Strategies to Manage Reduced Demand Among
Mattress Manufacturers in Puerto Rico
Section 1: Foundation of the Study
The reduction in the demand for a product results in higher cost of
supplies, lost productivity, loss of goodwill, and damage to facilities (Zhang
et al., 2020). The study of a price strategy to enable the retention of
customers leads managers to make adjustments in the production to cause
demand for the product, including a strategy used to lower the price of the
product (Zhang et al., 2020). The supply and demand uncertainty in the
supply chain has translated into several strategies, such as holding inventory
or using multiple suppliers, that owners of mattress manufacturing firms
have used to protect against supply and demand uncertainty (Nag et al.,
2014). One of the most difficult challenges in manufacturing is to sale the
finished product as soon as possible to recover the funds invested in the
manufacturing of the product (Li et al., 2019). Given that the decline in
demand affects the available inventory for sale and the frequency in
distribution, the inventory holding costs remarkably affect the distribution
structure (Agnetis et al., 2017). The purpose of this research study was to
explore strategies owners of mattress manufacturing firms in Puerto Rico
use to increase the demand for mattresses.
Background of the Problem
The mattress manufacturing industry belongs to North American Industry
Classification System (NAICS) from the Executive Office of the President
Office of Management and Budget (U.S. Census Bureau, 2017). This
industry is about establishments primarily engaged in manufacturing
innersprings, box spring, and noninnerspring mattresses, including
mattresses for waterbeds. Business people in Puerto Rico classify mattress-
manufacturing firms as small- to medium-sized enterprises, which are
companies with fewer than 50 employees (Oronoz, 2014). The mattress
manufacturers fall into the category of furniture and articles for the home.
Matrix manufacturing firms in Puerto Rico have reduced production
(Instituto de Estadísticas de Puerto Rico, 2020a) and, consequently, there is
a need to explore strategies managers could use to increase the demand for
mattresses in Puerto Rico. According to the Puerto Rico Department of
State’s Corporation Division (2020), mattress manufacturers registered in
Puerto Rico amount to approximately 20, which most of them are the major
recognized U.S. brands that established their factories in Puerto Rico.
Mattress manufacturing firms in Puerto Rico may use the findings from this
research to identify strategies that they may use to increase the demand for
mattress effectively.
Problem Statement
The COVID-19 pandemic has caused millions of dollars in losses in
the manufacturing sector in Puerto Rico, as a result of reduction in the
suppliers’ deliveries by 50%, demand by 63%, staff by 31%, and inventory
by 38% (Instituto de Estadísticas de Puerto Rico, 2020a). Puerto Rico’s
manufacturing jobs decreased to 72,600 (U.S. Bureau of Labor Statistics,
2020) and the PMI decreased to 48.1 in August of 2020 (Instituto de
Estadísticas de Puerto Rico, 2020b). The general business problem is that
Puerto Rican manufacturers are confronting a reduction in the manufacturing
of products. The specific business problem is some owners of mattress
manufacturing firms in Puerto Rico lack strategies to increase the demand
for mattresses.
Purpose Statement
The purpose of this qualitative multiple case study was to explore
strategies owners of mattress manufacturing firms in Puerto Rico use to
increase the demand for mattresses. The target population consisted of three
owners of mattress manufacturing firms in Puerto Rico with successful
experience in increasing the demand for mattresses. The implications for
social change include increased revenue that could translate into a larger tax
base that local governments could use to implement community-based
projects. Additional implications for positive social change include reducing
unemployment, creating new jobs, and developing an awareness of the
importance of replacing an old mattress with a new one to obtain the key
health benefits a new mattress may offer.
Nature of the Study
Three research methodologies exist, which are qualitative, quantitative, and
mixed (Yin, 2018). A qualitative study is interpretive because researchers
explore a phenomenon through subjectivity and socially constructed
meanings (Saunders et al., 2018). A qualitative study is naturalistic in nature
since there is a need to operate within a natural setting (Saunders et al.,
2018). Yin (2018) described the qualitative research method as being used
for exploring the what, why, and how of a phenomenon in its reallife setting.
I used the qualitative research method because I explored the what, why, and
how of strategies used to increase the demand for mattresses.
In a quantitative study, researchers examine variables’ characteristics
or relationships among variables, using measuring techniques to analyze the
data while incorporating controls to ensure validity (Saunders et al., 2018).
Quantitative researchers establish clear and concise questions and
hypotheses (Marshall & Rossman, 2016). I did not select the quantitative
method for the study because I did not examine variables’ characteristics or
relationships using statistical analyses through hypotheses testing.
Mixed-method researchers use a combination of qualitative and
quantitative methods (Yin, 2018). Researchers use the mixed method to
employ both inductive and deductive reasoning (Marshall & Rossman,
2016). Because there were no hypotheses to test in the study, I did not select
the mixed method for the study.
I considered several qualitative research designs, including narrative,
phenomenological, ethnographic, and case study. The focus of the narrative
research is on participants’ experiences through their personal life stories,
which is typically sequential and nonstructured (Yin, 2018). I did not use the
narrative research design because I did not focus on participants’ personal
life stories that are sequential and nonstructured. The phenomenological
design is a form of interpretivism where the researcher focuses on the
participants’ lived experiences to identify and understand meanings and gain
insights (Marshall & Rossman, 2016). The phenomenological design was
not the most appropriate research approach for this study because I did not
focus on studying the personal meanings of participants’ lived experiences. I
did not use the ethnographic research design approach because, according to
Yin (2018), researchers use the ethnographic research design to conduct an
in-depth exploration of the social and cultural characteristics of groups,
which was not the purpose of this study. Researchers use the case study
design to explore the what, why, and how of a phenomenon in its natural
setting (Yin, 2018). Researchers also use the case study design to investigate
a phenomenon in-depth within the participants’ environmental context and
conduct methodological triangulation as part of the strategy for validating
findings (Ridder, 2017). Researchers use a multiple case study design to
investigate a phenomenon using multiple cases or units, as opposed to the
single case study that involves only one unit or case (Yin, 2018).
Researchers often select a multiple case study design because of the
production of more robust data, as researchers are able to compare data
collected from several case organizations (Yin, 2018). I used the qualitative
multiple case study research design because I was able to compare data
collected from various case organizations that led to the production of more
robust data. I explored the what, how, and why of a particular phenomenon
which, for this case study, was exploring strategies for increasing the
demand for mattresses.
Research Question
What strategies do owners of mattress manufacturing firms in
Puerto Rico use to increase the demand for mattresses?
Interview Questions
1. What strategies did you use to increase the demand for
mattresses?
2. How did your employees respond to those strategies?
3. How, if at all, were the strategies used to increase the demand
for mattresses communicated throughout the organizational
ranks and among stakeholders?
4. What, if any, modifications did you apply to any strategy used
to improve its effectiveness in increasing the demand for
mattresses?
6. What were the key barriers to implementing strategies used to
increase the demand for mattresses?
7. How did you overcome the key barriers to implementing
strategies used to increase the demand for mattresses?
8. What else would you like to add about strategies used to
increase the demand for mattresses?
Conceptual Framework
The conceptual framework for this study was the strategic
management theory. Ansoff (1965) developed the strategic management
theory as a result of individuals desiring long-range planning in their
organizations. The next development phase in strategic management was the
concept of positioning, developed by Porter (1985). To assess the goals of
strategic management, Porter suggested defining a firm’s position in the
industry as the goal of strategic management, which allows the firm to gain
specific advantages and to increase profit. Strategic management theory
includes the following principal activities: organization of strategic works,
creation of mission and vision, analysis of strategies, and implementation
and control of strategies (Ansoff, 1965).
The strategic management theory has factors that include
environment, regulation, funding, technology, organizational structure, and
strategy. These important factors improve the organizations’ ability to adapt
to changing circumstances, services, create value, and sustain support
(Esmaeili, 2015). I selected the strategic management theory because,
according to Esmaeili (2015), individuals using strategic management are
able to formulate efficient solutions to organizational problems through
dynamic, provident, holistic, and contingent principles to develop strategies
for the survival of their organizations. Owners of the participating mattress
manufacturing firms in Puerto Rico may use strategic management theory to
develop and implement effective strategies for the survival of their
organizations.
Operational Definitions
Instituto de Estadísticas de Puerto Rico: Instituto de Estadísticas de
Puerto Rico was created in 2003 by the Puerto Rico Institute of Statistics Act
to promote changes in the systems for gathering and analyzing information
to achieve more complete, reliable, and easy-to-access information. The
Puerto Rico Institute of Statistics’ purpose is to develop policy for the public
statistical function, coordinate the production of statistics of all government
entities, and require information from both the public and the private sectors
(Instituto de Estadísticas de Puerto Rico, 2020a).
North American Industry Classification System (NAICS): North
American Industry Classification System was developed in 1997 by the
governments of the United States, Canada, and Mexico to provide a standard
scheme for classification of companies. This classification allows
individuals to define the industries of information technology in a category
composed of four subcategories: industries of hardware, software
industries/services, communications and computer industries, service
industries communications (U.S. Census Bureau, 2017).
Puerto Rico Department of State’s Corporation Division: Puerto Rico
Department of State’s Corporation Division is a division of Puerto Rico
Department of State which is responsible for promoting the cultural,
political, and economic relations between Puerto Rico and foreign countries,
and other jurisdictions of the United States. People in this corporate division
carries out other administrative functions, such as publishing, certifying, and
selling copies of the laws and rules of the government of Puerto Rico (Puerto
Rico Department of State’s Corporate Division, 2020).
Assumptions, Limitations, and Delimitations
Assumptions
Assumptions are statements presumed to be true, often only
temporarily or for a specific purpose, such as building a theory (Leedy &
Ormrod, 2010). I assumed that data collected during interviews would
accurately reflect participants’ experiences. I assumed that the use of the
concept of strategies owners of mattress manufacturing firms in Puerto Rico
use to increase the demand for mattresses was universal across industries,
cultures, and organizations. I also assumed that data collected from
participants would assist in answering the overarching research question.
Additionally, I assumed that owners of mattress manufacturing firms were
willing to participate in the study and that documents for review would be
accessible.
Limitations
Limitations are areas over which the researcher has no control
(Roberts, 2010). A limitation of this study was that only a few owners of
mattress manufacturing firms participated in this study. Conducting a study
at a few organizations prevents the application of findings across the
mattress manufacturing industry. Furthermore, the time limit for interviews
was another limitation of the study.
Delimitations
Delimitations are set by the researcher to refine the scope of research
by identifying the exclusions from the study (Yang & Kenagy, 2011). In this
study, I conducted in-depth semistructured interviews with only three
owners of mattress manufacturing firms in Puerto Rico. I interviewed only
participants meeting the established participant eligibility criteria. The three
owners of mattress manufacturing firms had successful experience in
increasing the demand for mattresses.
Significance of the Study
In this study, I intended to address one of the most significant
challenges facing Puerto Rican mattress business owners today, which was
the reduction in the demand of mattresses. This study contributes to
improving productivity and organizational performance in Puerto Rico’s
mattress manufacturing sector by identifying and exploring strategies
owners of mattress manufacturing firms in Puerto Rico used to increase the
demand for mattresses and for enabling beneficial social change.
Contribution to Business Practice
The contribution of this study to mattress manufacturing owners in
Puerto Rico is to acquire sustainable business practices. This study’s
findings may be used by Puerto Rican owners of mattress manufacturing
businesses to gain a better understanding of the current market to increase
the demand for mattresses. The contribution to business practice is that this
study’s findings may result in owners of mattress manufacturing businesses
increasing their skill set regarding mattress manufacturing in Puerto Rico.
Owners of mattress manufacturing firms may use the findings from
this study to develop strategies for transferring knowledge and skills to new
and future mattress manufacturing owners. The mattress-manufacturing
decision makers may use the findings from this study to create strategic
plans that lead to an increase in the demand for their product. Owners of
mattress manufacturing firms could provide improved labor and preparation
strategies and processes improving performance for business growth and
survival.
Implications for Social Change
The implications for social change may include enabling owners of
mattress manufacturing firms in Puerto Rico to include the use of
environmentally friendly raw materials to manufacture mattresses, which
can reduce the mattress manufacturing costs, allowing community members
to financially afford mattresses. Owners of mattress manufacturing firms
may use this study’s findings to gain a better understanding of the utilization
of existing human resources and planning for the transfer of knowledge and
skills to a new generation. The findings from this research study could be
used by individuals to engage in proper planning for industrial maintenance
to avoid sudden operational closing that would negatively affect
communities and surrounding neighborhoods. Additional implications for
positive social change may include increasing revenues that can translate
into a larger tax base that local governments might use to implement
community-based projects, reducing unemployment, creating new jobs, and
developing an awareness of the importance of replacing an old mattress with
a new one to obtain the key health benefits of a new mattress.
A Review of the Professional and Academic Literature
I reviewed the literature on the strategies owners of mattress
manufacturing firms in Puerto Rico use to increase the demand for
mattresses published in various journals and seminal scholarly books.
Google Scholar, linked to the Walden University Library’s website, served
as the primary source for accessing journal articles. The Walden University
Library allows students access to various databases. Databases used to
obtain literature for this study included Academic Search Complete,
Business Source Complete, ABI/INFORM Complete, Emerald Management,
Sage Premier, and ProQuest Central. I also accessed various open journals
to obtain literature related to strategies owners of mattress manufacturing
firms in Puerto Rico use to increase the demand for mattresses. AOSIS
OpenJournals provides open access to peerreviewed scholarly journals from
various academic disciplines. Similarly, ScienceDirect provides both tolled
and open access to a full-text scientific database containing journal articles
and book chapters. In some instances, I accessed government websites to
obtain information about strategies owners of mattress manufacturing firms
in Puerto Rico use to increase the demand for mattresses.
The strategy for searching through existing literature entailed the use
of keywords and phrases in the various databases listed above. I applied
filters to database searches to narrow down the search results. These filters
included specific keywords, a specified period, and specific databases. When
using Google Scholar, I gave preference to articles published in or after
2018, ensuring the literature is topical and relevant. Secondly, I gave
preference to articles that were available in the Walden University Library.
The keywords and phrases I used in my search were demand, sales
strategies, management, changes in raw material, sustainability,
management crisis, and production-inventory system. Crossref and Ulrich’s
Periodicals Directory are tools to verify that literature is peer-reviewed.
There are 290 references in this study; 276 of the references are scholarly
peer-reviewed articles representing 96% of the total. In addition, there are
seven books representing 2% and five government website representing 2%
of the total. Of the total number of references in this study, 185 (64%) were
published within the 2018-2022 period. The literature review includes 63
references. The publication date for 41 (65%) of these references is within
the 2018 to 2022 period. In addition, 63 (100%) of the sources cited in the
literature review are peer-reviewed journal articles and exclude websites and
nonscholarly articles.
Literature Review Organization
The literature review section has several subsections. It begins with an
introduction, which includes information about the strategy for searching the
literature, the frequencies, and percentages of peer-reviewed articles as well
as publication dates. In the next section, I focus on the application of the
literature to the research question and include a brief description of the
purpose of the study. Throughout the literature review, I realized I have a
topic that was never studied before and that there are no previous studies to
compare and contrast different points of view and relationships between
previous research and findings with this study.
