The Relationship between Leadership Traits, Market Orientation and Corporate Culture on Customer’s Retention on Quasi-Government Organizations in The U.S Virgin Islands
Journal of Business Theory and Practice
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Title |
The Relationship between Leadership Traits, Market Orientation and Corporate Culture on Customer’s Retention on Quasi-Government Organizations in The U.S Virgin Islands
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Creator |
Flemming, Paul L.
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Description |
This paper examines the relationships between transformational leadership, market orientation and corporate culture in customer retention in quasi-government organizations. The purpose of this research is to identify and examine this synergistic fit that was not researched as a combination in previous literature. In recent years, small business owners have realized the importance of strategic leadership in achieving both shareholders and stakeholders interest. A comparison of quasi-government organizations reveals that, in the U.S. Virgin Islands, market orientation leads to higher customer retention, knowledge competence, enhanced market-based innovations and higher profit margins. A hybrid of the three organizational phenomenon is critical findings of this study. This paper will further examine the three pillows associated profitable organizations: leadership, market orientation, and corporate culture. The findings of this research will have significant implications for strategic business unit’s managers who relies on economic forecast to maximize financial returns in quasi-government agencies.
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Publisher |
SCHOLINK INC.
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Contributor |
—
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Date |
2018-08-02
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Type |
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion Peer-reviewed Article |
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Format |
application/pdf
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Identifier |
http://www.scholink.org/ojs/index.php/jbtp/article/view/1511
10.22158/jbtp.v6n3p226 |
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Source |
Journal of Business Theory and Practice; Vol 6, No 3 (2018); p226
2329-2644 2372-9759 |
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Language |
eng
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Relation |
http://www.scholink.org/ojs/index.php/jbtp/article/view/1511/1667
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Rights |
Copyright (c) 2018 Paul L. Flemming
http://creativecommons.org/licenses/by/4.0 |
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