Full Length Research Paper
References
Alpkan L, Bulut C, Gunday G, Ulusoy, Kilic K (2010). Organizational support for Intrapreneurship and its interaction with human capital to enhance innovative performance. Manage. Decis. 48 (5):732-755. |
|
Atuahene-Gima K (2005). Resolving the capability-rigidity paradox in new product innovation. J. Market. 69(4):61-83. |
|
Atuahene-Gima K, Anthony Ko (2001). An empirical investigation of the effect of market orientation and entrepreneurial orientation alignment on product innovation. Organ. Sci. 12(1):54-74. |
|
Aulakh P, Sarkar M (2005). Strategic ambidexterity in international expansion: exploration and exploitation of market, product, and organizational boundaries. Academy of Management Best Paper, Proceedings – International Management Division, IM31-7. |
|
Babakus E, Yavas U, Karatepe O, Avci T (2003). The effect of Management commitment to service quality on employees' affective and performance outcomes. J. Acad. Market. Sci. 31(3):272-86. |
|
Bank of Uganda (2011). Anuual Report (2010/2011). |
|
Bank of Uganda (2014). Anuual Report (Dec. 2014). |
|
Bhanthumnavin D (2003). Perceived social support from supervisor and group members' psychological and situational characteristics as predictors of subordinate performance in Thai Work Units. Hum. Resour. Dev. Q. 14(1):79-97. |
|
Bloodgood JM, Chae BK (2010). Organizational paradoxes: dynamic shifting and integrative management. Manage. Decis. 48(1):85-104. |
|
Brown SL, Eisenhardt K (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Adm. Sci. Q. 42:1-34. |
|
Caudron S (2002). Just say no to training fads. Train. Dev. 56(6):40-43. |
|
Churchill G (1979). A paradigm for developing better measures for marketing constructs. J. Market. Res. 16:64-73. |
|
Cronbach LJ (1951). Coefficient alpha and the internal structure of tests. Psychometrika. 16:297-334. |
|
Diamantis AD, Chatzoglou PD (2012). Evaluation of formal training programmes in Greek organizations. Euro. J. Train. Dev. 36(9):888-910. |
|
Dolezalek H (2005). 2005 Industry report. Training 42(12):14-28. |
|
Eisenberger R, Huntington R, Hutchison S, Sowa D (1986). Perceived Organizational support". J. Appl. Psychol. 71:500-507. |
|
FinScope (2013). Report on unlocking barriers to financial inclusion in Uganda. |
|
Fu FQ, Bolander W, Jones E (2009). Managing the drivers of organizational commitment and salesperson effort: An application of Meyer and Allen's Three-Component Model. J. Market. Theory Practice. 17(4):335-350. |
|
Grewal R, Tansuhaj P (2001). Organizational Capabilities for Managing Economic Crisis: The Role of market orientation and strategic flexibility. J. Market. 65:67-80. |
|
Hamel G, Prahald CK (1994). Competing for the Future, HBS Press, Boston MA. |
|
Holland J, Ruedin L (2012). Monitoring and Evaluating Empowerment Processes: Promoting Pro-poor Growth: the Role of Empowerment © OECD. |
|
Hou J (2008). Toward a research model of market orientation and dynamic capabilities. Soc. Behav. Pers. 36(9):1251-1268. |
|
Jaworski BJ, Kohli AK (1993). "Market orientation: antecedents and Consequences. J. Market. 57:53-70. |
|
Jose PE (2008). ModGraph-I: A Programme to Compute Cell Means for the Graphical Display of Moderational Analyses: The Internet Version, Version 2.0. Victoria University of Wellington, New Zealand. From <http://www.victoria.ac.nz/psyc/staff/paul-josefiles/modgraph/modgraph.php> |
|
Judge WQ, Blocker CP (2008). Organizational capacity for change and strategic ambidexterity: Flying the plane while rewiring it. Euro. J. Market. 42(9/10):915-925. |
|
Junni P, Sarala RM, Taras V, Tarba SY (2013). Organizational ambidexterity and performance: A meta-analysis. Acad. Manage. Per¬spect. 27(4):299-312, http://dx.doi.org/10.5465/amp.2012.0015 |
|
Kevin JL (2001). "Market share, Profits and Business strategy". J. Manage. Decision. 39(8):608-618. |
|
Kraiger K (2003). Perspectives on training and development. in WC Borman. DR |
|
Latif KF (2012). An integrated model of training effectiveness and satisfaction with Employee development interventions. Ind. Commercial Train. 4:211-222. |
|
Leornard-Barton D (1992). Core capabilities and core rigidities: a paradox in managing new Product development". Strat. Manage. J. 13(5):111-25. |
|
Li C, Lin C, Chu C (2008). The nature of market orientation and the ambidexterity of innovations. Manage. Decis. 46(7):1002-1026. |
|
McCarthy IP, Gordon BR (2011). Achieving contextual ambidexterity in R & D organizations: A management control system approach. R & D Managemen.41(3):240-258. |
|
March JG (1991). Exploration and exploitation in organizational learning. Organ. Sci. 2:71-87. |
|