The first topic, strategic analysis, includes a critical analysis and
synthesis of the conceptual framework I selected for my study, which is the
strategic management theory, using supporting and contrasting theories from
relevant literature on the topic of strategies owners of mattress
manufacturing firms in Puerto Rico use to increase the demand for
mattresses. Some of the supporting and contrasting/rival theories are
contingency theory, transaction cost, and agency theory.
The second topic, Puerto Rico’s mattress manufacturing market, starts
with a brief overview of the development of strategies owners of mattress
manufacturing firms in Puerto Rico use to increase the demand for
mattresses. I discuss the market demand, various definitions, antecedents,
and strategies used to increase the demand. The third and final topic for
discussion is strategic implementation. The topic includes a general
discussion about managing the supply chain.
Application to the Applied Business Problem
The purpose of this qualitative multiple case study was to explore the
strategies that owners of mattress manufacturing firms in Puerto Rico use to
increase the demand for mattresses. Developing an understanding of such
strategies required a qualitative approach, more specifically an exploratory
multiple case study. The findings from this study might reveal the strategies
owners of mattress manufacturing firms in Puerto Rico use to increase the
demand for mattresses from a group of owners’ perspectives.
The findings of the study may be used to develop appropriate
strategies for owners of mattress manufacturing firms in Puerto Rico to
identify strategies that they may use to increase the demand for mattress
effectively. Once an understanding of the underlying meaning emerges,
appropriate strategies might equip leaders with the skills to improve
strategies owners of mattress manufacturing firms in Puerto Rico use to
increase the demand for mattresses. Individuals could use the findings from
the study to improve business practice by identifying appropriate strategies,
leading to increased productivity and organizational competitiveness.
The potential for social change rests in the development of strategies owners
of mattress manufacturing firms in Puerto Rico use to increase the demand
for mattresses and personal well-being.
Strategic Management Theory
In this subsection, I present a critical analysis of strategic management
theory, which was the conceptual framework for this study. Strategic
management characteristics include the process, which involves strategic
perspective; that is, managers following strategic management are able to
recognize and analyze the strategic topics of the organization and know the
objectives of the organization to choose the most suitable strategy (Pan,
2021). Leaders use strategic management to have a leadership improvement
with the features of visionary imagination and integrity, systems thinking,
adaptability, creativeness, and entrepreneurship (Valmohammadi &
Shahrashoob, 2022).
El-Haddadeh et al. (2021) examined the association among three
contingency factors, including perceived environmental uncertainty,
advanced manufacturing technology, and CEO characteristics and their
impact on strategic management accounting techniques and performance. El-
Haddadeh et al. presented strategic management accounting as an
endogenous construct in the model. The dependent factor in this model is
firm performance. The fundamental principle of contingency theory holds
that firm performance depends on the proper fit between the structure, which
is the use of strategic management accounting, and context, which includes
the contingency variables.
El-Haddadeh et al. (2021) noted there is a positive relationship
between the extent of adoption of strategic management accounting
techniques and firm performance. With its focus on strategic management
accounting, El-Haddadeh et al. contributed to broadening the literature on
improving organizational effectiveness. To improve performance, leaders of
smallmedium enterprises (SMEs) should devote attention to their use of
strategic management accounting, adopting different practices that best
tailored to their specific circumstances. The framework includes three
factors that have a significant effect on the use of advanced management
accounting principles in SMEs: perceived environmental uncertainty,
advanced manufacturing technology, and CEO characteristics.
MacLennan and Markides (2021) described the applicability of
strategic management resource-based theories (RBTs) to the five project
management process groups. Mapping the fundamental concepts of each
theory to the process groups is the first step in the development of a
framework that synthesizes the strategic management and project-based
management literature. Researchers conducting project management
research studies have recognized the problem of resource allocation across a
portfolio of projects in a dynamic environment where there is competition
amongst other internal projects. Organizational leaders attempt to manage
the resource requirement according to the level of priority attached to the
project. In managing resources, the organizational leaders must evaluate the
value of a particular set of resource capabilities based on the market context
within which a firm is operating.
Constraints exist in all stages of a project and include time, cost,
scope, quality, risks, and resource availability. Project managers need to
monitor critical constraints continually and to identify opportunities where
project managers can remove or mitigate constraints. The success of a
strategy occurs when the strategy and operational tactics are in alignment
(MacLennan & Markides, 2021).
Tran and Herzig (2022) presented the resource base view (RBV) that
reflects the emergence of strategic management as an independent discipline
and represents the principal contribution of the strategic management
discipline, which is the explanation of the existence, performance, and
strategic decisions of firms’ leaders. Leaders use the RBV theory to shift
attention to the firm and suggest that competitive advantage achieved when
idiosyncratic and difficult-to-replicate resources allow firms to offer better
quality or reduce costs, beating the competition. The values, managerial and
technical systems that triggered innovation are embedded in the organization
and may turn into core rigidities, which hamper future innovation. These
capabilities are difficult to change, as they include a pervasive dimension of
values; however, organizations must constantly and actively seek to redefine
their core capabilities in dynamic environments (Tran & Herzig, 2022).
Tran and Herzig (2022) identified further challenges related to finding
the critical constructs for measurement in the new competitive landscape.
The current economic crisis raises questions about the fundamental
approaches of strategy research, methods, and major issues researchers
addressed to date. The research strategy is fundamentally about explaining
sustained differences in firm performance over time. The most important
dependent variable in most strategy studies to date has some dimension of
performance, typically financial performance (Tran & Herzig, 2022).
Ada et al. (2022) stated that leaders could use certain models of
strategic management in different types of public organizations. To consider
the model of strategic management to use is the conditions under which
generic strategic management models become more applicable to specific
types of public organizations. Ada examined two influential strategic
management theories found in business organizations. The first one is
Porter’s (1985) strategic positioning model, which focuses on the choice of
strategy and position in the market to exploit market imperfections. The
second one is the RBV strategy, which focuses on developing and exploiting
the organization’s resources. Ada et al. explained that the possibility of
using strategic management models in public organizations depends on the
models’ core features. To help understand the core features, Ada suggested a
classification scheme that has three dimensions: the degree of administrative
autonomy, performance-based budgeting, and market-like competition. Ada
proposed that the use of different strategic management theories depend on
the type of public organization and that organizations might also
conceivably be open to alternative forms of strategy such as cooperative
strategy.
Trigos and López (2020) noted that, in the public sector, individuals
extensively use strategic planning, bundled with certain other schools of
thought, despite tendencies to downplay formal, mechanistic planning in
contemporary strategic management theory. Policy formulation, planning,
and budgeting have for a long time been important activities in the public
sector. By the early 1980s, public sector organizations also started to use
strategic management concepts and techniques. Today, strategic
management is common in the public sector in many countries and across
different tiers of government.
Trigos and López (2020) postulated that strategic management is
important for organizational improvement because of its effects on
organizational adaptability, performance, and legitimacy. Many factors are
important to an organization’s ability to adapt to changing circumstances,
improve services, create value, and sustain support. These factors include
environment, regulation, funding, technology, organizational structure, and
strategy. Strategic management tools, such as the balanced scorecard and
strategy mapping, are especially important in public management because
such tools can operationalize public value for different stakeholders (Trigos
& López, 2020).
Vukile and Portia (2022) studied the strategic management field, using
meta-analysis to synthesize prior work on many topics, including the
performance implications of strategic resources, configuration membership,
and strategic leaders. However, researchers used metaanalysis to assess one
element of a theoretical model at a time, typically through a bivariate
correlation coefficient. The insights derived from such analyses can help
inform the boundaries, structure, and shortcomings of theoretical models
while also enabling Vukile and Portia to determine the explanatory and
predictive adequacy of theories in advancing knowledge in the
field.
Globocnik et al. (2020) determined the following central question in
strategic management that centers on the value added of the strategic
leadership of the firm: Are strategic leaders, which generally include board
of directors, chief executive officer (CEO), and top management team,
responsible for the differences in a firm’s performance? The association
between strategic leaders and firm performance has become one of the most
studied relationships in strategic management. Globocnik et al. found an
additional reason to consider expanding the structure of the leadership model
to include the more complex mediating relationships specified in the
conceptual frameworks.
Bokhari et al. (2020) conducted research in strategic management
focusing on finding strategies and attributes that enable an organization to
outperform its competitors. A common challenge facing strategic
management researchers is to identify the leading competitors objectively
and assess the reasons for competitors’ superiority. Bokhari et al. found that
the strategic management literature includes a diverse array of objectives and
actions regarding the creation of a competitive advantage. As a consequence,
Bokhari et al. claimed that researchers face a range of performance measures
that relate to various aspects of corporate activities, including accounting,
finance, operations, marketing, and corporate social responsibility, lacking
clear guidelines to select valid measures for corporate performance. Bokhari
et al. introduced the two most prevalent frontier methodologies, which are
Stochastic Frontier Analysis and Data Envelopment Analysis, and offered a
comparative discussion regarding the strengths and limitations of these two
approaches. Bokhari et al. encouraged strategic management researchers to
explore the use of frontier methodologies in a variety of areas of study.
Bokhari et al. (2020) postulated the degree to which statistics in
research on strategic management allow researchers to provide meaningful
evidence for decision making. Bokhari et al. addressed the need for
empirical evidence for decision making by exploring the extent to which
researchers use the term scientific apophenia in research on strategic
management to provide meaningful evidence for decision making. Bokhari
et al. defined apophenia as the assigning of inferential meaning when limited
statistical power should have prevented such a conclusion or when the data
are random. Bokhari et al. concluded that scientific apophenia is a serious
problem in the literature on strategic management. Bokhari et al.
recommended replication of empirical studies to ensure that they provide
evidence for scientific apophenia in empirical research.
Colvin and Carmona (2020) described that building theory in strategic
management research involves representing real phenomena in stylized or
idealized ways by suppressing some potentially relevant real phenomena
while highlighting other real phenomena. In fact, critical discussions in
strategic management include assumptions, which have been a driver of
theoretical advancement in strategic management by modifying existing
assumptions and introducing new ones. Modified or new assumptions
typically imply that the scope of a theory changes and new predictions
derive. If such new predictions survive empirical testing, theoretical
advancement occurs (Colvin & Carmona, 2020).
Colvin and Carmona (2020) noted that building of new theory is an
important determinant of success in strategic management research.
Successfully building a new theory usually involves introducing new and
different assumptions typically because adequately addressing a hitherto
unexplained phenomenon makes building a new theory necessary. Hence, it
is not surprising that discussion and controversy in strategic management
often concern what is good, bad, useful, less useful, realistic, and unrealistic
(Colvin & Carmona, 2020).
Agyapong et al. (2021) focused on wicked problems as the
decision environment for strategic management. Wicked problems cover
such diverse topics as climate change, low costhealthcare, terrorism,
security, extreme income disparity in a world of trade liberalization, inner
city poverty, white collar crime, and cyber-crime. Other management
problems are numerous, the hidden and real cost of waste management,
volatile global supply chains, moral hazards in financial markets, and the
organizational ecosystems to provide social justice in an era of ethnic
nationalism. These issues are challenging but rarely inflict high risks for
corporate misdemeanors (Agyapong et al., 2021).
Agyapong et al. (2021) concluded that conventional strategy
management models presume reasonable stability in the task environment,
the feedback mechanisms, information and social relations, and the
organizational design features that weaken the direct participation of those
decision makers who make strategic choices. Wicked problems fact of life in
a global world, changing the nature of strategic management, which faces a
deep paradox that define an environment of unprecedented interdependence,
yet unpredictable forces of chaos and volatility. Strategic management now
faces the prospect of a dramatic shift away from reasonable deterministic
models to address uncertainty (Agyapong et al., 2021).
Knott and Thnarudee (2022) postulated marketing as a part of
strategic management. The basis of strategic management of consulting
companies is a creation of vision, mission, and goals that altogether with the
analysis of the external and internal area shall allow the selection of an
appropriate strategy and its implementation, supported by the control
process. The most important activity of the managers of the consulting
company is making decisions, often understood as the body of strategic
management. Knott and Thnarudee demonstrated that marketing is one of
the most important functional areas in business in terms of strategic planning
and organizational performance. This is an important topic to examine
because criticisms emerged regarding the usefulness of business schools and
business education. Knott and Thnarudee examined the extent to which the
popular capstone strategic management course today provides business
students with a practical, multidisciplinary, integrative understanding of
business strategy. Knott and Thnarudee found a need for the capstone course
to emphasize business practice strategic planning and strategic-management
theory.
Bromiley and Rau (2022) studied the fundamental determinants
for the strategic management of manufacturing network. Network
configuration management comprises decisions on the potential competitive
advantage. Bromiley and Rau found that it is insufficient to understand only
the strategic role of each plant within a network for its strategic
management. Bromiley and Rau noted it is important to understand the
extent that key plant managers’ decisions are centralized as different
strategic plant roles and may require different degrees of local management
autonomy. Thaher and Jaaron (2022) explored the basic principles and
introduction of the Hoshin Kanri strategic management system, as it relates
to the management practices in manufacturing SMEs. Thaher and Jaaron
described an important part of such formalization is the introduction of a
strategic management system, such as the validation of strategy development
and implementation. Both the formalization inherent in the strategic
management system and the way the system is introduced infers severe
disruptions from traditional management practices in the company.
Consequently, the choice of strategic management system and the design of
the introduction phase are crucial for future success. Thaher and Jaaron
suggested that the successful introduction of a strategic management system
in manufacturing SMEs has to balance the inherent level of formalization
therein with the individual company’s management practices. Based on the
Hoshin Kanri strategic management system, Thaher and Jaaron proposed an
iterative and cumulative experience-based process as an alternative approach
to the introduction of the strategic management system, matching
differences in management practices.
Chin et al. (2021) noted that the generic search for value shaped
the evolution of both the theory and practice of strategic management. Chin
et al. presented making value as one of the most complex and dynamic
determinants and metrics of the strategic competitiveness of the firm. Chin
et al. described the concept of value as a common but complex presence in
almost any approach regarding businesses, as well as their processes and
performances. Chin et al. stated that the process of strategic management
and, particularly the strategic decisions, is responsible for the long run of a
firm. Chin et al. concluded that researchers need to continuously search for
the best answers to lead firms to competitive advantage and strategic
competitiveness. Chin et al. found connections among the meaning of
strategic management, development of enterprise, and balanced
development.
Akeke et al. (2021) described that manager develop their business
organizations only when managers are able to gain and retain a competitive
advantage. Akeke et al. noted managers must balance the functions of all
subsystems within the business organization, including the business
organization’s environmental factors, to achieve strategic development. In
this development, Akeke et al. suggested that the strategic positions for
development of strategic plans, projects and programs represent directions of
development of the enterprise provided by strategic management. Taking
into consideration the continuous process of dynamic environment changes,
Akeke et al. recommended individuals to determine the new factors of
influence on the development of enterprise, develop the effective
mechanisms of adaptation of enterprise development to the changes of
environment, and apply recommendations of modern scientific researchers.
Petrou et al. (2020) presented new dimensions of strategic
management renewal orientation. Petrou et al. defined strategic management
renewal orientation as the ability of a firm to refresh or replace the qualities
of the firm. Petrou et al. noted that strategic management renewal orientation
is an important strategy that the leaders of the firms may use to respond to
change in business operations in many competitive environments. Petrou et
al.
concluded that firms with strategic management renewal orientation tend to
achieve competitive advantage over rivals. Murphy and Seriki (2021)
postulated approaches to the theory of the firm developed within the
framework of strategic management. Murphy and Seriki stated that
management consists of different branches connected to their own economic
theory and focused on solving different problems, including general,
strategic, production, and personnel management. Strategic management,
according to Murphy and Seriki, involves solving key problems in a firm’s
activity, the choice of business in which the firm will engage, and the choice
of competitive strategy that will allow the firm to profit. These problems
relate to fundamental issues of scope and structure of the economic theory of
the firm. Murphy and Seriki concluded that the structure of the economic
theory of the firm includes the management approach.
