Volume 16, Issue 4, 2021

1. Fit for Growth: Strategy Renewal for a Digital Future.

-Fernando Kevin Vince

Technology creates upheaval. Adapting slowly is a past luxury; companies need to transform over and over again. Digital technology has made change the only constant. Some things have become easier; such as customer contact, high-speed work and record keeping. Some things are cheaper; travel is not always necessary and there is less need for buildings. The pandemic has underlined that. It is possible to start a business from the kitchen table, but that means more competition. But some things stay the same. Business still needs to go through phases as it builds up – creating the product, making it attractive to customers, make improvements in the goods and customer service, expand, add more products and services, keep an eye on technology and use it when appropriate. This paper goes into depth about the processes involved in growing digital business


2. Working From Home (WFH) in the Post Pandemic World. Opportunity or Threat?

- Mike Bagshaw

Covid-19 forced people to stay at home, and for those that could, that meant working from home (WFH). This meant massive changes in a very short time, a forced experiment in alternative work patterns. From this has come a great deal of data about WFH, its effects, its problems, its benefits, and the differing conditions that affect it. One example is gender differences – women more often see it as an alternative to no job, and continue household activities at the same level as before, whereas men see it as freedom from distractions at the office, and although at home, do not take on extra responsibilities. Income also makes a difference. Richer people are more likely to well equipped with high-speed internet, as well as more space and better office furniture. This paper looks at more variables and their effects. Overall, opinions about how good or bad WFH is cover the full spectrum - from wondering why anyone goes out to work, to insisting that full time in the workplace is the only possible way.


3. A Study on Enhancing Consumer-Based Brand Equity in the Context of Facebook Marketing: A Case of Han Ideal Trading Ltd. (HIT) in Myanmar

- Su Hla Han

Social media has overturned much of the way we do things, including marketing. Where before communication with customers was a slow process, and largely confined to one customer, now customers en masse can start a conversation about the product, spread the word, and enhance or denounce the brand. This makes a valuable tool for finding out what customers really think, and allows a quick response from the company. The possibilities here stretch far and wide, and this paper looks at numerous variables - consumer-based brand equity, brand experience, brand association, brand loyalty, service quality, perceived overall quality and repurchase intention. The study focuses on one company, but the results provide pointers for themes that could be useful in any business.


4. Gamification: A Cautionary Tale of Training Design

- Katie Carrier

We learn best by doing the thing that we’re learning, but while we’re learning, we do it wrong. It’s a problem. The real world is complex and difficult to predict, and that makes it a poor environment for learners. One way round this is to create parallel situations in a structured game where results are consistent and measured, allowing safe practice and step-by-step progress. The word ‘game’ is sometimes off-putting to instructors who equate it with frivolity, but a well-designed game can speed up skill development without the risk of mistakes. There are pitfalls to avoid. For example, the general rule that reward will improve performance may not apply. People like to gain points, but if points are given for skills that won’t be helpful in the job, the learner is headed in the wrong direction. There needs to be a thorough training needs analysis before designing the game, to match the skills developed with the skills needed in the job.


5. The Impact of Leadership on Work Engagement through the Effect of Organisational Culture: A Study at Mercury Myanmar Company Limited (MMCL)

- Win Si Thu

Work engagement, meaning the worker is voluntarily immersed in the work required, is vital for a good result. Workers who perform reluctantly may be satisfactory, but they will stop at the minimum acceptable level. Leadership that gets them engaged will raise the level to their best. Leadership style has a strong influence on this – transactional, where the basis is work for pay as a transaction; transformational, where the goal is to motivate workers to make real change; laissez-faire, where workers are left to decide for themselves; supportive, where leaders show concern for the workers’ needs and goals; authentic, which is far-reaching, showing overall honesty and willingness to present a true picture. This paper looks at the interaction between leadership style and organisational culture.