Meuter ML, Bitner MJ, Ostrom AL, Brown SW (2005). Choosing among alternative service delivery modes: An investigation of customer trial of self-service technologies. J. Market. (69 April, 2005):61-83. |
|
Mwesigwa R, Namiyingo S (2014). Job resources, employees' creativity and firm performance of commercial banks in Uganda. Int. J. Econ. Commerce Manage. 2(9):1-14. |
|
Naman JL, Slevin DP (1993). Entrepreneurship and the concept of fit: A model and empirical tests. Strateg. Manage. J. 14(2): 137-153. |
|
Narver JC, Slater SF (1990). The effect of a market orientation on business profitability. J. Market. 54(4):20-35. |
|
Neuman L (2006). Social Research Methods: Qualitative and quantitative approaches.6th Ed Pearson International, London. |
|
Noe RA, Hollenbeck JR, Gerhart B, Wright P (2006). Human Resource Management: Gaining a Competitive Advantage. McGraw – Hill, New York, NY. |
|
Nunnally JC (1978). Psychometric Theory. 2nd ed., McGraw-Hill New-York, NY. |
|
Ocasio W (2011). Attention to attention. Organ. Sci. 22(5):1286-1296. |
|
O'Driscoll A (2008). Exploring paradox in marketing strategy: Managing ambiguity towards synthesis. J. Bus. Ind. Market. 23(2): 95-104. |
|
O'Reilly III CA, Tushman ML (2004). The ambidextrous organization. Harvard Business Review. 82:74-81. |
|
O'Reilly III CA, Tushman ML (2013). Organizational Ambidexterity: Past, Present and Future. Academy of Management Perspectives (in press):1-30. |
|
Poole M, Van de Ven A. (1989). Using paradox to build management and organization theories. Acad. Manage. Rev. 14(4):562-578. |
|
Riggle RJ, Solomon P, Artis A (2015). The impact of perceived organizational support on salesperson psychological and behavioral work outcomes. International J. Manage. Res. Bus. Strat. 4(1):134-147. |
|
Saunders M, Lewis P, Thornhill A (2006). Research Methods for Business Students FT Prentice-Hall, London. |
|
Shanock LR, Eisenberger R (2006). When Supervisors Feel Supported: Relationships With Subordinates' Perceived Supervisor Support, Perceived Organizational Support, and Performance. J. Appl. Psychol. 91(3):689-695. |
|
Schuster L, Drennan J, Lings IN (2013). Consumer acceptance of m-wellbeing Services: a social marketing perspective. Euro. J. Market. 47(9):1439-1457. |
|
Spreitzer GM (1995). "Psychological empowerment in the workplace: dimensions, Measurement and validation." Acad. Manage. J. 38:1442-65. |
|
Spreitzer GM (2008). 'Taking stock: a review of more than twenty years of research on empowerment at work, In: Cooper, C. and Barling, J. (Eds). The Handbook of Organizational Behavior. Sage, Thousand Oaks, C.A. |
|
Spreitzer G, Kizilos MA, Nason SW (1997). A dimensional analysis of the relationship between psychological empowerment and effectiveness, satisfaction, and strain. J. Manage. 23(5): 679-704. |
|
Tharenou P, Saks MA, Moore C (2007). A review and critique of research on training. Hum. Resourc. Manage. Rev. 17:251-273. |
|
Uba Z, Sharifai MG, Mubaraka CM, Agaba L (2013). E-Procurement and Performance of Service Organizations in Uganda. Euro. J. Bus. Manage. 5(12):46-50. |
|
Uganda Bureau of Statistics (2014). Statistical Abstract. |
|
USAID (2007). Improving access to financial services in Uganda. Research Report. |
|
Vermeleune P, Raab J (2007). Innovation and institutions: An institutional perspective on the innovation efforts of banks and insurances companies. London: Routledge, 2007. |
|
Vorhies DW, Orr LM, Bush VD (2011). Improving customer-focused marketing Capabilities and firm financial performance via marketing exploration and exploitation. J. Acad. Market. 39:736-756. |
|
Wachiuri EW, Waiganjo E, Oballah D (2015). Role of supplier development on organizational performance of manufacturing industry in Kenya; a case of EastAfrica Breweries Limited. Int. J. Educ. Res. 3(3):683-694. |
|
Wei Z, Zhao J, Zhang C (2014). Organizational ambidexterity, market orientation and Firm performance. J. Eng. Technol. Manage. 33:134-153. |
|
World Bank (2015). Uganda's financial sector review. |
|
Yamane T (1973). Statistics: An Introductory Analysis. 3rd ed., Harper and Row, New York, NY. |
|
Yau OHM, Chow RPM, Sin LYM, Tse ACB, Luk CL, Lee JSY (2007). Developing a scale for stakeholder orientation. European J. Market. 41(11/12):1306-1327. |
|
Yavas U, Babakus E (2010). Relationships between organizational support, customer orientation, and work outcomes: A study of frontline bank employees". Int. J. Bank Market. 28(3):222-238. |
|
Zallocco R, Pullins EB, Mallin ML (2009). A re-examination of B2B sales performance. J. Bus. Ind. Market. 24(8):598-610. |
Copyright © 2024 Author(s) retain the copyright of this article.
This article is published under the terms of the Creative Commons Attribution License 4.0