Nahum and Carmeli (2020) examined current strategic
management textbooks used in Universities and noted that strategic
management now places an increasing emphasis on cooperative strategies,
including strategic alliances and tacit collusion, as avenues toward the goal
of a sustainable competitive advantage. Nahum and Carmeli described that
modern strategic management textbooks do not focus much on antitrust.
Nahum and Carmeli stated that authors of strategic management textbooks
have begun to pull away from teaching students that maximizing the wealth
of the firm’s shareholders should be the sole objective, thereby challenging a
fundamental assumption of antitrust analysis. Nahum and Carmeli concluded
that strategic management continues to play an important role in all
accredited business schools. Lembinen (2018) described strategic
management accounting as a relatively new concept on the crossroads of
strategy, accounting, and marketing. Lembinen defined strategic
management accounting as an approach that lies at the interface between
strategic management and accounting. Lembinen noted that the concept of
strategic management accounting requires management to focus on
performance measurement using strategic rather than tactical indicators.
Lembinen concluded that strategic management accounting is unique
because of its focus on providing information relevant to evaluating a firm’s
competitive position in an industry, with an emphasis on customers and
competitors as externally located objects of management accounting
analysis.
Esmaeili (2015) described that managers using strategic
management obtain efficient solutions to solve the problems of their
organizations through dynamic, provident, holistic, and contingent
principles. Esmaeili noted that managers use strategic management to
develop better strategies for the survival of organizations by taking
advantage of more regular and logical methods. Esmaeili postulated that
managers use strategic management to improve the socioeconomic status of
organizations by collecting data about the status of the rival companies,
market, prices, distributors, government, and all people related to the
organization. Esmaeili concluded that strategic management developed in
environmental challenges and competitions, thus it can perform in other
fields of management since it involves strong principles and criteria. Munck
and Tomiotto (2019) stated that strategic management and organization
theory are about how firms strategically manage competing pressures,
similarities, and differentiations from their organizational peers. Munck and
Tomiotto described strategic management as the way managers cope with
the contingent disparities associated with creating and maintaining a
distinctive yet legitimate strategic position that maximizes firm performance.
Munck and Tomiotto stated that managers use strategic management in
organizations to evaluate the organizations’ strengths and weaknesses.
Munck and Tomiotto concluded organizational leaders use strategic
management to drive a renewed strategy where the result is a richer
understanding of a firm’s performance.
Westphal et al. (2021) defined the strategic demand
management as the process of matching the supply with the demand
requirements. Westphal et al. noted that managers using demand
management strategies take the customer requirements and synchronize the
sourcing, manufacturing, and distribution activities of the organization.
Westphal et al. described that the managers using demand management
strategies translate the customer’s value into product offerings aligned with
supply chain capabilities. Westphal et al. concluded that the objectives of the
demand management are to reduce demand variability and increase
flexibility to respond rapidly to demand variability.
Other Supporting and Contrasting Theories
Liu et al. (2022) defined the purpose of strategic planning as
those decisions that will lead to an increase in the value of the company by
using different mechanisms for creating a competitive advantage that will
ensure the realization of economic benefits not available to other companies
in the industry. Liu et al. mentioned that strategic planning has the following
stages: analysis of internal and external environment; SWOT analysis;
creation, selection, and evaluation of strategic alternatives; selection of
strategic alternatives; and implementation of the strategy in practice. Liu et
al. noted that strategic management planning is a continuous process
involving business unit. This is the process of developing and implementing
strategies based on continuous analysis, monitoring and evaluating changes
in the organization to maintain its survival.
Liu et al. (2022) concluded that strategic planning involves analyzing,
collaborating, and overcoming the problems faced by the organization due to
changes in the environment. Cengiz Toklu et al. (2016) described that
strategic planning is a vital management tool for projecting the long-range
business goals and is suitable for small and big businesses. Cengiz Toklu et
al. noted that to perform the strategic planning effectively, organizations
should determine their strengths and weaknesses. Cengiz Toklu et al.
claimed that organizations need to produce appropriate action plans to
overcome these weaknesses and prioritize the action plans using limited
resources. Cengiz Toklu et al. concluded that to help organizations in the
strategic planning process, a planning model is available that includes four
steps, which are determining opportunities to improvement areas,
determining the root cause, developing action plans for each root cause, and
determining priority of open-to-improvement areas.
Colla and Santos (2019) described that a firm needs a strategic
thinking leader with the ability to understand the overall organization and
the complexity of relationships that occur between subsystems and
interactions with the outside world. Colla and Santos noted that managers
with strategic thinking through creativity and innovation build a vision of the
future of the organization. Colla and Santos referred to strategic thinking as
a different management activity. Colla and Santos reported that business
leaders think strategically to discover unique, imaginative strategies. Colla
and Santos concluded that strategic thinking involves three different
activities: collecting information, formulating ideas, and planning actions.
Each activity requires different thinking skills. Johnson (2022) stated that
strategic thinking is a managerial strategic capability that allows managers to
understand their ability in predicting and controlling future events and
distinguishing them. Johnson described that managers focus on strategic
thinking to have the appropriate capacity to deal with future problems.
Johnson claimed that managers promote strategic thinking to pay more
attention to a series of items, review the organization’s situation, andgain a
competitive advantage in the future market. Managers revise the way they
use resources. Johnson postulated that managers using strategic thinking
achieve the desired model of strategic planning in a logical and systematic
manner. Johnson concluded that in strategic thinking, intuition and creativity
help administrators to achieve a combination of patterns and different
strategies.
Wolf and Floyd (2017) stated that strategic planning has a major role
in strategy development, including the manner which organizational leaders
formulate major problems, set objectives, analyze alternatives, and choose a
strategy. Wolf and Floyd noted that managers use strategic planning as an
essential mechanism for the integration and coordination of organizational
decision-making processes. Wolf and Floyd described strategic planning as a
series of logical steps that includes the definition of the mission statement;
long-term goals; environmental analyses; and strategy formulation,
implementation, and control. Wolf and Floyd concluded that strategic
planning involves a periodic process that provides a structured approach to
strategy formulation, implementation, and control.
Market Demand
Jabbarzadeh et al. (2017) presented the demand variation as a primary
source of operational uncertainty in supply chains. Jabbarzadeh et al. stated
that unaddressed demand fluctuations in supply chain planning results in
reduced service level and loss of market share. Jabbarzadeh et al. stated that
another source of complexity in real world production and distribution is the
availability of actual supply chain and demand data. Jabbarzadeh et al.
focused on tackle upstream and downstream supply-chain uncertainties,
including demand fluctuations and supply variations. Jabbarzadeh et al.
examined that, in most markets, demand can be erratic with several peaks
and troughs throughout the year. Jabbarzadeh et al. noted that such
variations are amplified upstream supply chain due to bullwhip effect.
Jabbarzadeh et al. claimed that the immediate drawbacks include the
dramatic increase in inventory levels, delayed deliveries, and subsequent
effects on supply cost and service level. Salem and Haouari (2017)
postulated that individuals involved in supply chain network design deal
with strategic decisions, such as deciding on the number, location,
capacities, and technologies of future facilities, changes to existing facilities,
and supplier selection. Salem and Haouari examined the uncertain demand
management that includes strategies, such as shifting demand across time,
changing demand across markets, and shifting demand across products.
Salem and Haouari defined supply chain uncertainty as decision-making
situations in the supply chain in which the decision-maker does not know
what to decide as is indistinct about the objectives. Salem and Haouari noted
that supply chain uncertainty results in a lack of information about the
supply chain or its environment and the processing capacities, requiring
more effective control actions.
Allhidan (2021) noted that demand-supply mismatches damage a
company’s financial performance. Allhidan explained that managers need to
evaluate the demand and supply risks as an increasingly important objective
for sourcing. Allhidan found that the first sourcing decisions in demand
uncertainty expose a company to severe risks, such as the delay of a critical
new product launch or large excess inventory, which may lead to
bankruptcy. Allhidan recommended the restructure of possible dependence
between demand and supply uncertainty. Qiu and Wang (2016) presented
that a manager’s design and implementation of a supply chain system is
crucial to an organization’s success because of the increasing market
competition. Qiu and Wang found that when managers design and
implement an efficient supply chain network, managers quickly respond to
the customers’ demands and achieve the success of the supply chain. Qiu
and Wang stated that supply chain network design incorporates both
strategic and tactical decisions on the number, location, capacity, and
mission of the supply, production, and distribution facilities required to
provide goods to a customer base. Qiu and Wang suggested that various
sources of uncertainty, such as demand and supply interruptions, affect
strategic and tactical decisions.
Guseinov (2021) claimed that demand uncertainty affects the
manager’s resource commitments that influence the mix of fixed and
variable costs in the short-run cost structure of the firm. Guseinov studied
whether firms that face greater demand uncertainty tend to have a less rigid
cost structure with lower fixed and higher variable costs or a more rigid cost
structure with higher fixed and lower variable costs. Guseinov concluded
that leaders of firms choose a higher capacity of fixed inputs when
uncertainty increases to reduce congestion costs and that higher capacity
levels imply a more rigid short-run cost structure with higher fixed and
lower variable costs. Hançerlioğulları et al. (2016) postulated the inventory
theory and explained that demand uncertainty is a major reason for carrying
inventory. Hançerlioğulları et al. noted demand uncertainty increased in
recent years due to lengthening supply chains, global recession, and
macroeconomic events. Hançerlioğullari et al. identified the demand
uncertainty as one of the key sources of variability in any supply chain;
therefore, failure to account for major demand fluctuations may either lead
to unsatisfied customer demand and loss of market share or excessively high
costs. Hançerlioğulları et al. concluded that the demand uncertainty has a
significant negative effect on the inventory turnover rate.
Mykola and Inna (2020) studied the supply and demand uncertainties
in the determination of the production-sales policy. Mykola and Inna
proposed that developing an appropriate production-sales plan requires a
deep understanding of the diffusion dynamics and necessitates a joint
analysis of the impact of supply and demand uncertainties on future sales.
Mykola and Inna noted that manufacturing systems include significant
uncertainties that affect the production and supply levels for the new
product. Mykola and Inna defined the lack of historical sales data as a high
level of uncertainty associated with demand forecasts. Mykola and Inna
established that the demand for new products depends on the randomness
due to disturbances in the market caused by economic and financial
conditions, technological improvement, and competition. Guo and Lyu
(2021) stated that demand uncertainty arises from demand volatility,
inaccurate demand forecasting, processes, production uncertainty that may
result from the unreliability of the production process. Guo and Lyu noted
that the poor supplier performance associated with late deliveries or faulty
parts is the cause of machine breakdowns and supply uncertainty. Guo and
Lyu concluded that demand uncertainty is important because it directly
affects production planning and supply schedules over time.
Ali et al. (2018) defined demand as the key driver for the proper
functioning of the supply chain. Therefore, demand disruption significantly
influences all agents in the chain. Ali et al. stated that demand disruption
could occur due to loss of major customers, innovative competitors, and
inaccurate forecasting. Ali et al. described that the disruptions caused by
natural and human-made actions introduced shocks into the supply chain
systems and could paralyze the supply chain. Ali et al. recommended
managers to revise the original production, purchase, price, and market plans
to respond to, or compensate for, the demand disruption. Troise et al. (2022)
described that the production cost and demand disruptions are the difference
between the estimated and real values used to make the original plan. Troise
et al. noted the production cost has a close relationship with demand and,
because the production cost disruption drastically affects retail prices,
production cost disruption causes demand disruption. Troise et al. concluded
that when the demand and production costs disrupt simultaneously, minor
changes occur in optimal prices and the total supply chain’s profit.
Leyesa et al. (2020) described that costs and demand disruptions
impact consumers, retailers, wholesalers, and manufacturers in an entire
supply chain. Leyesa et al. postulated that managers need effective models
and coordination mechanisms for the supply chain to handle cost and
demand disruptions. Leyesa et al. claimed that the manufacturer’s original
production plan could tolerate a certain degree of disruptions in cost and
demand and still retain a certain degree of robustness. Leyesa et al.
established that when the cost and demand change within certain thresholds,
it is acceptable for the supply chain leaders to keep the original production
plan and for adjustments in prices alone to compensate the deviation costs.
Leyesa et al. stated the disruptions might have a significant effect on the
revenue-sharing contract, including the order quantities, wholesale prices,
and revenue share. Lampaki and Papadakis (2018) described that demand
disruptions greatly affect the participants of a supply chain, negatively
affecting the performance of a supply chain significantly and causing
irreversible losses. Lampaki and Papadakis declared that retail price and
non-price marketing effort from manufacturers and retailers affect the
demand simultaneously. Lampaki and Papadakis proposed that when the
demand changes substantially, the manufacturer reduces the wholesale price
and bears more the non-price marketing effort as incentives to get revenue
sharing from the retailer. Lampaki and Papadakis concluded that the
manufacturer and retailers have to choose the appropriate revenue
parameters to ensure an incentive to supply the product in adequate
quantities and in a timely manner.
Kopylchak (2019) described a supply chain resilient to supply or
demand interruptions and facility disruptions whose risk of occurrence and
magnitude of impact mitigated through fortification investments. Kopylchak
defined two types of risks facing supply chains: operational risks and
disruption interruptions cause operational risks, such as uncertain customer
demand, uncertain supply capacity, and uncertain procurement costs.
Kopylchak presented a hybrid robust optimization model for designing a
supply chain resilient to supply or demand variations and major disruptions
whose risk of occurrence and magnitude of impact can mitigated through
facility fortification investments. Kopylchak concluded that the objective of
the proposed model is to minimize the total cost of establishing the network
while maximizing the supply chain resilience.
Syahchari et al. (2020) studied risk and disruption management that
become an important topic in supply chain research. Syahchari et al. noted
the risk factors involved in supply chain systems are disruption in
production, supply and transportation, and uncertainty in demand and
supply. Syahchari et al. categorized disruption management strategies into
three main groups, which are mitigation strategies, recovery strategies, and
passive acceptance. Syahchari et al. noted that disruption is a concern in
production and supply chain environments because companies may face
financial and reputation losses from such events. Syahchari et al. concluded
that, due to disruption, the entire plan of an organization can distort causing
shortage of goods and unfulfilled customer demand. Samimi et al. (2022)
presented that many events can disrupt the supply chain, including natural
disasters, bankruptcy, strikes by workers, terrorist attacks, and policy
failures. Samimi et al. noted that demand disruptions affect all participants
of a supply chain, affecting the performance of a supply chain significantly
and causing irreversible losses to the supply chain. Samimi et al. considered
the impact of a dominant retailer on the market retail price and its sales
promotion opportunity and examined how the manufacturer can coordinate
such a supply chain by revenue-sharing contract after demand disruption.
Samimi et al. concluded that the changing demand may contribute to the
shift of market scale.
