bluuebunny/crossref_metadata_2025_split huggingface dataset:
Social Identity Theory
Authors: Langner Sascha , Wiedmann Klaus‐Peter 
Published: January 2015

AbstractThroughout their lives, consumers encounter various social categories that define them. These categories can be stable (e.g., father or son), temporary (e.g., athlete or student), or transitory (e.g., Democrat or environmentalist). In combination, social categories embody all of the social elements that emanate from culture, society, social networks, and social groups. Theoretically, consumers are able to self‐categorize into every possible social category, but not all social categories fit all consumers. Of particular importance are those social categories with a high level of selfrelevance. These self‐relevant social categories form a consumer's social identity. Self‐identification with specific social groups not only leads individuals to associate products with particular social identities but also helps them to socially categorize other consumers by analyzing what they buy.
System Dynamics
Authors: Größler Andreas 
Published: January 2015

Abstract
System dynamics is a modeling and simulation methodology. System dynamics is applied to many kinds of systems that change over time, in particular to socioeconomic systems. In business, it is mostly used to address strategic issues in the broadest sense. Feedback loops, accumulation, delays, and nonlinearities are characterizing elements of the complex dynamic systems to which system dynamics is applied. The goal of system dynamics studies is to increase knowledge about structure and behavior of such systems and to become able to design more robust systems.
Transformative Consumer Research
Authors: Ozanne Julie L. , Mick David Glen , Pechmann Cornelia (Connie) , Pettigrew Simone 
Published: January 2015

Abstract

Transformative consumer research (
TCR
) is defined as academic, theory‐based research that examines individual and group‐level problems and opportunities related to consumption, with the goal of improving consumer well‐being. This research approach seeks to engage in rigorous academic research that can offer pragmatic insights on the problems and opportunities of well‐being most relevant to consumers and their environments, with the mission of producing positive and uplifting change for all. The six defining characteristics of transformative research are explored including the goal of improving consumer well‐being, the commitment to diverse paradigmatic approaches, the examination of social problems in context, the rigorous application of theory and methods, a partnership with and for consumers, and the creative dissemination of findings to relevant stakeholders.
Buyer Behavior Theories
Authors: Kokkinaki Flora 
Published: January 2015

Abstract
Buyer behavior theories contribute to our understanding of buying behavior. Major contributions come from the fields of Economics, Psychology, and Marketing. The traditional economic approach of “homo economicus” has been challenged by the “bounded rationality” approach. According to this approach, consumers are “satisficing” rather than maximizing outcome value. The rational approach has also been challenged by psychological findings indicating that decisions and judgments are often distorted by systematic errors and biases. Marketing scholars have also contributed to our understanding of buyer behavior with a number of complex models that integrate many of the variables that are thought to influence purchase decisions.
Channels of Distribution
Authors: Bourlakis Michael 
Published: January 2015

Abstract
This article analyses the role and importance of the channel of distribution. It examines both the direct and indirect distribution channels and illustrates its key intermediaries such as brokers, agents, wholesalers, and retailers. The concept of disintermediation is provided and various channel strategies are introduced including the multichannel distribution strategy and the intensive, selective, and exclusive distribution strategies. The role and various types of channel competition are illustrated followed by an analysis for two distinctive channels, the reverse channel and the international channel of distribution. The chapter concludes with a discussion of the various types of flows identified in a channel of distribution.
Customer Satisfaction
Authors: Guido Gianluigi 
Published: January 2015

AbstractCustomer satisfaction is basically the judgment a consumer makes in relation to his/her sense of fulfillment related to his/her choices about the purchase and use of specific products and services. The concept of satisfaction emerging from past research shares three recurrent elements: the fact of being a (either cognitive or emotional) response to an evaluation process; the fact that such a response depends on a specific focus (constituted by individual expectancies, standards of comparison, and consumption experience); and the fact that it depends on the specific timing in which such a response takes place.
Integrated Marketing Communications
Authors: Deshpande Sameer 
Published: January 2015

AbstractIntegrated marketing communications (IMC) is a strategic version of the traditional promotion “P” that marketers employ to communicate the brand promise with a single voice. AnIMCapproach ensures consistency with other Ps of marketing strategy (i.e., positioning, product, price, and placement), consistency across four components of the communication mix (advertising, marketing public relations, sales promotion, and direct marketing), consideration of all four components of the communication mix in the campaign strategy, and consideration of behavior as the primary objective. AnIMCapproach facilitates positive impactful interaction with consumers as well as other stakeholders, cost reduction, and better management for the marketing organization.
Interpretive Research
Authors: Mossinkoff Marco 
Published: January 2015

