginalized populations. Full article