Strategic Implementation
Alhamad (2021) investigated the management strategies that
contribute to mitigating operational and disruption demand. Alhamad
described that the system’s stability, recovery time, and demand shock
amplification are performance metrics when the supply chain is under a
demand disruption. Alhamad noted that when individuals assess operational
risks, individuals take the magnitude of the bullwhip effect the metric.
Alhamad defined bullwhip effect as the phenomenon in which the
customer’s orders exhibit an increase in variability when moving up the
supply chain, even when the actual demands of customers are stable over
time. Schaedler et al. (2022) studied the competition between two supply
chains that are subject to supply uncertainty. Each supply chain consists of a
retailer and an exclusive supplier. Schaedler et al. examined the manner in
which the levels of supply uncertainty and competition intensity affect the
equilibrium decisions of ordering quantity, contract offer, and centralization
choice. Schaedler et al. noted that a supply chain with a reliable supply could
take advantage of the high supply risk of its competing chain. Schaedler et
al. concluded that supply chain centralization is a dominant strategy,
resulting in better customers. Yu et al. (2022) studied the way managers
create more value from better managing their upstream supply chain
sourcing via empirical studies and analytical models. Yu et al. noted that a
firm’s active management of raw material sourcing could result in a more
efficient supply chain. Yu et al. defined raw material sourcing as a new
concept leaders of firms could use to create value from upstream sourcing
and recapture some of the value lost in the race to become a lean
manufacturer. Yu et al. concluded that managers need to change its supply
chain structure to initiate raw material sourcing for all its supplies and to
build closer relationships with its raw material suppliers.
Teece (2021) defined supply chain management as an
integrated approach to solving business problems and achieving inter-
organizational cooperation. Teece noted that a supply chain involves
collaboration and partnership with network partners, including suppliers,
thirdparty service providers, mediators, or customers. Teece described that
the supply chain managers focus not only on the basic criteria for evaluating
components and materials but with the solutions for reducing environmental
and social impacts. Teece noted that managers encourage sustainable supply
chain practices, as the eco-friendly way of handling returns, recycling,
remanufacturing, and adequate waste disposal. Teece presented the
sustainable supply chain elements as crucial for business performance. Ali
(2021) studied the role of demand management in achieving supply chain
agility through a multi-disciplinary review. Ali recognized that
organizational leaders need to align their firms with the suppliers and
customers to streamline operations and, together, achieve a level of agility
beyond individual companies. Ali defined agility as helping firms to respond
in a timely and effective manner to market volatility and other uncertainties,
allowing firms to establish a competitive position. Ali recommended to
consider the constantly changing environment and the shift of competition to
a supply chain level. Ivanov et al. (2017) described the supply chain design
as the strategy for the selection of the suppliers and the allocation of
customers to distribution centers. Ivanov et al. claimed that uncertainty and
risks play a crucial role in both supply chain design and supply chain
planning decisions. Ivanov et al. studied streams on supply chain design and
planning with both disruptions and recovery considerations with the aim of
relating the existing quantitative methods to empirical research. Ivanov et al.
concluded that the operations and supply chain managers use quantitative
tools to determine the performance impact and to redesign supply chain
policies within rigorous analytical solutions.
Vann (2016) stated the importance of supply chain management
that increased over time as result of more intense global competition, shorter
product life, and rapidly changing technologies. Vann studied the design of
supply chain and the benefits of incorporating strategic cost management.
Vann claimed that by establishing partnerships with the members of the
supply chain from the initial supplier of materials and services through the
final consumer leads to timely product development, efficiency, and quality
improvements. Vann concluded that leaders use the supply chain integration
to achieve their strategic goals of improving their organization’s operational
and financial performance; reducing costs; increasing customer value and
satisfaction; and maintaining a competitive advantage in the marketplace.
Hammami and Frein (2014) postulated that in the redesign of the supply
chain, managers have to consider new potential locations and suppliers for
their production sites. Hammami and Frein revealed supply chain redesign
processes triggered by offshoring, expansion opportunities to new markets,
mergers, acquisitions, and strategic alliances.
Hammami and Frein (2014) developed a mathematical optimization
model for the redesign of supply chains in the global context. Hammami and
Frein recommended that managers use the proposed supply chain model to
undertake different logistics decisions, such as the opening and closing of
sites, location of production activities, capacity acquisition and relocation,
and selection of external suppliers. Signori et al. (2015) presented the
concept of sustainable supply chain orientation. Signori et al. stated that the
purpose of the sustainable supply chain is to maintain economic viability
with no harm to social or environmental systems. Signori et al. suggested
that an executive-oriented supply chain could develop capacity and become
a sustainability-oriented supply chain, if partnered with executives holding
that orientation, resulting in enhanced capabilities. Signori et al. concluded
that the firms’ managers that leverage their sustainability and supply chain
expertise in the marketplace are likely to follow a variety of paths depending
on their current and changing perspectives.
Hartwig et al. (2015) explained that the organizational leaders
acquire a strategic superiority in the organization’s supply chain to develop
new methods in areas such as manufacturing, flexibility, transportation, and
information technologies. Hartwig et al. noted that managers are key factors
in the organizational performance and in the success of the supply chain.
Hartwig et al. described that managers need to consider the strategic
management approach and that supply chain management has two
dimensions, which are the operational supply chain and the strategic supply
chain. Hartwig et al. defined the operational supply chain as the series of
primary and support supply chains designed to provide the inputs and
outputs that deliver products and services to the customers of any company.
Xiao and Qi (2016) considered a supply chain where the supplier determines
the lead time and the retailer determines the retail price. Xiao and Qui
described that under demand uncertainty, individuals using vendor-managed
inventory provide positive benefits to supply chain participants by reducing
inventory cost. Xiao and Qui studied the methods to coordinate the
manufacturer’s decisions and to determine the robustness of coordination
mechanisms under various scenarios. Xiao and Qui concluded that managers
focus on some insights of the distribution channel that will help both the
supplier and the manufacturer make the optimal operations and marketing
decisions.
Ucenic and Ratiu (2017) postulated that the capacity of the managers
on the supply chain to deliver the right product at the correct time and
location with minimum logistic cost is the definition of supply chain. Ucenic
and Ratiu postulated that managers delivering products with the required
quality in the specified quantities from customers’ orders constitutes supply
chain success. Ucenic and Ratiu noted that the final customer receives the
products and services at the minimum cost. Ucenic and Ratiu established
that the supply chain includes the overall performance of the processes,
which are part of the companies’ supply chain and that each product has its
unique supply chain. Ucenic and Ratiu recommended upstream and
downstream relationships between its activities and processes to provide the
design of the supply chain and to consider the changes in the components of
a supply chain that will impact its performance level.
Skippari et al. (2017) found that managerial cognitions that
emerge from private experiences and social interactions are unique to
individuals or teams. Skippari et al. studied the cognitive basis of
relationships between the supply chain members and their impact on the lack
of collaborative innovation. Skippari et al. described that the supply chain’s
failure to generate collaboration innovation that results from self-interested,
profit-maximization thinking, prevents realizing the benefits of supply chain
collaboration. Skippari et al. claimed that when managers, responding to
their supply chain members' innovation activity firms act based on
perceptions, the result is not an objective reality. Skippari et al. concluded
that organizational leaders faced significant difficulties in generating
innovations that would involve cooperation among supply chain members.
Roh et al. (2014) stated the effective implementation of a responsive supply
chain. Roh et al. noted that the responsive supply chain requires a careful
definition of a strategy regarding the product range, frequency, and
innovativeness of the product offerings. Roh et al. described that
organizational leader need to provide key implementation practices of
sharing information with customers and collaborating with suppliers. Roh et
al. postulated that to achieve success and proper implementation of a
responsive supply chain strategy, managers rely on the size of firms,
industry characteristics, and customer and supplier bases, rather than the
location of manufacturing firms.
Oelze et al. (2016) found that failure to manage supply chains
responsibly can have significant effects on firms’ reputation and financial
performance. Oelze et al. suggested that organizational learning is an
important factor for a successful implementation of sustainable supply chain
management. Oelze et al. found that the appropriate context of sustainable
supply chains for knowledge acquisition can take place through some
channels, including communicating with trade associations, consultants, and
public agencies and tracking of changes in the marketplace. Oelze et al.
suggested that knowledge acquisition is an important element of
organizational learning that can assist organizations in successfully
implementing sustainable supply chain management processes.
Transition and Summary
Section 1 of this qualitative case study included the background of the
problem; problem statement; purpose statement; nature of the study;
research and interview questions; conceptual framework; definitions;
assumptions, limitations, and delimitations; significance of study; and
literature review. The literature review section included an analysis and a
synthesis of existing literature used to support the research topic. The
literature review included a literaturebased description of strategic
management theory that included strategic implementation, market demand,
and supply chain management. The literature review section also included
other contrasting theories to strategic management theory. In Section 2, I
give an in-depth description of the research project. Section 2 includes the
purpose statement, role of the researcher, participants, research method and
design, population and sampling, ethical research, data collection
instruments, data collection techniques, data organization technique, data
analysis, reliability and validity, and transition and summary. In Section 3, I
present the research findings, applications to professional practice,
implications for social change, recommendations for action,
recommendations for for future research, reflections, conclusions, and a
summary.
Section 2: The Project
The decrease in demand for mattresses in Puerto Rico has led to a
decrease in the manufacturing of mattresses, costing mattress manufacturers
millions in losses (Instituto de Estadísticas de Puerto Rico, 2020a). The
purpose of this qualitative case study was to explore strategies owners of
mattress manufacturing firms in Puerto Rico use to increase the demand for
mattresses. Section 2 has several subsections, including the purpose
statement, role of the researcher, participant selection criteria, research
method and design, population and sampling, ethical research, data
collection instruments, data collection techniques, data organization
techniques, data analysis reliability and validity, and a transition into
Section 3.
Purpose Statement
The purpose of this qualitative multiple case study was to explore
strategies owners of mattress manufacturing firms in Puerto Rico used to
increase the demand for mattresses. The target population consisted of three
owners of mattress manufacturing firms in Puerto Rico with successful
experience in increasing the demand for mattresses. The implications for
social change may include increased revenue that could translate into a
larger tax base that local governments could use to implement community-
based projects. Additional implications for positive social change may
include reducing unemployment, creating new jobs, and developing an
awareness of the importance of replacing an old mattress with a new one to
obtain the key health benefits a new mattress may offer.
Role of the Researcher
Yin (2018) claimed that researchers have a primary role in the data
collection, which is to gain access to potential participants, establish a
relationship with participants, organize the entire research study process,
conduct the research study, collect data, analyze the data, and report the
findings. I collected data from interviewing participants and reviewing
organizational documents obtained an improved understanding of strategies
owners of mattress manufacturing firms in Puerto Rico used to increase the
demand for mattresses. I used additional sources of data as suggested by Yin
(2018), included company documentation and semistructured interviews.
Kull et al. (2018) stated that researchers become the primary research
instrument in their studies by controlling all aspects of the research study,
including data collection, data analyses, theme identification, and findings. I
became the primary research instrument in this study by managing all
aspects of this study, including data collection and analyzes, theme
identification, and study findings.
My previous experience as mattress manufacturer for 23 years
allowed me to obtain accrual information of strategies owners of mattress
manufacturing firms in Puerto Rico use to increase the demand for
mattresses. I have 28 years of experience working in the mattress industry,
which allowed me to better understand mattress manufacturers’ perceptions.
I was able to design the questions that could express and explain the
message the participants would like to share. The business experience within
the mattress manufacturing industry helped me in selecting the best suited
participants. I asked mattress manufacturing leaders to help me develop a list
of qualified candidates from which I selected three and offer an invitation to
participate in my study.
Researchers use ethical guidelines when conducting research with
human subjects and have a moral obligation to conduct their research studies
following The Belmont Report’s ethical guidelines (U.S. Department of
Health & Human Services, 1979). Researchers must follow three important
principles of research when using humans subjects in their studies (U.S.
Department of Health & Human Services, 1979). The first principle is the
respect for persons principle that consists of recognizing the participants’
autonomy (U.S. Department of Health & Human Services, 1979). Regarding
the beneficence principle, researchers must ensure that they do not cause any
harm to participants (U.S. Department of Health & Human Services, 1979).
Researchers follow the justice principle by treating participants fairly
regarding potential disadvantages and advantages associated with the
research study (U.S. Department of Health & Human Services, 1979).
Researchers follow ethical principles that relate to the
confidentiality of informed consent, limitations on risks and benefits, and
topics selection, as described in The Belmont Report (U.S. Department of
Health & Human Services, 1979). As the researcher, I conformed to the
ethical guidelines contained in The Belmont Report and met all requirements
from the Institutional Review Board (IRB) and the participating
organizations. I obtained approval from the IRB, explained the informed
consent process to participants, and obtained participants signed informed
consent forms before starting data collection to ensure my actions are
ethical. I gave fair, equal, and respectful treatment to all participants,
reminded participants about the voluntary nature of their participation,
allowed participants to withdraw from the study at any time without a
reason, and ensured participants’ confidentiality.
Researchers experience difficulties trying to avoid bias
(Rosenthal, 2017) because researchers may favor their own biased ideas to
support their convictions (Certo et al., 2016). Researchers engage in
confirmation bias when they use their own ideas to support their contentions
(Cipriano & Gruca, 2014). Some other researchers (Payne et al., 2017)
recommended that researchers must be careful not to introduce a different
bias to eliminate an existing bias.
Researchers use the member checking method to avoid bias (Birt et
al., 2016). Member checking is method researchers use to give study
participants the researchers’ interpretation of participants’ responses to
interview questions to ensure that researchers’ interpretation is an accurate
representation of the participants’ responses (Yin, 2018). I gave study
participants my interpretation of participants’ responses to interview
questions to ensure that my interpretation was an accurate representation of
the participants’ responses. I completed the assumptions and limitations
subsections to give the reader an opportunity to assess the reliability and
validity of the study.
The interview protocol contains procedures for the interview,
including the interview questions and prompts for obtaining consent from
participants and a script of the introduction and the conclusion (Yin, 2018).
The interview protocol is a procedural guide that researchers use in their
studies (Birt et al., 2016). I used an interview protocol (see appendix) to
share the same information with all study participants, guiding me through
the entire interview process.
Participants
To start with data collection, researchers need to identify suitable
participants (Draper et al., 2018). Researchers define the eligibility criteria
for participants to ensure alignment with the overarching research question.
Researchers faced some challenges that can include finding an open
organization that allow access to the participants (Van Heerden et al., 2016).
In the study, other challenges faced by researchers are to obtain a deal from
participants to take part in the research. Eligibility criteria for participation in
the research are the set-up parameters that ensure the participants qualify to
participate in a study (Diller et al., 2016). In a research study, the
participants are eligible if they have experience and knowledge relating to
the phenomenon under investigation (Yin, 2018).
I established the participant eligibility criteria based on participants’
experiences with strategies to increase the demand for mattresses. Eligible
participants had at least 5 years of successful experience increasing the
demand of mattresses in Puerto Rico. I purposively identified owners of
mattress manufacturing firms in Puerto Rico. These participants were
appropriate for this study because of their collective range of experience and
expertise working in mattress manufacturing firms in Puerto Rico.
According to Draper et al. (2018), obtaining access to participants and
organizations for a research study is difficult. Choi et al. (2019)
recommended researchers to collaborate with specific personnel at the
organization, allowing researchers to understand the potential participants
and use other participant recruitment methods. Brink et al. (2019) found that
gaining access to participants reveals the researcher’s assumptions and the
setting the researcher chooses to direct the research study. Dealing with
specific personnel at the organization was an effective strategy because I
discussed my intention to perform the research at the mattress manufacturers
with a team of the organization’s executive members.
