PL EN


2019 | 2(32) | 1-26
Article title

Investigating process maturity modeling as an advertising process improvement paradigm

Content
Title variants
PL
Badanie modelu dojrzałości procesu jako paradygmatu doskonalenia procesu reklamowego
Languages of publication
EN PL
Abstracts
EN
This article examined a variant of the Capability Maturity Model integrated (CMMi) through the lens of advertising process improvement. The population and sample were taken from a national array of U.S. marketing organizations. Using ANOVA, a 0.05 significance level, and a stratification of service marketing organizations versus product marketing organizations, the study showed a statistically significant difference (F(1, 304) = 4.03; p = 0.04; ω2 = 0.00) regarding the hypothesis representing the notion that processes were potentially sporadic, chaotic, and ad hoc. This notion corresponded to the first maturity level of the examined process maturity framework. With respect to the Likert-scale data representing the first maturity level, the successive means analysis showed that both service marketing firms (M = 2.99) and product marketing firms (M = 2.74) reported neutrality regarding whether processes were deemed sporadic, chaotic, and ad hoc. Thus, the respondents perceived no evidence of the first maturity level among the queried work settings. Future studies may examine different stratifications of marketing firms (e.g., for-profit versus non-profit; domestic versus international; and so on) to better explore the proposed advertising maturity model.
PL
Niniejszy artykuł poświęcony jest badaniu wariantu modelu Capability Maturity Model integrated (CMMi) z perspektywy doskonalenia procesu reklamowego. Populacja i próba zostały pozyskane z narodowego zasobu amerykańskich organizacji marketingowych. Z zastosowaniem ANOVA, poziomu istotności 0.05 oraz stratyfikacji organizacji usług marketingowych, badanie wykazało statystycznie istotną różnicę (F(1, 304) = 4.03; p = 0.04; ω2 = 0.00) w odniesieniu do hipotezy reprezentującej twierdzenie, że procesy były sporadyczne, chaotyczne i nieprzygotowane. To twierdzenie odpowiada pierwszemu poziomowi dojrzałości badanego schematu dojrzałości procesu. W odniesieniu do danych na skali Likerta reprezentujących pierwszy poziom dojrzałości, analiza kolejnych średnich wykazała, że zarówno firmy dostarczające usługi marketingowe (M = 2.99) jak też firmy zajmujące się marketingiem produktu (M = 2.74) wskazywały na neutralność w odniesieniu do tego czy procesy były uważane za sporadyczne, chaotyczne i nieprzygotowane. Zatem, respondenci nie dostrzegli dowodów na pierwszy poziom dojrzałości w badanych układach pracy. Przyszłe analizy mogą zbadać inne stratyfikacje firm marketingowych (n.p. dla zysku kontra non-profit; narodowe kontra międzynarodowe; i tak dalej) w celu lepszego zbadania proponowanego modelu dojrzałości reklamowej.
Publisher
Year
Issue
Pages
1-26
Physical description
Dates
online
2019-06
Contributors
  • University of West Alabama
author
  • University of West Alabama
author
  • Guangzhou College of Technology and Busines
author
  • University of West Alabama
References
  • Bagad, V. S. (2008). Management science. Pune, Indie: Technical Publications Pune.
  • Bahr, N. J. (2014). System safety engineering and risk assessment: A practical approach.(2nd ed.). Boca Raton, FL: CRC Press.
  • Battista, C. & Massimiliano, M. S. (2013). The logistic maturity model: Application to a fashion company. International Journal of Engineering Business Management, 5, 1–11.
  • Broderick, A., Garry, T., & Beasley, M. (2010). The need for adaptive processes of benchmarking in small business-to-business services. The Journal of Business & Industrial Marketing, 25 (5), 324–337.
  • Carcary, M. (2013). IT risk management: A Capability Maturity Model perspective. Electronic Journal of Information Systems Evaluation, 16 (1), 3–13.
  • Chaudhary, M. & Chopra, A. (2016). CMMi for Development: Implementation Guide. New York, NY: Apress Publishing.
  • Colley, R. H. (1984). Defining advertising goals for measured results. New York, NY: Association of National Advertisers.
  • Corsi, P. & Neau, E. (2015). Innovation Capability Maturity Model. Hoboken, NJ: Wiley.
  • Crawford, J. K. (2014). Project management maturity model. (3rd ed.). Boca Raton, FL: CRC Press.
  • Cukier, D., & Kon, F. (2018). A maturity model for software startup ecosystems. Journal of Innovation and Entrepreneurship, 7 (14), 23.
  • Curtis, B., Hefley, W., & Miller, S. (2010). People CMM: A framework for human capital management. (2nd). Boston, MA: Pearson.
  • Daughtrey, T. (2002). Fundamental concepts for the software quality engineer. Milwaukee, WI: ASQ Press.
  • Demir, C. & Kocabas, I. (2010). Project Management Maturity Model (PMMM) in educational organizations. Procedia Social and Behavioral Sciences, 9, 1641–1645.
  • Doss, D. (2014). The capability maturity model as a criminal justice process improvement paradigm. Pretoria, Republika Południowej Afryki: University of South Africa.
