Marketing and management theories

Marketing and management theories

2.1. Description of the background

Background literature includes past researches that reveal a similar relation developed in this research. Moreover, social exchange theory and job-demands resources theory are simultaneously put together to provide a rationale behind the assertion of how training and development can improve Adidas overall performance. Marketing and management theories suggest that training and development, as a strategic tool, can enhance the abilities and knowledge skills of employees (Abzari, Ghorbani, & Madani, 2011; Bakker & Demerouti, 2007; Cropanzano, Anthony, Daniels, & Hall, 2017; Heskett, Sasser, & Schlesinger, 1997; Rafiq & Ahmed, 2000).

Previous researches authenticate that, training and development can rebuild employees’ abilities to compete effectively by improving their performance (Asfaw, Argaw, & Bayissa, 2015; Schwepker & Good, 2007). In a similar manner, literature identifying the relationship of training and development with employee innovation performance also follow a positive link (Sung & Choi, 2014). These results of past studies build consistency with social exchange theory and job-demands resources theory that when organizations show concern towards employees, this will leave a positive psychological impact on employees and they will modify their behaviours positively. Moreover, in the prior literature, innovation performance is held accountable for improving the overall organizational performance (Sadikoglu & Zehir, 2010). In this study, employee performance is also found as a significant predictor for overall performance. In other words, this study highlights that training and development in Adidas will result in employees’ high resilience and engagement and they will tend to reciprocate through behaviours that will improve the overall performance of this brand.

2.2. Brief description and aim of the study

This study is based on one of the most popular multinational athletic brands; namely, Adidas; that has been facing various challenges in today’s competitive market. These challenges are brought by innovation changes that cause variations in what customers expect from this brand and what they desire to buy from them. This cannot be effectively managed if Adidas holds an unproductive and ineffective workforce with a poor performance that can ultimately influence the overall performance of Adidas. Therefore, management of Adidas needs to develop a strategy to become responsive to these customers needs and wants by managing their internal workforce performance and innovation capabilities to compete effectively. In this way, Adidas can develop sustainability in performance notions and become successful in the present dynamic and competitive global environment.

Based on the above-mentioned assertions, this study aims to identify the impact of training and development, as a strategic management technique by Adidas, to examine its influence on employee performance for the workforce in Adidas. In addition, the role of training and development is also examined as a significant determinant for increased innovation performance of employees in Adidas. In the end, the role of employee performance and innovation performance as two robust predictors for fostering overall performance of Adidas are also placed under the scope in this study. In this way, this paper will help to provide valuable insights for Adidas that how it can improve its overall performance of the company so that it can become able to compete globally in the dynamic environment.

2.3. Outline of the design and methodology

The first step was to identify what type of data is to be employed to prove the propositions made in the research. Keeping several factors in mind, the foundation of this study is based on secondary data source. This can lay a question on the authenticity and validity of the taken information, but due to limited time and resources, this was the best approach to draw robust illustration of constructs taken in the study. Furthermore, the mixed-method approach was tailored to investigate the relationships constructed in the framework. This approach contains the use of both qualitative and quantitative data. No primary data was used in the study. Therefore, the author did not need to conduct a questionnaire-based survey or conduct real-time interviews. This made the research analysis much simpler and quicker.

To start the analysis, firstly the independent, dependent and mediating variables needed to be identified. In this premise, the structural model contained training and development as an independent variable. Moreover, the dependent variable only comprised of a single construct; i.e. organizational performance. There were two mediators that were used to build a relationship of training and development with organizational development. These mediators were named as employee performance and innovation performance.

This research is subjective in nature, and it contains information from sources like case studies of Adidas, reports of the same brand, quotations of Adidas administrative employees, and empirical figures taken from the past researches on the similar framework in different contexts. In this perspective, the qualitative and quantitative data are divided as follows: the qualitative data was in the form of interviews, case studies, and quotations; whereas, quantitative data contained empirical findings. The exploratory design was employed through observations to first identify from the previous data that what problems Adidas had been facing in today’s competitive environment. Later on, the descriptive approach was adopted to develop the propositions. This approach helped to build an analytical structure in order to test the aforementioned proposed relationships. In this way, the secondary data, with a mixed-method approach can help to answer that how Adidas, through management practices like training and development, can foster employee performance and innovation. Also, the role of employee performance and innovation performance on the overall performance of Adidas can be identified through this method and design. Besides, the contextual nature of this research helped the author to build flexibility in research design and techniques used in the given context.

2.4. Timescales

Start date: 25/11/19

Estimated duration of work: 3 months

References

Abzari, M., Ghorbani, H., & Madani, F. A. (2011). The effect of internal marketing on organizational commitment from market-orientation viewpoint in hotel industry in Iran. International Journal of Marketing Studies, 3(1), 147–155.

Asfaw, A. ., Argaw, M. ., & Bayissa, L. (2015). The Impact of Training and Development on Employee Performance and Effectiveness: A Case Study of District Five Administration Office, Bole Sub-City, Addis Ababa, Ethiopia. Journal of Human Resource and Sustainability Studies, 3, 188–202.

Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328.

Cropanzano, R., Anthony, E. L., Daniels, S. R., & Hall, A. V. (2017). Social exchange theory: A critical review with theoretical remedies. Academy of Management Annals, 11(1), 479–516.

Heskett, J. L., Sasser, W. E., & Schlesinger, L. A. (1997). The service profit chain: How leading companies link profit and growth to loyalty, satisfaction, and value. New York: Free Press.

Rafiq, M., & Ahmed, P. K. (2000). Advances in the internal marketing concept: definition, synthesis and extension. Journal of Services Marketing, 14(6), 449–462.

Sadikoglu, E., & Zehir, C. (2010). Investigating the effects of innovation and employee performance on the relationship between total quality management practices and firm performance: An empirical study of Turkish firms. International Journal of Production Economics, 127, 13–26.

Schwepker, C. H., & Good, D. J. (2007). Sales management’s influence on employment and training in developing and ethical sales force. Journal of Personal Selling & Sales Management, 27(4), 325–339.

Sung, S. Y., & Choi, J. N. (2014). Do organizations spend wisely on employees? Effects of training and development investments on learning and innovation in organizations. Journal of Organizational Behavior, 35, 393–412.