Researchers need to earn the confidence and trust of research
participants (Celestina, 2018). Bansal et al. (2017) found that establishing
rapport with study participants allows researchers to collect rich data.
Researchers obtain participants’ confidence and trust and establish rapport
with participants by keeping regular contact with participants (Gang &
Ravichandran, 2015). I invested time with study participants in a regular
basis to build rapport and earn participants’ confidence and trust that
allowed me to collect rich data.
Ridder (2017) recommended the selection of an appropriate research
design to ensure that study participants align with the overarching research
question. Researchers answer the overarching research question for their
studies by using the participant eligibility criteria they established to select
suitable participants possessing successful experience regarding the
phenomenon under scrutiny (Mojtahed et al., 2014). I selected an
appropriate research design to ensure alignment between the overarching
research question and the participants. I attempted to answer the overarching
research question for the study by establishing participant eligibility criteria
to select participants possessing successful experience in using strategies to
increase the demand for mattresses in Puerto Rico.
Research Method and Design
There are three types of research methods available to
researchers, which are qualitative, quantitative, and mixed methods (David
et al., 2018). Schoonenboom (2018) described that the researcher must select
the most appropriate research methodology to answer to the overarching
research question. In this section, I explain the research method and design I
selected for the study.
Research Method
David et al. (2018) described that to conduct research studies,
researchers use the qualitative, quantitative, and mixed methods research
methodologies. Palacio et al. (2018) found that the purpose of the study
determines the method selected. The qualitative research methodology is
appropriate when researchers investigate phenomena by collecting and
analyzing nonnumeric data, including pictures, observations, text, and
narratives, to answer the study’s overarching research question (Giboney et
al., 2016; Shi & Dow, 2019; Venkatesh et al., 2016). Qualitative researchers
collect data using in-depth semistructured interviews with openended
questions, reviewing company documentation, and making observations of
nonverbal cues when interviewing study participants (Yin, 2018).
Mukhopadhyay and Gupta (2014) described that researchers use the
qualitative research method to interpret comprehensive narrative and visual
data to gain insights into a phenomenon of interest. To understand the
meaning of human behavior, researchers employ the qualitative research
method (Melkas et al., 2016). A qualitative research method is appropriate to
collect, analyze, and interpret narrative and visual data to explore a
phenomenon of interest, as opposed to quantitative research in which
researchers use experimental variables that limits the ability to provide an in-
depth exploration of the study's phenomena (Alstete & Beutell, 2018). The
characteristics of the qualitative research methodology are consistent with
the nature of this study because its purpose was to explore strategies owners
of mattress manufacturing firms in Puerto Rico use to increase the demand
for mattresses. I selected the qualitative research methodology for the study
because I collected, analyzed, and interpreted narrative and visual data to
explore a phenomenon, which is low demand for mattresses in Puerto Rico.
The quantitative research method, compared to qualitative research
method, involves collecting numerical data to conduct inferential statistical
analyses to test the hypotheses (Kopf et al., 2016). Researchers use the
quantitative research method to establish general principles, but the use of
few variables does not allow a broad understanding of the phenomenon
under investigation (Barnham, 2015). Researchers using the quantitative
method focus on relationships, rates, and cause-and-effect by examining and
testing confirmatory methods (Gray & Milne, 2015). I did not select the
quantitative method because I did not collect numerical data to conduct
inferential statistical analyses to test hypotheses.
Mixed-methods research consists of a combination of qualitative and
quantitative research methods and researchers use it to collect and analyze
data and report findings (Shannon-Baker & Edwards, 2018). Mixed-methods
research involves both qualitative and quantitative research methods to
expand the validation and understanding of the problem under investigation
(Ivankova & Wingo, 2018). Researchers use the mixed-methods research
methodology to balance the strength of both methods without overlying
weaknesses (Schoonenboom, 2018). I did not select the mixed-methods
research methodology for this study because the quantitative design is not
suitable in research studies that have exploratory research questions. The
mixed-method research methodology includes both qualitative and
quantitative methods in a single study and, as Sweeney and Goldblatt (2016)
described, researchers use quantitative methods to test theories related to the
overarching research question.
Research Design
Mukherjee (2018) highlighted the value of aligning the research
question, method, and design of the research. Alavi et al. (2018) stated that
among the research designs available to researchers include the
phenomenological, ethnography, narrative, and case study. Creamer (2018)
described that implementing a case study research design is suitable for
gaining a better understanding of the underlying meaning of the research
phenomena and answer the overarching research question. Ridder (2017)
and Yin (2018) noted that researchers can use case studies to conduct an in-
depth investigation of a case. Researchers use an appropriate research
method to explore difficult issues (Alavi et al., 2018). Researchers use a case
study to engage in exploratory, in-depth, real-life information about the
phenomenon under investigation (Skalidou & Oya, 2018). Sligo et al. (2018)
noted that researchers use the case study design to explore a phenomenon in
its natural setting by asking what, why, and how questions.
Case study research design involves an in-depth investigation of a
phenomenon in its real-life context, using study participants’ firsthand
perceptions of the phenomenon under investigation (Fox & Alldred, 2018).
In addition, Hesse-Biber (2015) and Molina-Azorin et al. (2017) described
that case study research leads to contributions individuals could use to
achieve business and social goals. Tunarosa and Glynn (2017) and Sweeney
and Goldblatt (2016) described that researchers use the case study design to
reduce the distance between theory and practice and to provide practitioners
with needed information. I selected the multiple case study design to explore
strategies owners of mattress manufacturing firms in Puerto Rico use to
increase the demand for mattresses. I selected the multiple case study design
to improve my exploration of the phenomenon under investigation, which
was to increase the demand for mattresses, and to make contributions that
other individuals could use to achieve business and social goals.
By reviewing and eliminating other research designs, I was able to
confirm that case study design was the most suitable to explore the
phenomenon at hand. The multicase study research design involves
researchers collecting data from multiple sources (Tsai & Chen, 2017). The
purpose of the narrative research design is to study the lives of participants
through their individual stories and present these stories in chronological
order (Hancock et al., 2018). Researchers use different strategies to describe
the participants’ stories, including a detailed description of the events and an
interpretation of participants’ experiences (Bjarnason et al., 2016). I did not
select the narrative design for the study because I did not study participants’
lives through their individual stories.
Ethnographic researchers study a cultural group by obtaining
information through indepth observations (Walle, 2016). Researchers use the
ethnographic design to study the culture of a unique group in its natural
environment by making observations, interpreting what they observed, and
reading about the culture (Woermann, 2018). According to Bass and
Milosevic (2018), the main purpose of the ethnographers is to focus on the
entire population and not on the specific experiences of a participant. I did
not select the ethnographic research design because I did not study the
culture of a group in its natural setting.
Phenomenological researchers explore the underlying meaning of the
participants’ lived experiences (Pitt, 2018) and their meaning to explore
participants’ personal thoughts and perspectives (Seaton, 2017). Researchers
use the phenomenological research design to understand and discover
individuals’ in-depth experiences and point of view (Rolfe et al., 2017). The
phenomenological design is suitable to explore participants’ lived
experiences and personal stories (Bass & Milosevic, 2018). I did not select
the phenomenological design because I did not explore participants’ lived
experiences.
In a case study, establishing the proper sample size is difficult
(Apia et al., 2018). However, Boddy (2016) and Yin (2018) stated
that 3-5 participants are sufficient to reach data saturation in a case
study. I did conduct semistructured interviews using open-ended
questions to obtain rich and thick data to reach data saturation.
Population and Sampling
The selection of the most suitable sampling method determines
the research study’s trustworthiness (Ochoa & Porcar, 2018). Researchers
use criterion sampling to obtain an indepth insight into a phenomenon and to
narrow the pool of participants by ensuring all research study participants
meet the same established criteria for participation (Alonso et al., 2016;
Shao et al., 2016). According to Lück and Nyga, (2018), researchers use
criterion sampling to identify and select participants meeting the established
criteria for participation. I selected criterion sampling to identify and select
participants meeting the same established criteria for participation to explore
a phenomenon, which in this case is the strategies used to increase the
demand for mattresses.
I selected three owners of mattress manufacturing firms located in San
Juan, Puerto Rico, with a minimum of 5 years of successful experience in
using strategies to increase the demand for mattresses. To determine sample
size, the researcher must recognize the exploratory nature of the study,
richness, and thickness of data (Kern et al., 2020; Sim et al., 2018), and
generalizability to a broader population (van Rijnsoever, 2017). Blaikie
(2018) noted that a suitable number of participants could range from three to
five. Lui (2018) claimed that potential participants of a research study must
possess knowledge related to the phenomenon under investigation. In a case
study, establishing the proper sample size is difficult (Apia et al., 2018).
However, Boddy (2016) and Yin (2018) stated that 3-5 participants are
sufficient to reach data saturation in a case study. In the event that I would
not have reached data saturation with the three participants, I would have
continued interviewing participants until reaching data saturation.
Researchers acquire data saturation when any new data from the
participants is redundant (Nowak & Haynes, 2018). Researchers could reach
data saturation (Kenno et al., 2017) by conducting 4-5 semistructured
interviews (Windsong, 2018) and obtaining rich and thick data on a given
topic (Peesker et al., 2019; Saunders & Townsend, 2016). I conducted
semistructured interviews using open-ended questions obtained rich and
thick data to reach data saturation. To the qualified candidates, I requested
their participation by sending emails or by calling them.
The critical part in this study was to achieve an appropriate interview
setting conducive to open dialogue. The selection of the interview setting
has an effect in reducing participant anxiety (Jones & Daniel, 2018), and
fosters the development of an environment filled with dynamic interaction to
build rapport with participants (Njegovan et al., 2017). The interviewing
process should take place in a private, accessible, and comfortable setting
(Dawson et al., 2017). I selected an interview setting that fosters a
productive dialogue with participants. I secured interview settings suitable
for the reduction of participants’ anxiety and the development of dynamic
communication to build rapport with participants. I notified each study
participant that the interview would take approximately 60 minutes.
Ethical Research
An important part of any study is to obtain an informed consent
(Eisnecker & Kroh, 2017). Prior to participating in the study, every
participant will be required to sign the informed consent form. The informed
consent form contains the expectations from participants, nature of the
study, possible risks, benefits, and my contact information. Identifying the
main purpose of this research study, I informed all participants that their
participation is voluntary. I did not provide study participants any tangible or
in-tangible benefits during or after the research study.
Researchers must inform study participants that their participation is
voluntary and that they could withdraw from participation at any time during
the research study without experiencing any negative consequences and
having to give any reason for their withdrawal (Jordan, 2018). I did notify
study participants of the volunteer nature of their participation and that they
could withdraw at any time from the research study without experiencing
negative consequences and giving any reason for withdrawal. In addition, I
did notify participants that the informed consent form includes clear text
related to participants’ right to withdraw from participation in the research
study without experiencing any negative consequences and giving any
reason for such withdrawal. Researchers must protect the privacy and
confidentiality of research study participants (Celestina, 2018). I did protect
the privacy and confidentiality of the participants of the study.
As the researcher, I ensure that the study’s participants meet the
criteria I established for participating, including that the participants must be
at least 18 years of age. Walden University’s IRB gave me the permission to
start the interview process. In accordance with Walden University’s IRB
guidelines, I explained to each participant the informed consent and ensure
participant safety while interviewing participants. The Walden University’s
IRB approval number for the study is07-07-21-0593180.
Several researchers (Aaltonen, 2017; Yin, 2018) recommended to
divide the informed consent into two sections that include the development
of the consent form and the delivery and explanation of the consent form to
participants. The informed consent form will contain simple English to
ensure that participants with different levels of education are able to
understand the interview questions (Quevedo et al., 2018). At the time I
selected a participant meeting the established criteria for participation in the
study, I gave the participant a copy of the informed consent form and explain
its contents. Stewart et al. (2017) noted that researchers must discuss the
contents of the informed consent form with each participant to ensure that
each participant understand the informed consent process.
I did ensure participants’ confidentiality by using codes for
participants’ names and their business organizations. I did not provide any
descriptions of participants to ensure others do not discover participants and
their organizations. Researchers should present trustworthy, meaningful, and
ethical results to the research community, ensuring the protection of
participants from any risks (Eisnecker & Kroh, 2017). All documents related
to the research study will be stored in a password-protected external flash-
drive file in my personal computer. Any hard copy of a document related to
this research study will be locked on my personal desk for 5 years. After this
5-year period elapses, I will destroy the electronic external flash drive and
hard copy documents related to the study, following Walden University’s
IRB guidelines (Stewart et al., 2017).
Data Collection Instruments
Lincoln and Guba (1985) first discussed the concept of the researcher
as the primary research instrument. Researchers conducting qualitative
studies accept that the researcher becomes the research instrument (Speklé &
Widener, 2018; Shaw et al., 2017; Shen, 2016). As the primary research
instrument, researchers conduct case study research to collect data by
conducting interviews, making observations, and document analysis (Gould
et al., 2017; Nielsen & Raswant, 2018).
Qualitative researchers prefer to use semistructured interviews with
open-ended questions (Ceross, 2018). Researchers conduct interview with
participants to obtain an understanding of participants’ experiences with the
phenomenon under investigation (Pauleen, 2017). There are several types of
interviews researchers use to collect data, which are structured,
semistructured, and unstructured interview (Pauleen, 2017). The use of
semistructured interviews could lead to researchers asking follow-up
questions that allow the discovery of new interpretive context (Arsel, 2017;
Highhouse et al., 2017). Researchers conduct semistructured interviews to
collect data from experts related to the phenomenon under study (Vogl et al.,
2018).
I collected data from conducting semistructured interviews with
leaders of mattress manufacturing firms that I purposively selected.
Researchers collect rich and detailed data related to the phenomenon under
study (Carcone et al., 2015). Case study researchers collect and analyze data
to generate themes (Silva et al., 2019). Researchers use semistructured
interviews with open-ended questions and have the option to ask study
participants clarifying questions (Kim & Chung, 2019; Lin et al., 2019). I
conducted semistructured interviews with open-ended questions with
participants of the study and asked clarifying questions necessary to collect
rich and thick data.
I was the main research instrument in the study. I used an
interview protocol (see appendix) that guided me in conducting
semistructured interviews to collect, record, and transcribe data, asking the
same interview questions. As established in the interview protocol (see
appendix), participants answered all the interview questions. At the
completion of the interviews, some information may not have emerged and,
therefore, I gave study participants an opportunity to contribute additional
information related to strategies owners of mattress manufacturing firms in
Puerto Rico use to increase the demand for mattresses. Researchers
recommend asking participants to share any experiences related to the
phenomenon under study that may not have emerged when conducting the
semistructured interviews (Aichner & Shaltoni, 2019).
Researchers are the primary research instrument and should obtain
interviewing skills to ask clarifying questions during the interview process
that leads to the collection of rich data
(Ashraf & Merunka, 2017; Stieglitz et al., 2018). However, researchers bring
bias to their studies (Garavan et al., 2018). As suggested by Boyle et al.
(2018), researchers practice reflexivity to address their biases.