  • Doss, D. (2004). An investigation of adapting the software capability maturity model architecture and framework within traditional industrial environments. Prescott, AZ: Northcentral University.
  • Doss, D. A., Chen, C., & Holland, L. (2008). A proposed variation of the Capability Maturity Model framework among financial management settings. Proceedings of the Academy of Accounting and Financial Studies, 13 (1), 15.
  • Doss, D., Goza, R., Tesiero, R., Gokaraju, B., & McElreath, D. (2017). The Capability Maturity Model as an industrial process improvement model. Manufacturing Science and Technology, 4 (2), 17–24.
  • Doss, D., Tesiero, R., Gokaraju, B., McElreath, D., & Goza, R. (2017). Proposed derivation of the Integrated Capability Maturity Model as an environmental maturity model. Energy and Environmental Engineering, 5 (3), 67–73.
  • Drake, D., Sutterfield, J. S., & Ngassam, C. (2008). The revolution of six-sigma: An analysis of its theory and application. Academy of Information and Management Sciences Journal, 11 (1), 29–44.
  • Du, W. (2012). Informatics and management science IV. London, UK: Springer.
  • Duarte, D. & Martins, P. V. (2013) A maturity model for higher education institutions. Journal of Spatial and Organizational Dynamics, 1 (1), 25–45.
  • Esterhuizen, D., Schutte, C., & Du Toit, A. (2012). A knowledge management framework to grow innovation capability maturity. South African Journal of Information Management, 14 (1), 1–10.
  • Fisher, D. M. (2004). The Business Process Maturity Model: A practical approach for identifying opportunities for optimization. BP Trends, 9, 1–7.
  • Foster, P. & Hoult, S. (2013). The safety journey: Using a Safety Maturity Model for safety planning and assurance in the UK coal mining industry. Minerals, 3, 59–72.
  • Friedrich, R. (2017). The virtual team maturity model: Performance improvement of virtual teams. Wiesbaden, Niemcy: Springer.
  • Ghosh, B. C., & Ling, M. T. (1994). Total Quality Management in services: The case of Singapore's advertising industry. The TQM Magazine, 6 (4), 34.
  • Hopkinson, M. (2017). The project risk maturity model: Measuring and improving risk management capability. Aldershot, UK: Gower Publishing.
  • Kennett, R. S. & Baker, E. (2010). Process improvement and CMMi for systems and software. Boca Raton, FL: CRC Press.
  • Kwak, Y. H. & Ibbs, W. (2002). Project Management Process Maturity (PM) 2 Model. Journal of Management in Engineering, 7, 150–155.
  • Kyoo-Sung, N. & Park, S. (2013). Measures for e-learning policy effectiveness improvement through analysis of maturity of Korean policy application. Journal of Digital Convergence, 11 (12), 11–19.
  • Lavidge, R. J. & Steiner, G. A. (1961). A model for predictive measurements of advertising effectiveness. Journal of Marketing, 25, 59–62.
  • Lockamy, A. & McCormack, K. (2004). The development of a supply chain management process maturity model using the concepts of business process orientation. Supply Chain Management: An International Journal, 9 (4), 272–278.
  • Moriarity, S., Mitchell, N. D., Wells, W. D., Crawford, R., Brennan, L., & Spence-Stone, R. (2012). Advertising: Principles and practice. (3rd ed.). Melbourne, Australia: Pearson Australia.
  • Mutafelija, B. & Stromberg, H. (2009). Process improvement with CMMi v1.2 and ISO standards. Boca Raton, FL: CRC Press.
  • Paulk, M. (2009). A history of the capability maturity model. Retrieved from https: //pdfs.semanticscholar.org/6fb0/c324e08698a9e364693151605a74982b487a.pdf
  • Pickett, T. (2016). The Capability Maturity Model as an advertising process maturity paradigm. Livingston, AL: University of West Alabama.
  • Shah, M. & Yeoh, W. (2018). Applying business intelligence initiatives in healthcare and organizational settings. Hershey, PA: IGI Global.
  • Slaughter, S., Harter, D., & Krishnan, M. S. (1998). Evaluating the cost of software quality. Communications of the ACM, 41 (8), 67–73.
  • Stewart, D. W. & Gugel, C. T. (2016). Accountable marketing: Linking marketing actions to financial performance. New York, NY: Routledge.
  • Teng, J. T. C., Grover, V., & Fiedler, K. D. (1994). Business process reengineering: Charting a strategic path for the information age. California Management Review, 36 (3), 9.
  • Vacca, J. R. (2013). Computer and information security handbook. Waltham, MA: Morgan Kaufman.
  • Vaughn, R. (1980). How advertising works: A planning model. Journal of Advertising Research, 20 (5), 27–33.
  • Wademan, M. R., Spuches, C. M., & Doughty, P. L. (2008). The People Capability Maturity Model. Performance Improvement Quarterly, 20 (1), 97–123.
Notes
EN
Available in Open Access
PL
Publikacja w otwartym dostępie (Open Access).
Document Type
Publication order reference
YADDA identifier
bwmeta1.element.desklight-74bd5892-00eb-459b-8f10-292f1228bf49
JavaScript is turned off in your web browser. Turn it on to take full advantage of this site, then refresh the page.