Special Issue Information

Dear Colleagues,

To celebrate the successful launch of Businesses, we are devoting this Special Issue of Businesses to publishing a diverse selection of exclusive papers from the Editorial Board Members (EBMs). This issue is intended to bring together expert opinion pieces, educational and critical reviews to put key research topics in business into perspective and provide future direction for new investigators in order to push the field forward. In addition, this Special Issue of Businesses will also consider innovative and original research papers from our EBMs. All EBMs are invited to contribute, and all submissions will be rigorously peer reviewed.

This is a collection of top-quality papers published free of charge in Open Access form by the editorial board members. Papers should be long research papers (or review papers) with a full and detailed summary of the author's own work done so far.

Note: In this Special Issue, all Article Processing Charge of the Feature Papers from the journal's Editorial Board Members will be totally waived.

Prof. Dr. Lester Johnson
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Businesses is an international peer-reviewed open access quarterly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1000 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

global political and economic environment
strategic management
finance and accounting
industrial marketing
organizational behavior
cross-cultural management
leadership
human resources management
ethics, social responsibility, and sustainability
innovation, technology, and entrepreneurship
business law
business history

Published Papers (2 papers)

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Research

Open AccessArticle

How Does Organisational Culture Affect Employees’ Perception of the Brand in Service Industries?

Maria Buttery

Lester W. Johnson

and

Gordon E. Campbell

Businesses 2023, 3(1), 52-66; https://doi.org/10.3390/businesses3010004 - 13 Jan 2023

Viewed by 1553

Abstract

Purpose: This paper seeks to consider the influence of organisational culture and its relationship to employees’ perception of the brand of the organisation they work for. It also aims to clarify where the responsibility lies for setting the organisational culture and whether that role is a board-driven function, falls within the influence of the CEO, or both. Design/methodology/approach: The research approach uses phenomenology, which focuses on participants’ lived experiences. Phenomenology is a segment of interpretivism that explores participants’ recollections and interpretations of events. From this, the researcher can gain insights into phenomena that can be grouped into themes for further analysis. A total of nine in-depth interviews were conducted with CEOs and senior management personnel from a range of service industries operating in Australia. Results: All participants considered organisational culture to be vital in guiding employee behaviour and highlighted the need for boards and CEOs to be cognisant of the necessity to communicate organisational values and culture to staff in a consistent manner. The implications of these results reveal that employees’ opinions of organisational culture can negatively or positively affect their attitude and engagement with the brand of the company within which they are employed. Full article

(This article belongs to the Special Issue Feature Paper - Exclusive Papers of the Editorial Board Members of Businesses)

Open AccessArticle

The New Times of Social Media Marketing in the B2B Framework

João M. Lopes

and

José Oliveira

Businesses 2022, 2(2), 156-167; https://doi.org/10.3390/businesses2020011 - 09 Apr 2022

Viewed by 1944

Abstract

Nowadays, we live in the age of Marketing 4.0. Historically, marketing has often depended on changing consumer habits and needs. Thus, it is necessary to understand the new habits and needs of the consumer to make companies more and more effective. Currently, social media marketing (SMM) is ubiquitous in organizations, and is seen as a tool to achieve strategic goals. Therefore, SMM is important for companies to adapt their approach to customer relationship management and advance new marketing competencies to enable customer satisfaction. To drive customer satisfaction and improve customer experience, managers are loading social media applications into their current customer relationship management (CRM) systems. This study seeks to understand the feasibility of implementing SMM in business to business (B2B) companies and how this affects CRM and customer knowledge management (CKM). For this study, data were collected from two Portuguese micro-companies. The methodology used was exploratory qualitative in nature through a multiple case study, wherein semi-structured interviews were applied. It was found that SMM cannot be used in the B2B companies under investigation because CRM needs are much more dependent on CKM than on the mass interactions and indirect communication with the customer that can potentially exist in SMM. In these companies, communication with the client can be adjusted on a case-by-case basis through SMM, without the need for mass communication with all clients. This paper provides implications for the management of micro-enterprises regarding social media marketing. It also contributes to the development of the literature on SMM, CRM and CKM. Full article

(This article belongs to the Special Issue Feature Paper - Exclusive Papers of the Editorial Board Members of Businesses)

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