Mehdi Ajalli; Mohammad Mahdi Mozaffari; Sahar Johari
Articles in Press, Accepted Manuscript, Available Online from 04 March 2024
Abstract
In recent decades, research on the customer brand has taken a special place in various fields, including academic and business markets. Many researchers and executives of the company have concluded that one of the reasons for the brand's importance and value is its brand name for the customer, which ...
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In recent decades, research on the customer brand has taken a special place in various fields, including academic and business markets. Many researchers and executives of the company have concluded that one of the reasons for the brand's importance and value is its brand name for the customer, which creates value for customers and for the company, and as a result, marketers can use a special value a higher brand name has a competitive advantage. The purpose of this study was to investigate the relationship between brand experience, brand reputation and brand loyalty in empirical marketing in Maral Leather Company. The method of this research was applied in terms of purpose and descriptive-survey nature. The statistical population of the study consisted of all customers of Maral leather shop With regard to the uncertainty of the population, 384 were selected as the statistical sample based on the Cochran formula. The data gathering tool in this study was a questionnaire with 7 components and 24 items. Data analysis was performed using structural equation test and Amos software. The results of the research showed that sensory experiences of events from the viewpoint of Maral leather shop customers have a positive role in creating brand experience. The Emotional Experience of Events Maral Leather Shop Customers Have a Positive Affect to Create Brand Experience. Creative Experiences of Events From the perspective of Maral leather shoppers, they have a positive role in creating brand experience. Physical experiences of events from the perspective of customers, Maral leather shop has a positive effect on brand experience. The social identity experiences of the event from the perspective of Maral leather shoppers have a positive role in creating brand experience. Brand experience from Maral's leather store customers' point of view has a positive and significant effect on brand refinement. Reading the brand from Maral's leather store customers' point of view has a positive and significant effect on brand loyalty.
Mehdi Ajalli; Ehsan Hemmati
Volume 3, Issue 3 , December 2022, , Pages 238-257
Abstract
Purpose: The current research investigated the relationship between strategic human resource management and organizational performance with the mediating role of managerial ability and entrepreneurial orientation.Methodology: This research is a survey regarding the data collection method. The research ...
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Purpose: The current research investigated the relationship between strategic human resource management and organizational performance with the mediating role of managerial ability and entrepreneurial orientation.Methodology: This research is a survey regarding the data collection method. The research method is a description of the correlation type, and the statistical population of the study includes all the employees of the General Veterinary Department of Hamedan province in 2016, numbering 150 people according to Cochran's formula, the statistical sample size is approximately equal to 98 people who were selected by simple random sampling. A structural equation modelling approach and path analysis method with SPLS software were used to analyze the research data.Findings: The results of the confirmatory factor analysis test and the measurement of factor loadings showed that the strategic human resource management variable accounted for 74% of organizational performance changes, strategic human resource management accounted for 67% of managerial capability changes, and strategic human resource management accounted for 57% of It explains changes in entrepreneurial focus. Also, managerial ability explains 58% of organizational performance changes, and entrepreneurial orientation explains 48% of organizational performance changes. Finally, organizational performance is 63% due to changes in financial performance and 52% due to changes in employee performance. Also, with the test of significant Z coefficients (t values), it was found that the coefficient related to all paths, including the paths of strategic management of human resources to managerial ability (5.469), strategic management of human resources to entrepreneurial orientation (4.748), strategic management of resources Humanity to organizational performance (7.387), managerial ability to organizational performance (5.294) and entrepreneurial orientation to organizational performance (6.374) are more than 1.96, indicating the significance of these paths and the appropriateness of the structural model.Originality/Value: The present study indicates that the strategic management of human resources directly has a more significant impact on organizational performance (compared to the variables of managerial ability and entrepreneurial orientation). The results showed that financial performance has a more significant effect on organizational performance.
