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By Sarah J. Marsh, Ph.D
October 2004
In this study, analysis of in-depth interviews of CEO's, Presidents, and senior-level executives in the U.S. Equipment Lease and Financing Industry and survey results of managers revealed that managers view credibility with the customers, reputation in the marketplace, and understanding customer needs as the most significant contributors to competitive advantage. Analysis of firm performance showed that corporate culture resources (such as, communicating internally within the organization and a shared understanding of organizational purpose and goals) and the relationship with the parent were significant predictors of return on equity. The results also show a significant and positive relationship between performance and leaders who behave in ways that stimulate their employees to develop new ways of thinking about issues and problems.
October 2004
In this study, analysis of in-depth interviews of CEO's, Presidents, and senior-level executives in the U.S. Equipment Lease and Financing Industry and survey results of managers revealed that managers view credibility with the customers, reputation in the marketplace, and understanding customer needs as the most significant contributors to competitive advantage. Analysis of firm performance showed that corporate culture resources (such as, communicating internally within the organization and a shared understanding of organizational purpose and goals) and the relationship with the parent were significant predictors of return on equity. The results also show a significant and positive relationship between performance and leaders who behave in ways that stimulate their employees to develop new ways of thinking about issues and problems.