Organizational documentation and artifacts are another data
collection technique that researchers often use (Navasaitienė & Bahanik,
2016; Wilden et al., 2017). According to Gepp et al. (2018) and Romaniuk
and Nguyen (2017), researchers use organizational documentation and
artifacts in conjunction with semistructured interviews to conduct
methodological triangulation, increasing the rigor of a given research study.
Researchers analyze organizational documents and artifacts containing
information directly related to the phenomenon under investigation (Yin,
2018). For instance, organizational documents could contain specific
information pertaining to the case study, such as the correct spelling of
names or details of processes and procedures (Shen, 2016; Yin, 2018). I
collected data from reviewing organizational documentation and artifacts
that contains information directly related to strategies owners of mattress
manufacturing firms in Puerto Rico use to increase the demand for
mattresses.
Member checking is a technique researchers use to establish the tenet
of credibility in trustworthiness by giving study participants an opportunity
to verify the accuracy of researchers’ interpretations of participants’ answers
to interview questions (Yin, 2018). I used member checking to establish the
tenet of credibility in trustworthiness by gave participants for the study my
interpretations of their answers to interview questions and asking
participants to verify the accuracy of such interpretations.
Researchers engage in reflexivity when conducting research studies.
Reflexivity is the process of reflecting on important steps of the research
process to ensure that the researchers make the correct decisions, avoid
biases, and give transparency to the study (Boyle et al., 2018). I engaged in
reflexivity exercises to reflect upon the various steps I took in the research
process to ensure that I made the most appropriate decisions, avoid biases,
and enhance the transparency of the study.
Data Collection Technique
Researchers use semistructured interviews to collect participants’
experiences about the phenomenon under investigation (Navasaitienė &
Bahanik, 2016). Participants answer openended interview questions to
provide a description of their experiences with the phenomenon (Wilden et
al., 2017). Researchers use the study’s overarching reseach question to steer
the direction of the semistructured interviews and use supporting questions
to obtain additional information related to the phenomenon under
investigation (Gepp et al., 2018). I conducted semistructured interviews with
owners of mattress manufacturing firms in Puerto Rico to obtain the
strategies they used to increase the demand for mattresses. In addition to
conducting semistructured interviews, researchers review organizational
documentation and artifacts related to the phenomenon under investigation
(Romaniuk & Nguyen, 2017). Researchers gain an enhanced understanding
of the phenomenon under scrutiny and increase the rigor of their studies
when they use several data collection methods because they are able to
conduct methodological triangulation (Shen, 2016). I reviewed
organizational documentation and artifacts related to strategies owners of
mattress manufacturing firms in Puerto Rico use to increase the demand for
mattresses.
Collecting data by conducting semistructured interviews and
reviewing organizational documentation and artifacts has advantages and
disadvantages (Speklé & Widener, 2018). In terms of advantages of
semistructured interviews, researchers conducting semistructured interviews
could ask participants clarifying questions, allowing participants to elaborate
on their answers (Bojic et al., 2017). Researchers could also observe
participants’ nonverbal cues when responding to interview questions
(Massimino, 2016). Among the advantages of reviewing organizational
documentation and artifacts are that researchers could conduct
methodological triangulation by collecting data from various sources and
comparing the data to see if data alignment exists (Chen, 2018). Another
advantage is that researchers could discover new themes or areas that require
additional exploration to arrive at possible themes (Greenland et al., 2016).
Organization documents contain the correct spelling of employees’ names
and detailed descriptions of events related to the phenomenon under
investigation (Ertug et al., 2018). I collected data by conducting
semistructured interviews and asked participants clarify questions, allowing
participants to elaborate on their answers. I conducted methodological
triangulation by collected data from conducted semistructured interviews
and reviewing organizational documents and artifacts. I compared those data
collected to see if data alignment exists.
However, conducting semistructured interviews and reviewing
organization documentation and artifacts have disadvantages (Chabowski et
al., 2018). Conducting semistructured interviews may lead participants to
become nervous or uncomfortable about researchers recording participants’
answers to interview questions (Gillespie et al., 2018). Novice researchers
could experience challenges associated with the lack of experience
conducting semistructured interviews (Kelli et al., 2018). Finally,
participants may introduce bias into the research study in an attempt to
please the researchers by providing what participants think researchers
would like to hear (Malthouse & Li, 2017). Researchers’ could also
introduce bias into their studies by expressing their views about the
phenomenon under investigation and by exhibiting nonverbal cues (Liu-
Thompkins & Malthouse, 2017). Regarding the disadvantages of reviewing
organizational documentation and artifacts, an employee of the participating
organization could have developed organizational documents with biases,
depending on the employee’s interests (Spanaki et al., 2018). Organizational
documentation could contain an inaccurate account of events and numbers
because the employee developing the documentation could have integrated
own bias into the documents (Saiewitz, 2018). Researcher may also
experience difficulties gaining access to certain organizational documents
and artifacts (Zhou et al., 2018).
Researchers conduct a pilot study when appropriate. For instance,
researchers become interested in conducting a pilot study to confirm the
coverage and relevance of the content of the study (Aichner & Shaltoni,
2019). However, a pilot study is a time-consuming activity and not essential
in case of using a variety of qualitative data collection techniques, such as
semistructured interviews and organizational documentation (Chi et al.,
2018). I did not conduct a pilot study because it is a time-consuming activity
and not essential when using semistructured interviews and organizational
documentation.
Researchers use member checking to allow participants an opportunity
to review the researchers’ interpretation of participants’ answers to interview
questions to verify the accuracy of such interpretations (Guo & Yang, 2018).
In addition, researchers use member checking to improve the credibility of
the data collected (Stieglitz et al., 2018). Member checking also has
disadvantages. For instance, researchers may assume that no comments from
study participants signify that participants agree with researchers’
interpretations of participants’ answers; however, the participants might not
have read these interpretations at all (Shome, 2019). In addition, participants
could have reservations about expressing disagreement with the researchers’
interpretation of participants’ answers and may accept these interpretations
as accurate (Rife et al., 2016). I conducted member checking by giving
study participants my interpretation of their answers to interview questions
and asking participants to verify the accuracy of my interpretations. I used
member checking to increase the trustworthiness of this study.
Data Organization Techniques
Researchers adopting a system to organize data collected are more
likely to conduct rigorous research (Yin, 2018). Qualitative researchers use a
database to organize the information to conduct data analysis (Yin, 2018).
After researchers organize the data, the data analysis process begins
(Belotto, 2018). I conducted semistructured interviews with three leaders
using open-ended interview questions. To ensure confidentiality, each
participant will have a unique code, as suggested by Madhavan et al. (2017).
I assigned participant leaders a code with the letter P and numbers from 1 to
3. To ensure confidentiality, I removed all identifying information from the
transcripts. Shome (2019) recommended the removal of any names for
participants, organizations, and places to ensure confidentiality. To organize
data collected more effectively, I used a masked code to protect the
confidentiality and privacy of each participant and organization. I
transcribed each interview, removed any participant identifying information,
assigned a code to each participant and organization, and wrote this code on
the interview transcript.
Yin (2018) noted that to improve data organization, indexing, and
retrieval, scanned documents should contain annotated bibliographies. I
included annotated bibliographies in all scanned documents to improve data
organization, indexing, and retrieval. To improve data organization, I used a
computer-assisted qualitative data analysis software (CAQDAS) program,
DeDoose, to import raw data from the external flash drive. Researchers use a
CAQDAS program to organize data collected more efficiently (Olson, 2016;
Winker, 2016).
Researchers often use a reflective journal to achieve transparency and
data organization in the research and bracketing processes (Vicary et al.,
2017). For instance, researchers use a reflective journal to record processes
and capture thick and rich descriptions, which often includes participants’
reactions to interview questions and setting (Zulfah & Aznam, 2018). To
ensure transparency and data organization, I used an electronic reflective
journal to document rich and thick descriptions of the interview and
bracketing process, such as participants’ reactions to interview questions and
setting, information related to organizational documentation, and decisions
about coding and identifying themes.
Researchers must store data in a secured place for as long as required
by the research data protection legislation (Babaeinesami et al., 2020; De
Capitani di Vimercati et al., 2015; Sauerwein et al., 2019). Researchers must
adhere to ethical standards during the entire research process, including data
collection, as researchers must store hard copies in a locked place and
electronic documents in password-protected devices (Samuel & Derrick,
2020). Following Walden University’s requirements, I stored all electronic
data in a password-protected, external flash drive and any physical
documents in a locked safe for 5 years. I will destroy the data by shredding
any hard copies and destroying the external flash drive after the 5 years.
Data Analysis
Researchers use triangulation to increase the validity of their studies
(Farquhar et al., 2020). Among the various types of triangulation,
researchers use methodological triangulation to collect and confirm their
research data and findings (Abdalla et al., 2018). Researchers use
methodological triangulation to ensure the validity and credibility of the data
collected, obtaining an improved insight into the phenomenon under
investigation (Kotus & Rzeszewski, 2015). For instance, researchers achieve
convergent evidence when triangulating data collected from reviewing
organizational documentation and artifacts and conducting semistructured
interviews. Yin (2018) proposed that convergent evidence allows researchers
to increase construct validity in case studies. I conducted methodological
triangulation to compare data that collected from multiple data sources, such
as semistructured interviews and organizational documentation and artifacts.
I used methodological triangulation to confirm the credibility and validity of
the data collected and to validate my interpretations and analyses of the data.
Content, thematic, and discourse analysis are the three methods for
qualitative data analysis (Kaufmann & Riehle, 2019; Turpin et al., 2015). In
thematic analysis, researchers read the interview transcripts several times to
completely understand the text (Mackieson et al., 2019). CAQDAS, such as
DeDoose, is a software tool that researchers use to analyze, categorize, and
order the data collected (Renfro, 2017). Researchers also use CAQDAS to
identify the themes that emerge from the data and determine the
relationships among these themes (Prabowo, 2020).
Yin (2018) developed five sequential steps that researchers could take
to analyze data collected: (1) compile, (2) disassemble, (3) reassemble, (4)
clarify, and (5) conclude. Step 1 entails looking for patterns and themes in
various interview transcripts by collecting and organizing data. Researchers
should analyze and code data collected using qualitative data analysis
software, such as NVivo (Hughes et al., 2020). Researchers are able to
quickly classify, code, and organize data when using NVivo (Oliveira et al.,
2016). I will use NVivo to organize data by emerging themes, interpret, and
code the raw data collected from reviewing organizational documentation
and artifacts and conducting semistructured interviews.
Step 2 has a focus on a process, referred to as disassembling the data,
to assign codes to the data collected. I will also use NVivo to organize
codes, determine themes, and identify relationships among the themes. In
Step 3, researchers reassemble and reorganize the data by themes. In Step 4,
researchers use thematic analysis to compare member-checked data with the
interview transcripts to validate the data collected. Qualitative researchers
find the answer to the central research question using thematic analysis
because they are able to recognize themes and patterns in the data (Lehmann
et al., 2019). Researchers use thematic analysis to validate the member-
checked data with the participants (Caretta & Pérez, 2019). I confirmed the
accuracy of the interpreted data with the research participants by using
member checking. I provided my interpretation of participants’ responses to
interview questions and ask them to verify the accuracy of such
interpretations. I used thematic analysis to compare memberchecked data
with the interview transcripts to validate the data collected.
Using content analysis, I analyzed organizational documentation and
artifacts relevant to the study. Case study researchers use several data
collection techniques (Cláudia de Souza et al., 2019). Yin (2018) stated that
researchers conducting methodological triangulation with date collected
from several sources increase the richness of the data collected. Researchers
conduct methodological triangulation to increase the validity of the research
process by comparing data collected from several sources, including
semistructured interviews and organizational documentation and artifacts
(Walton et al., 2020). Organizational documentation and artifacts are other
sources of data researchers use to conduct methodological triangulation.
Researchers use data analysis methods to analyze organizational
documentation and artifacts, including thematic analysis and content
analysis (Drouin et al., 2015). Researchers using content analysis to analyze
data systematically classify codes and identify themes (Beck & Glock,
2020). Document analysis consists of three phases, which are preparation,
organization, and reporting (Binmakhashen & Mahmoud, 2020). I used
methodological triangulation to compare data collected using several
techniques, such as semistructured interviews and organizational
documentation and artifacts.
In Step 5, researchers attempt to answer the study’s central research
question by formulating conclusions and making recommendations from the
study findings (Yin, 2018). I generated conclusions from the results of the
study. Researchers analyze data collected to generate themes and determine
the relationships among these themes with the goal of answering the study’s
central research question (Yin, 2018). Researchers correlate key themes with
the conceptual framework and the literature (Rojas & Rauch, 2019).
Researchers are able to correlate key themes with data categories when
coding data with labels (Lauer et al., 2018). Researchers conduct a frequency
analysis to determine the statistical occurrence of theme codes in each data
category (Hamel & Kang, 2019). I used the data-coding feature of NVivo 12
to place key themes into data categories to increase the trustworthiness of
the study. As a way to connect the methodology, prior literature, and the
results of a research study, researchers use the conceptual framework (Yin,
2018). I correlated the key themes emerging from the study with the
conceptual framework and current literature.
Reliability and Validity
Lincoln and Guba (1985) proposed four criteria, widely accepted since
the 1990s, that qualitative researchers use to establish reliability and validity
in their studies. These four criteria are dependability, credibility,
transferability, and confirmability (Lincoln & Guba, 1985). While
quantitative researchers establish reliability and validity in their research
studies, qualitative researchers use dependability, credibility, transferability,
and confirmability to establish trustworthiness in their studies (Yin, 2018).
Reliability
Researchers conducting a case study must establish reliability (Yin,
2018). Researchers using reliable data collection instruments generate
reliable and convincing results (Thomas et al., 2018). As suggested by
Merder-Coskun et al. (2016), I used several data collection instruments in
the study, which were semistructured interviews and organizational
documentation and artifacts. All data collection instruments are of equal
rigor and, therefore, researchers should not consider one data collection
instrument as better than the rest (Yin, 2018). Upon understanding that data
collection instruments are complementary, researchers should use as many
instruments as possible in a case study (Yin, 2018).
Dependability is the consistency of findings over time (Olaru et al.,
2019). Researchers should use the same interview questions to ensure
dependability in a case study (Vijayalakshmi, 2015). I used the same
interview questions to establish dependability in the study. Researchers also
establish data dependability when conducting member checking (Aizpurua
et al., 2017). I used member checking to establish data dependability.
Researchers conduct member checking by giving study participants
researchers’ interpretations of participants’ answers to interview questions
and asking participants to verify the accuracy of such interpretations (Naidu
& Prose, 2018). When conducting member checking, researchers do not taint
the fact with their biases, increasing data dependability (Brear, 2019).
Researchers generate more reliable transcripts and themes when
audio-recording the interviews to later review and reflect on their content
(Reysen et al., 2019). If study participants’ answers to interview questions
lack depth and breadth, researchers ask study participants to give richer
descriptions to avoid tainting participants answers with researchers’ biases
(JohnsonMigalski et al., 2020). To avoid integrating my biases into the
study, I asked the participants of the study to provide depth and breadth
when answering the interview questions, particularly when participants’
answers lack depth. I did not discuss with study participants anything related
to the research study before the actual interviews occur to avoid tainting
participants’ perceptions. As recommended by several scholars (Brosy et al.,
2020), I maintained consistency and increase reliability by using the same
interview questions, not introducing any new interview questions, and
following the interview protocol.
