The relationship between Porter generic strategies and strategic orientation : an applied study on Jordanian human drugs industrial companies

العناوين الأخرى

العلاقة بين الاستراتيجيات العامة لبورتر و التوجه الاستراتيجي : دراسة تطبيقية على شركات تصنيع الأدوية البشرية الأردنية

مقدم أطروحة جامعية

Abd al-Rahim, Ibrahim Rafid

مشرف أطروحة جامعية

Agha, Shabah Hamid

أعضاء اللجنة

al-Maghribi, Kamil
Jawad, Shawqi Naji

الجامعة

جامعة الشرق الأوسط

الكلية

كلية الأعمال

القسم الأكاديمي

قسم إدارة الأعمال

دولة الجامعة

الأردن

الدرجة العلمية

ماجستير

تاريخ الدرجة العلمية

2011

الملخص الإنجليزي

The main objective of this study is to examine the relationship between Porter Generic Strategies and Strategic Orientation in the Jordanian Human Drugs Industry.

This research was conducted on Jordanian Human Drugs Industry, collecting information based on a sample of General Managers and Marketing Managers who work at this Industry.

In order to achieve the objectives of the study, the researcher designed a questionnaire consisting of (33) items to gather the primary information from the study sample.

The Statistical Package for Social Sciences (SPSS) program was utilized to analyze and examine the study hypothesis.

A comprehensive analysis of the relationship between Porter generic Strategies (low cost Strategy; differentiation Strategy; focus Strategy) and Strategic Orientation (Customer orientation; Competitor orientation) at level (a £ 0.05); the differences between top management and marketing manager’s perspective about Porter generic strategies (low cost Strategy; differentiation Strategy; focus Strategy) at level (a £ 0.05); the difference between top management and marketing manager’s perspective about low cost Strategy at level (a £ 0.05); the difference between top management and marketing manager’s perspective about differentiation Strategy at level (a £ 0.05); the difference between top management and marketing manager’s perspective about focus Strategy at level (a £ 0.05); the difference between top management and marketing manager’s perspective about Strategic Orientation (Customer orientation; Competitor orientation) at level (a £ 0.05) and the difference between top management and marketing manager’s perspective about Customer orientation and Competitor orientation at level (a £ 0.05) was assessed.

Finally, the researcher draws conclusions concerning the results of the analysis, and the recommendations related to the conclusions.

At the meantime the researcher gave a space for further research to do in the future.

التخصصات الرئيسية

إدارة الأعمال

الموضوعات

• الإدارة
• المنافسة
• التسويق
• التخطيط الاستراتيجي
• الأردن
• علاقات العملاء

عدد الصفحات

96

قائمة المحتويات

• APA
• MLA
• AMA

لغة النص

الإنجليزية

نوع البيانات

رسائل جامعية

رقم السجل

BIM-697518