Ruth Elias - Academia.edu (original) (raw)
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UERJ - Universidade do Estado do Rio de Janeiro / Rio de Janeiro State University
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Papers by Ruth Elias
Cogent Business & Management
In the restaurant industry, innovation ambidexterity entails the organization’s ability to succes... more In the restaurant industry, innovation ambidexterity entails the organization’s ability to successfully manage and blend exploratory and exploitative innovation endeavors with the goal of improving restaurant processes, products, or services. The current study investigates the direct and indirect effects of innovation ambidexterity on the economic performance of restaurant businesses in Tanzania after coronavirus disease (COVID-19). Thus, the study examined the effect of exploitative and exploratory innovation on restaurant economic performance, as as well as the mediating effect of customer orientation on the relationship between innovation ambidexterity and restaurant economic performance. The study collected data from 169 randomly selected restaurant managers in Dodoma, Tanzania, and analyzed it using partial least squares structural equation modelling. The findings unveiled that innovation ambidexterity (exploitative and exploratory innovation) has a direct impact on restaurant economic performance. Furthermore, customer orientation was discovered to be a significant mediator of the relationship between innovation ambidexterity and restaurant economic performance. Based on the main findings, restaurants in the post-COVID-19 era should promote innovation and customer-centricity. This is because a workplace that values innovation can inspire creative thinking and new ideas. Also, customer-centricity is critical for understanding and meeting the changing needs of customers.
Asian Business Research Journal
Asian Journal of Economics and Empirical Research
This study was set out to examine the influence of owner-manager's competences on the performance... more This study was set out to examine the influence of owner-manager's competences on the performance of small restaurant businesses in urban Tanzania since there are patchy empirical evidences on the same. To achieve this, criterion and simple random sampling techniques were employed to obtain a sample of three hundred, ninety two (392) small restaurant businesses from the list of all licensed small restaurants in Ilala and Dodoma district. Information was collected from owner-managers of these entities by using structured questionnaires. Data was analyzed both descriptively and by using structural equation modelling for making inference. Confirmatory Factor Analysis was performed to validate the items measuring the owner-manager entrepreneurial, managerial and functional competencies as latent variables. Performance of small restaurant was measured subjectively by considering the number of customer's dynamics and changes in lifestyle of the owner-manager as a result of the business undertaken over past three years of operation. It was found that owner-manager's managerial and functional competencies contribute significantly to the performance of the small restaurant businesses in urban Tanzania. This is true but they cannot be in operation unless entrepreneurial competencies are in place. This implies that, performance relies on base (entrepreneurial) and operational (managerial and functional) that need to be improved. As such, policy makers may not only rely on entrepreneurial aspects but also extend to the managerial and functional aspects of performance.
Asian Journal of Economics and Empirical Research, 2019
This study was set out to examine the influence of owner-manager's competences on the performance... more This study was set out to examine the influence of owner-manager's competences on the performance of small restaurant businesses in urban Tanzania since there are patchy empirical evidences on the same. To achieve this, criterion and simple random sampling techniques were employed to obtain a sample of three hundred, ninety two (392) small restaurant businesses from the list of all licensed small restaurants in Ilala and Dodoma district. Information was collected from owner-managers of these entities by using structured questionnaires. Data was analyzed both descriptively and by using structural equation modelling for making inference. Confirmatory Factor Analysis was performed to validate the items measuring the owner-manager entrepreneurial, managerial and functional competencies as latent variables. Performance of small restaurant was measured subjectively by considering the number of customer's dynamics and changes in lifestyle of the owner-manager as a result of the business undertaken over past three years of operation. It was found that owner-manager's managerial and functional competencies contribute significantly to the performance of the small restaurant businesses in urban Tanzania. This is true but they cannot be in operation unless entrepreneurial competencies are in place. This implies that, performance relies on base (entrepreneurial) and operational (managerial and functional) that need to be improved. As such, policy makers may not only rely on entrepreneurial aspects but also extend to the managerial and functional aspects of performance.