Validity
Researchers establish credibility, transferability, and confirmability to
validate their studies, following the research validation framework
(Kostadinov et al., 2015). Case study researchers ensure credibility by using
several data collection techniques and comparing the data collected to
determine if data alignment has occurred (Shabi et al., 2017). Reading all
interview transcripts meticulously allows researchers to establish credibility
(Hartman et al., 2017). To establish credibility, I meticulously read and
reviewed all interview transcripts to ensure capturing participants’
perspectives accurately and completely. When reviewing the interview
transcripts, I looked for similarities and differences among the study
participants. To increase the validity of the interview data, I used member
checking between the transcription of interviews and the analysis of data
collected processes, as Yin (2018) recommended. I used member checking
by giving participants my interpretations of their answers to interview
questions and asking them to verify the accuracy of my interpretations.
Transferability is also part of the research validation framework and
refers to researchers applying the findings from one study to another
(Mahmood et al., 2015). Researchers conducting a case study and trying to
generate high-quality results should select appropriate study participants,
give detail-oriented demographic information of participants, conduct
extensive data analysis, and present findings in an easy-to-understand format
to increase their study’s transferability (Yin, 2018). To provide high-quality
results, I selected suitable participants, gave detail-oriented participant
demographic information, conducted indepth data analysis, and presented
findings in an easy-to-understand format to increase the transferability of the
study.
Confirmability is the researchers’ ability to demonstrate that the data
collected represent an accurate representation of the participants’ answers to
interview questions without researchers’ biases (Glaw et al., 2017).
Researchers establish confirmability after they establish dependability,
credibility, and transferability (Nyirenda et al., 2020). During the
semistructured interviews, I recorded my thoughts, insights, and biases and
transcribed meticulously participants’ answers, identified connections
between data and results, and used existing literature to increase the
confirmability of the results of the study.
Researchers use methodological triangulation to strengthen the
validity of a case study (Walton et al., 2020). Researchers conduct
methodological triangulation by first collecting data using multiple data
collection techniques and comparing that data to determine if data alignment
exists (Miksza et al., 2018). I conducted methodological triangulation by
comparing data collected using various data collection techniques, such as
conducting semistructured interviews and reviewing organizational
documentation and artifacts, to determine if data alignment had occurred.
Case study research validation most likely has methodological triangulation
as its foundation because of the use of multiple data collection techniques to
collect data (Battaglio & Hall, 2018).
I reached data saturation with the three participants. Researchers reach
data saturation when additional data collection does not lead to any new
meaningful information that would add to the study (Lowe et al., 2018). To
obtain meaningful findings, researchers must achieve data saturation (Yang
et al., 2019). I collected and analyze data until further data collection
resulted in no new meaningful information that could have added value to
this study, allowing me to achieve data saturation.
Transition and Summary
Section 1 included the problem statement, purpose statement, and the
nature of the study to support the selection of a qualitative methodology and
a case study design for the study. In Section 1, I also presented the interview
questions; operational definitions; and assumptions, limitations, and
delimitations for the study. The last two components of Section 1 are the
significance of the study and a review of the professional academic
literature. In the literature review, I presented a comprehensive analysis of
research relevant to strategies used to increase the demand for mattresses,
behavioral theories researchers use to understand the demand for mattresses,
and other themes researchers use to gain an exhaustive understanding of
strategies used to increase the demand of mattresses in Puerto Rico.
In Section 2, I provided a restatement of the purpose of the study, an
explanation of the role of the researcher, a description of the participants, the
population and sampling methods, and ethical concerns related to this study.
I also provided a justification of the research method and design and
discussed my plans for data collection, organization, and analysis. I
concluded Section 2 with a description of the study’s reliability and validity.
Section 3 includes an introduction, followed by the following subsections:
(a) presentation of the findings, (b) applications to professional practice, (c)
implications for social change, (d) recommendations for action, (e)
recommendations for further study, (f) reflections, and (g) conclusions.
Section 3: Application to Professional Practice and Implications for Change
Introduction
The purpose of this qualitative multiple case study was to explore the
strategies owners of mattress manufacturing firms in Puerto Rico use to
increase the demand for mattresses. Using Zoom, I interviewed three Puerto
Rico business leaders with a minimum of 5 successful years using strategies
to increase the demand for mattresses. I also reviewed organizational
documentation and artifacts, such as internal reports and Facebook and
Instagram pages. The following four themes emerged as a result of data
analyses: Having inventory for immediate sales increased the demand for
mattresses, marketing in social networks increased the demand for
mattresses, establishing good prices increased the demand for mattresses,
and delivering excellent customer service increased the demand for
mattresses.
Presentation of the Findings
The central research question for this qualitative multiple case study
was: What strategies do owners of mattress manufacturing firms in Puerto
Rico use to increase the demand for mattresses? Answering this study’s
central research question required conducting semistructured interviews and
reviewing organizational documentation and artifacts. After analyzing all
data collected and conducting methodological triangulation, four themes
emerged.
Theme 1: Having Inventory for Immediate Sales Increased the Demand
for
Mattresses
The first theme that emerged from data analyses was that having
inventory for immediate sales increased the demand for mattresses. All three
participants agreed that having inventory of mattresses for immediate sale is
important to increase the demand for mattresses. The three participants noted
the lack of inventory in their facilities was the main problem when the
demand of mattresses would increase. Leaders described one strategy that
helped on managing inventory was to implement a computerized inventory
system that may allow the sales personnel to know the immediate
availability of the product that intent to sell. The three participants shared
that importing finished goods and mattresses is the solution when there is a
lack of inventory, including raw materials to manufacture the mattresses.
However, P1 explained that “having a warehouse filled with mattresses and
raw materials was key to success because customers would learn of the high
inventory on hand and would come to the warehouse to buy mattresses.”
These customers would share the news with potential customers, enticing
them to come to the warehouse as well to make a purchase.
Customers make purchase decisions based on their belief that the
product is available (Song et al., 2021). P2 expressed the importance of
buying from local manufacturers, instead of importing mattresses, he
described “this practice allows owners of mattress manufacturing firms to
have inventory for immediate sale.” According to the three participants,
customers become very satisfied when buying mattresses and receiving them
immediately. Manufacturers and retailers need to have inventory stock to
prevent disruptions in the supply chain and manage the demand (Dong et al.,
2018).
P3 described the importance of “having sufficient inventory and better
prices than competitors.” P3 stated that “the competitors will notice us as
competence in this market, once the customers decided for our product.” P1
noted that “having a rich variety of mattress models and prices is key to the
organization’s success, resulting from giving customers different choices.”
P1 noted that “when increased the warehouse space, the customers started to
respond more enthusiastically to spend more money when buying
mattresses.” Saputro et al. (2021) described that managing the supply is not
a straightforward process, which becomes even more complex as uncertainty
and disruptions occur. P1 noted “some barriers in having inventory for
immediate sale when the delivery of raw materials is very slow, and the only
way to overcome this challenge is to order raw materials more frequently.”
Effective inventory management is recognized as a key factor for retail and
manufacturing companies to maximize profit (Sano & Yamada, 2021). The
three participants agreed on the importance of receiving raw materials and
inventory on a timely manner to meet immediate demand, purchasing from
local suppliers to stimulate the local economy, and placing more frequent
orders to avoid having no inventory. According to Karim et al. (2018),
inventory control and management is crucial to a manufacturing company to
ensure smooth production, achieve a sustainable sales performance, and
prevent stock out that could result in customers switching to competitors.
Leaders share the necessity manufacturers has to include on their strategies
the new vision of establish on their manufacturer’s plants with energy
efficient machinery and solar panels. Leaders could use these strategies to
implement a better view on where to direct some efforts given the positive
results.
After reviewing company web pages, titled photos and description, I
gained a better understanding of the significance participants attached to
having inventory available to immediate sales. On the pictures, the customer
can see the inventory and can obtain price details and product specifications.
All three participants believe that leaders must show on their webpages all
the pictures with price and description of all mattresses available for sale.
Some of the inventory tracking system can be revised in person every week
given the possibility of human error in updating the system every day. P1
noted that:
to increase the demand for mattresses, the leaders must have inventory
in stock, as opposed to inventory that will be produced, because
customers know that current problems with the supply chain results in
raw materials being unavailable and mattresses not being produced
right way.
I reviewed an archived organizational document related to having
inventory for immediate sales and gained an improved understanding of the
organization’s leadership approach, strategy, and views on the importance of
having inventory for immediate sales to increase the demand for mattresses.
Relying on leadership experience, the three participants agreed the increased
the inventory by purchasing raw materials more frequently and securing
larger warehouse space to showcase the mattresses, resulting in an increase
in the demand for mattresses because customers learned of the vast
inventory on hand.
Correlation to the Literature
The findings noted in Theme 1 aligned with the findings of Su et al.,
(2020) in that maintaining market competitiveness requires manufacturers to
plan an innovative production that ensures a vast quantity of mattresses on
hand and use sale strategies to achieve maximum benefits. Azoury and
Miyaoka (2020) noted that the demand of a product is satisfied by a
production facility, which may be in production or idle. Other researchers
found that the factors influencing decision-making processes fluctuate
constantly over time, and the effect of volatility on supply chain parameters,
such as cost, revenue, and working capital, must be evaluated periodically
(Moheb-Alizadeh & Handfield, 2018). Hong et al. (2019) asserted that
demandbased production becomes a crucial mediating variable for impacting
comprehensive performance outcomes.
Correlation to the Conceptual Framework
Theme 1 relates to strategic management theory, which has been
redefined because of the necessity to acquire strong organizational
capabilities of agility and resilience, simultaneously with a prominent
orientation toward adoption of measures destined to meet climate change
and social challenges (Paun & Pinzaru, 2021). In the context of this study,
product design thinking is now beginning to influence the way corporate
managers bring customer data into their day-to-day strategic planning
(Knight et al. 2020). Maldaner and Kreling (2019) noted that when the
demand becomes inferior to the supply, the market approach is required. The
market approach is a method of determining the value of an asset based on
the selling price of similar assets. Because the market approach relies on
comparisons to similar assets, this approach is most useful when there is
substantial data available regarding recent sales of comparable assets. The
market approach raises the companies’ necessity to consider,
simultaneously, different dimensions in the elaboration of their strategies
and in the configuration of their production system, comprised of cost,
quality, flexibility, delivery/service, and lead time. All participants agreed
that, as the requirement of building a robust production system emerges,
owners of mattress manufacturing firms must be able to respond to the
market in an effective and efficient way, according to the different demand
and competition.
Theme 2: Marketing in Social Networks Increased the Demand for
Mattresses
The second theme that emerged from data analyses was that marketing
in social networks increased the demand for mattresses. P2 stated that “using
marketing strategies in media, such as newspapers and social networks, were
crucial for their strategy to increase the demand for mattresses.” By
reviewing the web pages and document information given by the
participants, I could determine the strategy for increasing the demand for
mattress in terms of model and price, but not too much detailed information,
causing the customer to make calls or send messages directly to the web
page. Customers and prospects may encounter on the marketing in social
media the facility to know the new launches in products, the new raw
materials used in new or established products and the prices that comes with
the global inflation that occurs given COVID-19 and wars. Customers are
increasingly empowered by social media and taking control of the marketing
communication process, and they are becoming creators, collaborators, and
commentators of message (Li et al., 2021). P1 described as an “added
strategy to open a social network marketing page.” Lashgari et al. (2018)
noted marketers can align social media with their firms’ goals through the
strategic selection of platforms to reach the targeted audience and
communicate their message.
P3 encouraged existing and potential customers to “enter on all social
network and give good prices and services.” By revising the Facebook page,
P3 noted the reviews customers gave to them and how customers interacted
with them by giving a thank you note. In their drive for customer orientation
and improved organizational performance, marketing, sales, and service,
managers view the concept of understanding the customer as the most
important sales process attribute (Enyinda et al., 2021). Xu et al. (2017)
explained that social media provides opportunities for firms to receive
customer feedback and improve corresponding attributes of products and
services, generating critical business value. P2 noted, “having an advertising
agency that runs the media does have to give offers created to attract
customers.” All three participants described that a strategy they used for
improving marketing in social media is to open a social media page, such as
Facebook, and place the links to their photos with prices and inventory
available, encouraging existing and potential customers to make the right
decision. Some of the procedures that leaders of mattress manufacturers that
may increase their demand is to develop a paying social page marketing
campaign that includes the inventory available for immediate buying, the
selling price including delivery and taxes, the specifications of the products
and available hours. Society, employees, and stockholders have a better
picture of the company through the social media page. Another
recommendation that business leaders may consider is establishing writing
procedures in support of the marketing managers.
Correlation to the Literature
The findings noted in Theme 2 aligned with the findings of Lupo and
Stroman (2020) in that social media marketing is a useful tool to maintain
competitiveness in the larger marketplace and increase product demand.
Ihejirika et al. (2021) described that social media has dramatically changed
the way people interact. Academic libraries have recognized that engaging
with the customer on social media is a key element of their public relations
strategy. Chirumalla et al. (2020) found that some benefits associated with
social media are related to improving collaborative knowledge creation and
exchange between functions and organizations, identifying new business
opportunities, creating, and sharing customer information and knowledge,
and collaboratively developing ideas and concepts. According to Zhuo et al.
(2020), to obtain maximum profit, not only should manufacturers consider
investing in modern production technology, open innovation platforms,
communication technology, and other innovative factors, but they should
also comprehensively consider the influencing factor of customer demand,
such as product preference, market demand information, and personalized
customization. From a retail point of view, it is also necessary to expand the
product diversity according to the characteristics of customer demand and
customer preference, in addition to grouping and selling products according
to customer buying habits (Zhuo et al., 2020). These factors indicate that the
development of product production and sales is driven by customer demand.
Correlation to the Conceptual Framework
Theme 2 relates to strategic management theory in that organizations
need to use marketing in social networks as managerial strategies to expose
their product beyond the traditional boundaries. Adams et al. (2019) noted
the important role marketing departments play in enabling firms to respond
more effectively to both customer and technology intelligence to achieve
superior performance. Social media has enabled companies to communicate
with their customers directly in a timely, low-cost, and high-performing way
in comparison to traditional communication tools (Pour et al., 2021).
Ihejirika et al. (2021) described that management decisions revolve around
personnel, training, and marketing departmentalization. The entire
organization needs to be aware that its products and reputation can be greatly
affected by the way current and potential customers perceive the quality of
such products on social media (Kongar & Adebayo, 2021). Lepkowska-
White et al. (2019) noted that effectively implementing social media requires
the development of policies to guide employees. From the study, the
participants determined that decisions regarding the effective use of social
marketing are crucial to financially sustaining the business extend the
possibility that the demand for mattresses may increase.
Theme 3: Establishing Good Prices Increased the Demand for
Mattresses
The third theme that emerged from data analyses was that establishing
good price increased the demand for mattresses. Katsifou et al. (2014) stated
that customers primarily attracted by special products will also buy some
standard products. P1 shared that “the strategy of having different prices and
different models on mattress helped to increase the demand.” P2 explained
that “the variety in the product will affect the price.” P3 articulated that “the
price will determine the final decision in sales.” P1 stated that “the better the
product the more accessible the price for customers.” I received an
acknowledgment from three of the participants that price, given the
challenging economic environment that Puerto Rico is facing, is the first key
element that customers use to evaluate the decision to purchase a mattress.