Abstract
In marketing and consumer studies posivistic and interpretive methodological approaches are often considered as oppositional. These two perspectives apparently hinge upon contrasting ontological assumptions. In positivistic approaches an initial interpretive phase is aknowledged, and referred to as qualitative research; the following quantitative phase is aimed at confirming previous findings. Interpretive approaches, however, are more tolerant in nature, and do not necessarily imply a distinction between exploration and “scientific prove” phases in the research process.
Not‐For‐Profit Marketing
Authors: Byrom John 
Published: January 2015

Abstract
Not‐for‐profit marketing involves organizations outside the mainstream private sector applying the tools and techniques of marketing. The typical goal of such organizations is not the enhancement of profit or the building of market share, as traditionally defined, but is instead linked to goals that benefit the aims of the organization concerned, or at a broader level, society as a whole. Examples are apparent from across the public and third sectors, as well as from private sector enterprises.
Personal Selling
Authors: Fixson Steffen , Jobber David 
Published: January 2015

Abstract
Personal selling represents one of the key components in a company's communication mix. It is an interactive marketing tool often used in conjunction with other promotion elements. Personal selling can be characterized by a complex selling process, requiring the sales personnel to be proficient in the use of various selling techniques as well as to possess extensive interpersonal skills. Although a wide array of different sales roles exist, the salesperson frequently represents the “face” of the company, making personal selling a critical function for the nurturing of vital customer relations. Recent developments in the field of marketing, such as relationship selling, technological advancements, or the focus on the salesmarketing interface, are influencing contemporary selling approaches and the specific function of the modern sales force.
SWOT
Analysis
Authors: Littler Dale 
Published: January 2015

Abstract

As part of the
S
trategic
P
lanning process, it is generally prescribed that organizations undertake an internal audit aimed at identifying their major skills, technologies, competencies, and resources, existing and possible future vulnerabilities, and an environmental analysis aimed at identifying, amongst other things, existing and future societal (e.g., demographic), technological, legal, and economic developments.
Corporate Reputation
Authors: Davies Gary 
Published: January 2015

Abstract
Corporate reputation is variously defined but a commonly quoted definition is “the accumulated impression that a stakeholder has of the organization”. Other definitions place the concept closer to that of corporate image or corporate brand. Corporate reputation is seen as a corporate asset and a source of competitive advantage. Reputation is created by many things an organisation can do, including advertising and PR but particularly in service organisations can be argued to be ultimately a function of corporate culture. The CEO has a central role to play in reputation management being seen as the “corporate brand manager”. Links between reputation and financial performance while obvious when damage to the former results in the collapse of the latter is still contentious. Corporate reputation is variously measured and there is little or no agreement as to the best way to do so.
Culture and Societal Behavior
Authors: Lindridge Andrew 
Published: January 2015

Abstract
The term culture describes a collection of behaviour, norms, rules and values that determine not only how an individual behaves and views themselves, but also how society does the same. Research has indicated that two types of cultures exist: collectivist (where adherence to the group is placed above individual needs) and individualist cultures (where the needs of the individual take precedence over the needs of the group).
Organizational Buying Behavior
Authors: Zolkiewski Judy , Hopkinson Gillian C. 
Published: January 2015

Abstract
This article describes the complexity and dynamics of the organizational buying process. It summarizes the major models that describe the process and considers the impact of technology and globalization on the process. How organizational buying behavior is related to relationship marketing and networks is also discussed. Finally, the article considers the similarities and differences between organizational buying behavior and consumer behavior.
Causal Ambiguity
Authors: Potter Antony 
Published: January 2015

Abstract

Over the past three decades, causal ambiguity theory has been integrated into a wide range of organizational theories, including the resource‐based view (
RBV
), knowledge‐based view (
KBV
), and Relational View of the firm. Recently, a paradox has emerged within the management literature with some studies finding that inter‐firm causal ambiguity restricts imitation by competitors and sustains a firm's competitive advantage. By contrast, empirical research has also found that intra‐firm causal ambiguity has a negative impact on factor mobility, knowledge transfer, routine replication, decision making, and project performance. This study reviews the latest research on causal ambiguity and its application within the strategy, operations, and innovation management literatures.
System Loss
Authors: Bennett David 
Published: January 2015

