Muhammed Jawo
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SOCIAL MEDIA MARKETING AS A SUPPORTING TOOL FOR BRAND BUILDING AND ITS IMPACT ON CUSTOMER PURCHASE DECISION. Muhammed Jawo
Jurnal Ilmiah Mahasiswa FEB Vol 6, No 2: Semester Genap 2017/2018
Publisher : Fakultas Ekonomi dan Bisnis Universitas Brawijaya

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Abstract

Social media has brought a lot of responsiveness to both companies and individuals interacting online. Marketers nowadays are everywhere to get customers. Social media marketing and advertising is a form of internet advertising that comes with the usage of social media platforms and web sites to sell a product or service. The aim of this study is to examine social media marketing as a tool for brand building and the impacts of social media marketing on customer purchase decision. The research is qualitative (exploratory method) with the intent of generating new theory from data. The data collection technique of this study uses questionnaire, observation, and interview. The sampling technique used is purposive sampling. Credibility and dependability are in place to guarantee the trustworthiness of this study. Since the research is qualitative in nature, content analysis is used a method or technique of data analysis. The result from this study shows that almost everyone uses social media, it is a great place for brand building and things such as trust, and being present online can have significant impact on customer purchase decision.Keywords :    Social Media, Marketing, Brand Building, Impact, Customer Purchase, and Decision.
Mapping the Influence of Organizational Culture on Entrepreneurial Orientation Sri Palupi Prabandari; Ida Yulianti; Muhammed Jawo; Irma Kurniasari
IECON: International Economics and Business Conference Vol. 2 No. 2 (2024): International Conference on Economics and Business (IECON-2)
Publisher : www.amertainstitute.com

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Abstract

This study explores the impact of organizational culture on entrepreneurial orientation (EO) through a comprehensive literature review. EO is a critical dimension of organizational strategy, encompassing innovation, risk-taking, and proactiveness, which are essential for maintaining competitiveness and driving business success. The findings indicate that organizational cultures fostering innovation, calculated risk-taking, and entrepreneurial values significantly enhance EO development. These cultural attributes provide an environment that encourages creativity, supports experimentation, and promotes proactive strategies for identifying and capitalizing on new opportunities. The study identifies recurring themes in the literature, such as the positive correlation between supportive cultural values and improved organizational performance. Companies that cultivate an entrepreneurial culture are better positioned to respond to market changes, innovate, and sustain long-term growth. Moreover, the research points to gaps in existing studies, including the need for deeper exploration of how different cultural dimensions interact with EO across various industries and organizational sizes. Practical implications for managers include the importance of embedding entrepreneurial values into organizational culture through leadership practices, employee training, and resource allocation. By doing so, managers can create an environment conducive to innovation and adaptability. Future research should further investigate cross-cultural variations and longitudinal effects of entrepreneurial culture on organizational success.