Cogent Business & Management
In the restaurant industry, innovation ambidexterity entails the organization’s ability to succes... more In the restaurant industry, innovation ambidexterity entails the organization’s ability to successfully manage and blend exploratory and exploitative innovation endeavors with the goal of improving restaurant processes, products, or services. The current study investigates the direct and indirect effects of innovation ambidexterity on the economic performance of restaurant businesses in Tanzania after coronavirus disease (COVID-19). Thus, the study examined the effect of exploitative and exploratory innovation on restaurant economic performance, as as well as the mediating effect of customer orientation on the relationship between innovation ambidexterity and restaurant economic performance. The study collected data from 169 randomly selected restaurant managers in Dodoma, Tanzania, and analyzed it using partial least squares structural equation modelling. The findings unveiled that innovation ambidexterity (exploitative and exploratory innovation) has a direct impact on restaurant economic performance. Furthermore, customer orientation was discovered to be a significant mediator of the relationship between innovation ambidexterity and restaurant economic performance. Based on the main findings, restaurants in the post-COVID-19 era should promote innovation and customer-centricity. This is because a workplace that values innovation can inspire creative thinking and new ideas. Also, customer-centricity is critical for understanding and meeting the changing needs of customers.
Asian Business Research Journal
Asian Journal of Economics and Empirical Research
This study was set out to examine the influence of owner-manager's competences on the performance... more This study was set out to examine the influence of owner-manager's competences on the performance of small restaurant businesses in urban Tanzania since there are patchy empirical evidences on the same. To achieve this, criterion and simple random sampling techniques were employed to obtain a sample of three hundred, ninety two (392) small restaurant businesses from the list of all licensed small restaurants in Ilala and Dodoma district. Information was collected from owner-managers of these entities by using structured questionnaires. Data was analyzed both descriptively and by using structural equation modelling for making inference. Confirmatory Factor Analysis was performed to validate the items measuring the owner-manager entrepreneurial, managerial and functional competencies as latent variables. Performance of small restaurant was measured subjectively by considering the number of customer's dynamics and changes in lifestyle of the owner-manager as a result of the business undertaken over past three years of operation. It was found that owner-manager's managerial and functional competencies contribute significantly to the performance of the small restaurant businesses in urban Tanzania. This is true but they cannot be in operation unless entrepreneurial competencies are in place. This implies that, performance relies on base (entrepreneurial) and operational (managerial and functional) that need to be improved. As such, policy makers may not only rely on entrepreneurial aspects but also extend to the managerial and functional aspects of performance.
Asian Journal of Economics and Empirical Research, 2019
This study was set out to examine the influence of owner-manager's competences on the performance... more This study was set out to examine the influence of owner-manager's competences on the performance of small restaurant businesses in urban Tanzania since there are patchy empirical evidences on the same. To achieve this, criterion and simple random sampling techniques were employed to obtain a sample of three hundred, ninety two (392) small restaurant businesses from the list of all licensed small restaurants in Ilala and Dodoma district. Information was collected from owner-managers of these entities by using structured questionnaires. Data was analyzed both descriptively and by using structural equation modelling for making inference. Confirmatory Factor Analysis was performed to validate the items measuring the owner-manager entrepreneurial, managerial and functional competencies as latent variables. Performance of small restaurant was measured subjectively by considering the number of customer's dynamics and changes in lifestyle of the owner-manager as a result of the business undertaken over past three years of operation. It was found that owner-manager's managerial and functional competencies contribute significantly to the performance of the small restaurant businesses in urban Tanzania. This is true but they cannot be in operation unless entrepreneurial competencies are in place. This implies that, performance relies on base (entrepreneurial) and operational (managerial and functional) that need to be improved. As such, policy makers may not only rely on entrepreneurial aspects but also extend to the managerial and functional aspects of performance.