Percorrer por autor "Ferreira, Vítor Hugo Santos"
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- How knowledge sharing mediates the effects of internal marketing on customer orientationPublication . Espírito Santo, Pedro Manuel do; Ferreira, Vítor Hugo Santos; Marques, Alzira Maria AscensãoA growing body of research has demonstrated the growing importance given to two areas of business management: internal marketing and knowledge management. Nevertheless, these seldom areas are considered together. This paper explores the importance of knowledge sharing as a mediating variable in the relationship between internal and external marketing. Thus, our research presents an investigation model where the influence of tacit knowledge sharing and explicit knowledge sharing are presented. The data of this research was collected from the employees of a company in the logistics sector, through a face-to-face questionnaire. The proposed research hypotheses were tested empirically through structural equation modeling (PLS-PM) with a bootstrapping procedure. The results demonstrate that internal marketing has a positive effect on knowledge sharing and, consequently, on customer orientation. In this sense, through this paper, managers can verify the importance of knowledge sharing (tacit and explicit) in leveraging the effects of internal marketing in customer orientation.
- The influence of knowledge management on the result of innovation of companies in the mold industriesPublication . Ferreira, Vítor Hugo Santos; Marques, Alzira Maria Ascensão; Espírito Santo, Pedro Manuel do; Silva, Sara Fernandes daIn today's business world, knowledge and innovation are key factors for the success of organizations. Knowledge stock alone does not generate a competitive advantage to companies, but the way it is used might create it. It is through the wide network of relationships that involves the organization that innovations emerge. These two concepts are intertwined, since for the innovation process to be successful, there must first be an effective knowledge management, which involves knowledge acquisition, application and sharing. In this context and based on a sample of 36 companies in the mold making sector in Portugal (one industry where Portugal is the 8th top producer in the world), a confirmatory research work was carried out with the aim of studying the impact of knowledge management on innovation performance. For this purpose, we used a quantitative methodology based on a survey. Through the estimation of a structural equations model, using SmartPLS software, we found that knowledge acquisition has a positive influence on knowledge sharing, which in turn is positively reflected in its application, which positively impacts innovation in performance in Portuguese plastic injection mold making companies-these results are in line with similar studies carried out in different contexts. Consequently, knowledge, considered as an intangible asset, must be managed effectively and efficiently, in order to create value through innovation, a determinant of competitiveness in an activity sector that creates customized solutions for its customers. Despite of the small sample size, these results highlight the importance of effectively managing the acquisition.
- Leadership and Organization Innovation AdoptionPublication . Ferreira, Vítor Hugo Santos; Miranda, HenriqueInnovation is a tool to ensure competitiveness. Firm survival is inexorably linked to its ability to reinvent itself, obviously apart from other circumstances. Organizational innovation and its adoption are key concepts that are rarely studied. Little is known about factors related to decisions to adopt innovations and how the likelihood of adoption of innovations can be increased. This chapter aims to answer the question: what are the determinants of the adoption of organizational innovation? In this sense, this chapter aims to identify some of the organizational factors which have the capacity to influence organizational innovation in a specific case study, an innovative Portuguese company. This chapter addresses the personal dimension of the leader as a driver of organizational innovation processes. This chapter finds that, in the case study, the culture of the company which itself is driven by the CEO is fundamental for innovation and the adoption of organizational innovations.