However, customer behavior towards price is not the only variable that
determines the final sale on the product. Price is based on strategies the
leaders should practice in managing the fixed and variable cost the
manufacturing process have. Knowing the entire manufacturing process in
establishing a price is important to maintaining profits and benefits.
Rounaghi et al. (2021) noted that due to the growing competition among
companies in providing high-quality products with reasonable prices, a
precise system of measurement of the cost of the product is necessary. I was
able to review a precise system of product cost measurement that P1 shared
with me. This document, named Price List and Brand Names, was a supplier
guide that can be obtained with the International Sleep Product Association.
Upon review of the Price List and Brand Names document, I gained a better
understanding of the significance participants give to establishing good
prices because it leads to an increase in the demand for mattresses. All three
participants shared with me the importance that the cost of raw materials has
when establishing prices for mattresses. All three participants agreed that
securing raw materials at the lowest possible costs is key to the success of
their mattress organizations. Purchasing low-cost materials is essential to
establishing attractive prices for mattresses, which leads to an increase in the
demand for mattresses. P1 shared the importance of combining the attractive
price with presentation. Some customers are attracted by price; however,
when they catalogue the product with the price, these customers do not
always buy the mattress. P3, as both a manufacturer and a retailer,
established some special prices on specific products that are only available
by visiting P3’s organizational website. This strategy has increased the
demand for mattresses because, as P3 stated, customers “hurry to obtain the
product exhibited on the web[site] at an affordable price.”
Correlation to the Literature
The findings noted in Theme 3 aligned with the findings of Aastha et
al. (2020) in that the demand of products in the market depends upon
effectively advertising their attractive and competitive prices. Kianfar (2019)
described that the final demand for a product depends on its price and
advertising expenditures. When durable-goods firms use price promotion
strategies and advertise simultaneously, these firms gain customers eager to
purchase their products (Miller et al., 2021). Zhong and Moon (2020)
described the importance the perceived attractiveness of the price has on
customers' judgement of the product quality dimensions.
Correlation to the Conceptual Framework
Theme 3 relates to strategic management theory in that organizations
need to make tactical decisions including establishing products’ prices and
making strategic redesign decisions (Fattahi et al., 2018). Vasile and Simion
(2019) noted that achieving good economic efficiency by businesses is
conditional on the existence of leadership based on good knowledge of
economic laws, the operative and accurate knowledge of supply and demand
on the internal and external market, the dynamics of commodity prices,
technological trends, and the use of the resources available. Juzer and Darma
(2019) discussed that a well-set price will make the supply chain works well.
Setting up the price determines the success of a company in selling its
goods. This is due to the big demand that creates free competition among the
sellers. Brych et al. (2020) explained that if a manufacturer sets a higher
price for products of standardized characteristics, all buyers will move to
competitors and the expected increase in profits will be reversed. Brych et al.
noted that lowering prices relative to competitors' prices will lead to an
increase in demand, which may exceed the capacity to produce the required
quantity of products leading to negative consequences (Brych et al., 2020).
Theme 4: Delivering Excellent Customer Service Increased the Demand
for
Mattresses
The fourth theme that emerged from data analyses was that delivering
excellent customer service increased the demand for mattresses. Arifin et al.
(2020) described that there is a significant positive relationship between
service quality and loyalty, which shows that the higher the service quality,
the higher the customer loyalty. Having the personnel well trained in
customer service makes the difference. P1 described the way sales improved
when P1 decided to pay close attention to customer satisfaction after the
sales. On the other hand, P2 and P3 agreed that customer service is their “no
cost publicity,” given that all satisfied customers will tell other potential
customers about their positive experiences with the service received.
All three participants agreed on the importance of explaining the
warranty to customers. P3 noted that “in every purchase, I invest half hour in
explaining to the customer what is guaranteed [warranty] because of
manufacturing damages and what is guaranteed because of non-well
managed product; for example, flipping the mattress every three months.”
Doing this, P3 described some “word of mouth marketing helped on increase
the demand.” Upon review of the written guaranteed product that can be
found on their web pages, all three participants have a structured written
policy to deal with customers’ problems and issues related to product
warranties. The written product warranty and service policy, which describes
the specific information about product and service coverage, includes
verbiage related to the lack of coverage for failures and damage not caused
by the product’s defects. The document I revised has two sections.
The first section includes the appropriate handling of the mattress and
box, required time for flipping the mattress, amount of support the bed frame
needs, do’s and don’ts such as avoiding ironing on the mattress, proper care
for transporting the mattress to avoid damage, and number of years the
product is covered by the warranty. The second section contains information
regarding the process required to file a claim, the prorated cost to replace or
repair the product once the warranty expires, and the fact that the product
warranty does not cover the cost of transporting the product. The product
warranty and service policy is available on the participants’ websites and
inside the salesrooms. All three participants agreed that providing customers
with the written product warranty and service policy on the website and
salesrooms enhanced customer service and increased the demand of their
products, as customers reported that they were very satisfied with the
availability of such information and transparency of the product warranty
and claim process.
Correlation to the Literature
The findings noted in Theme 4 aligned with the findings of Zhou et al.
(2019) in that customer satisfaction emerged as the strongest predictor of
customer loyalty. Yang et al. (2019) stated that customer service has
emerged as an important factor for the success of service firms. Nindiani et
al. (2018) explained the priority of improvement is the taste indicator for
product quality. Yeniaras and Kaya (2022) recommended that small and
medium-sized enterprise managers and owners should be cautious in
resource allocation to establish informal, personal ties with suppliers,
competitors, customers, and other market collaborators. Janssen (2021)
explained that service and product offerings, customer segmentation,
location, forecast demand, and the competitive environment remain the
strongest influences in pricing decisions, with price sensitivity/elasticity,
online presence strength, cost of hygiene practices, and technological
advancements becoming more relevant.
Correlation to the Conceptual Framework
Theme 4 relates to strategic management theory in that interacting
with clients daily to resolve their queries represents excellent customer
service that must be present at all levels of the organization (Chetty et al.,
2021). Shaping of the customer service policy is an important direction to
reach a competitive advantage of an industrial enterprise (Kuziak et al.,
2019). Motivating employees to deliver high quality customer service to
customers should be built into the culture of business organizations (Kuziak
et al., 2019). Competitor orientation, customer orientation, process
innovation, and service innovation have a significant effect on
organizational performance (Kaliappen et al., 2019).
Applications to Professional Practice
Owners of mattress manufacturing firms may apply the findings of
this study to establish strategies that can help to increase the demand for
mattress. Successful owners of mattress manufacturing firms using effective
strategies offered suggestions for professional practice to achieve the goal of
increasing the demand for mattresses. In this study, I learned that getting a
reliable source of inventory is vital. Prior to choosing the strategy to use, it is
essential to understand the advantages and disadvantages of each social
media channel used to advertise the mattresses.
Other than the owners of mattress manufacturing firms, the results of
this study may also be relevant to other professions, such as mattress
retailers. Understanding the current strategies owners of mattress
manufacturing firms use to increase the demand for mattresses is important.
Owners of mattress manufacturing firms must reevaluate their strategies to
understand areas for improvement. Owners of mattress manufacturing firms
should integrate the strategies found in this study into their organizations’
culture.
Owners of mattress manufacturing firms could train all employees to
understand the strategies found in this study to increase the demand of
mattresses. In addition, owners of mattress manufacturing firms could write
an employee manual that can be revisited regularly to revise it. The
professional advisors that this study’s participants have on their boards
might use the strategies found in this study to increase the demand for other
products. Owners of mattress manufacturing firms struggling to survive
could use the results of this study to increase the demand for mattresses.
Implications for Social Change
The findings from this study may prompt positive social change,
including increased revenue that could translate into a larger tax base that
local governments could use to implement community-based projects.
Additional implications for positive social change include reducing
unemployment, creating new jobs, and developing an awareness of the
importance of replacing an old mattress with a new one to obtain the key
health benefits a new mattress may offer. Buying mattresses that include raw
material that the earth can absorb once the mattresses have been disposed of
in the garbage is crucial to contribute to the earth’s ecology. A major benefit
society may experience is the increase in comfort and rest from buying a
product manufactured with plant-based fabrics and isolators, reducing the
number of used mattresses that are trashed, which produce gas emissions
from the dumpsters.
Recommendations for Action
Leaders of business organizations should pay attention to the findings
of this study and consider assessing the strategies owners of mattress
manufacturing firms in Puerto Rico use to increase the demand for
mattresses. Based on the results of this study, I propose the following
recommendations for action to become more successful in increasing the
demand for their product.
A. Having inventory for immediate sales increased the demand for
mattresses. Implementing a computerized inventory system that
may allow the sales personnel to immediately know the
availability of the products customers are seeking is an excellent
strategy. Owners of mattress manufacturing firms should post on
their websites the amount of inventory available at their
manufacturing facilities, responding to the importance the buyers
place on buying the products at the manufacturing facility. Some
of the inventory tracking systems should be revised in person
every week given the possibility of human error in updating the
system every day. All level managers should use this strategy to
ensure they have accurate data regarding inventory sold, inventory
available to sell, and inventory being manufactured.
B. Marketing in social networks increased the demand for mattresses.
Owners of mattress manufacturing firms should use social media
to market their products and increase their demand. Potential
customers visiting mattress manufacturing firms’ websites would
be exposed to new launches in products, new raw materials used,
prices reflecting the global inflation that exists because of price
wars and the COVID19 pandemic’s aftermath, and an overall
picture of the firm. Having social media presence is a strategy that
owners of mattress manufacturing firms should implement to
survive. Another recommendation that owners of mattress
manufacturing firms may consider is establishing written policies
and procedures and publishing them on their websites to support
marketing managers. Owners of mattress manufacturing firms
should also hold their employees accountable for following the
policy and procedures published on their websites.
C. Establishing good prices increased the demand for mattresses.
Owners of mattress manufacturing firms should establish a
competitive price for their products to
increase the demand for mattresses. An increase in the demand of
mattresses also allows employees of mattress manufacturing firms
to have a sense of job security, which keeps employees motivated.
Owners of mattress manufacturing firms should manage fixed and
variable costs to set the price for mattresses. Knowing the entire
manufacturing process is important to establishing mattress price
and maintaining profits and benefits.
D. Delivering excellent customer service increased the demand for
mattresses. Owners of mattress manufacturing firms should create
a customer service department that would respond to customers’
questions, concerns, and complaints to ensure the customers feel
that their needs are met. Written policy related to the delivery of
excellent customer service should be developed and published on
their websites. Training customer service representatives in the
delivery of excellent customer service is essential to keep
customers satisfied, resulting in an increase in the demand of
mattresses.
Recommendations for Further Research
The purpose of this qualitative multicase study was to explore the
strategies owners of mattress manufacturing firms in Puerto Rico use to
increase the demand for mattresses. The findings of this study are limited
and, consequently, further research is needed to explore other strategies that
business leaders could use to increase the demand for mattresses. Based
upon the findings from this study, I offer the following recommendations for
future research:
A. The target population of this study consisted of three leaders from
three mattress manufacturing organizations, located in the Puerto
Rico metropolitan area, with successful strategies used to increase
the demand for mattress. Future research should be expanded
outside of the Puerto Rico metropolitan area as well.
B. Recommendations for future research should address some of the
limitations of this study. The limitations of this study include using
a small sample size, consisting of three leaders of mattress
manufacturing organizations. I conducted the study at three
mattress manufacturing organizations located in the Puerto Rico
metropolitan area, which limited the generalizability of the study
findings. Future researchers conducting similar research studies
should consider increasing the sample size.
C. Future researchers should conduct similar research studies using
other types of business leaders to collect rich data related to
strategies used to increase the demand for mattresses.
D. Future researchers should also consider including employees
working under the supervision of business leaders to obtain
different perspectives related to strategies used to increase the
demand for mattresses.
E. Conducting research across different industries with other business
leaders should reveal valuable information.
F. Future researchers should consider using the quantitative or mixed-
methods research methodologies to examine the relationship
between the strategies owners of mattress manufacturing firms in
Puerto Rico use to increase the demand for mattresses and other
variables, such as (a) having inventory for immediate sales
increased the demand for mattresses, (b) marketing in social
networks increased
the demand for mattresses, (c) establishing good prices increased
the demand for mattresses, (d) delivering excellent customer
service increased the demand for mattresses. Future researchers
conducting longitudinal studies to examine these variables could
provide business leaders with new statistical data that may help
increase the demand for mattresses.
Reflections
My experience in conducting this study has been great with both
challenges and strengthens that led to acquiring new information about
strategies owners of mattress manufacturing firms in Puerto Rico use to
increase the demand for mattresses. From the study, I have learned to be
more patient with my colleagues given I can see from their perspective the
way things are managed on a demanding market. I understand that
sometimes the fact of decreasing in demand is not always because the
product is not available, sometimes is because the raw material for
manufacturing a product is not available at all. The main challenge that
occurred was during data collection because not all leaders were able or
agreed to share their knowledge. Apart from the challenge of getting the
right time to have the interviews conducted, it was challenging for me to
convince participants that their participation was not really for my benefit
but for the benefit of the mattress manufacturing industry in Puerto Rico.
The process was challenging given not all leaders were able to demonstrate
without bias how their demand increased. I presented to them the study with
the purpose of having a brainstorm session or conversations instead of
placing pressure to obtain an answer. The strategy to get the most
information was making them feel I was doing an interview with the sole
purpose of learning exactly what they have done to increase the demand for
mattresses. Securing documentation in all the steps involved in this study
made me confident that the study is trustworthy and reliable because I was
able to conduct methodological triangulation. A doctoral study requires
someone to have communication skills, research, experience, good
relationship with participants, and flexibility.
Summary and Study Conclusions
This section of the study was about presentation of findings,
discussing the correlation to the literature and the conceptual framework,
applications to professional practice, implications for positive social change,
and the recommendations for action and further research in the study. In
addition, Section 3 included a discussion of the findings, personal
reflections, a summary, and conclusions. Data on the strategies were
collected from three participants chosen based on their experience increasing
the demand for mattresses Each participant will receive a summary of the
findings, consisting of 1-2 pages. The central research question for this
qualitative multiple case study was, what strategies do owners of mattress
manufacturing firms in Puerto Rico use to increase the demand for
mattresses? Answering this study’s central research question required
conducting semistructured interviews and reviewing organizational
documentation and artifacts. Four themes emerged from the study to help in
answering the research question. The first theme was, having inventory for
immediate sales increased the demand for mattresses. The main strategy
study participants used was to have the best inventory system they can
afford that gives the exact amount of product available and to produce. The
second theme was marketing in social networks. The main strategy study
participants used was to use social media to market their product. The third
theme was, establishing good prices. The main strategy study participants
used was to establish a competitive price for their products. The fourth
theme was, delivering excellent customer service. The main strategy study
participants used was to create a customer service department that would
respond to customers’ questions, concerns, and complaints to ensure the
customers feel that their needs are met.
I also intend to publish this study on the ProQuest database of
dissertations and theses to reach a greater audience. In addition, I plan to
submit a condensed version of this study to an academic journal for review
and potential publication. The findings from this qualitative multiple case
study revealed the success owners of mattress manufacturing firms had in
increasing the demand for mattresses. These owners used their vast
experience in manufacturing and management and their vision and
determination to explore new strategies. Study participants continue to
overcome challenges because they have a strong commitment in doing what
they love to do, which is the manufacture of mattresses.