Abstract
System loss occurs with product layouts where operators are “paced”, or required to keep working at the speed of the line, so they cannot complete all their work within the cycle time or have idle time on a cycle. The line then needs to be stopped for work to be completed, or products remain unfinished at the end of the line and need to be completed later, or workers further down the line are forced to have idle time.
Kit Bill
Authors: Danese Pamela 
Published: January 2015

Abstract
The kit bill is a planning bill that is useful to define the super bill of a product family. The concept behind the generation of the kit bill is the identification of the product components common to all product configurations and of the components specific to each end‐product configuration. The kit bills are mainly used when the products are not characterized by numerous product options. In fact, in this case, modular bills are more adequate.
Product Architecture
Authors: Danese Pamela 
Published: January 2015

Abstract
The product architecture is the scheme by which the functional elements of a product are associated with its physical components. Two typologies of product architecture can be defined: 1. modular architecture, characterized by (a) a one‐to‐one mapping between functional elements and physical components and (b) decoupled interfaces among physical components (in this case, physical components are called modules); 2. integral architecture, characterized by (a) a complex (non‐one‐to‐one) mapping and/or (b) coupled interfaces among physical components. Generally, the mapping between functional elements and physical components may be one‐to‐one, when every functional element corresponds to a single physical component and vice versa; many‐to‐one, when more functional elements correspond to a single physical component; or one‐to‐many, when a single functional element corresponds to more physical components. The specification on the interfaces among interacting components concerns the interactions across the interfaced components and the mating geometry among them in the cases where there is a geometric connection. Interfaces are called coupled if a change made to one physical component requires a change to the other interacting physical components in order for the overall product to work correctly. Otherwise, interfaces are decoupled.
Supply Network Centralization
Authors: Danese Pamela 
Published: January 2015

Abstract
In supply networks, centralization is related to how much authority or power is concentrated or dispersed across the supply network. If the decision‐making authority in a supply network is mainly concentrated on a single supply network member, the supply network is said to be centralized. Conversely, if the decision‐making authority is distributed among supply network members, the supply network is said to be decentralized. The decision‐making process can regard different processes such as product engineering, production planning, order replenishment, or forecasting activities.
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eiri,
S
eiton,
S
eiso,
S
eiketsu, and
S
hitsuke
Authors: Åhlström Pär 
Published: January 2015

Abstract
The article provides a short description of the housekeeping technique of 5S. The 5Ss are intended to promote the discipline of cleanliness and tidiness as a set of shared values throughout the organization. First, materials and equipment are separated into those really needed and those not, with those not needed being thrown away. Next, each work area is organized for easy retrieval. Third, the workplace is cleaned and then standards introduced to maintain cleanliness. Finally, all previous tasks are made part of the daily routine.
Service Processes
Authors: Silvestro Rhian 
Published: January 2015

Abstract
The article discusses the typologies of services based on their operational characteristics rather than industry type. It is argued that the manufacturing process model, which distinguishes five manufacturing process types on the basis of production volume and variety,has played an important part in facilitating an understanding of the operations management challenges which are shared by manufacturers in widely differing industries. An analogous model of service processes is presented, which combines service volumes and six service typologies. Three service process types are defined: professional services, service shops, and mass services. The key characteristics and operational challenges of the different service process types are defined and discussed. It is argued that the service process model can enable the cross‐fertilization of ideas and the sharing of operations management practices between services from different industries.
Six‐Sigma
Authors: Betts Alan , Lewis Michael 
Published: January 2015

Abstract
Six–Sigma, an approach to improvement first popularized by Motorola, is so named because it requires that the natural variation of processes (±3 standard deviations) should be half a process' specification range. That is, the specification range of any part of a product or service should be ±6 the standard deviation of the process. Although initially (and fundamentally) based on the principles of statistical process control, Six–Sigma incorporates a wide range of other approaches – built around the DMAIC cycle – many of which were previously associated with earlier quality movements.
Make or Buy
Authors: Probert David R. 
Published: January 2015

Abstract
The make or buy question is a fundamental issue facing manufacturing business. It needs to be addressed at both strategic and operational levels, since over time the consequences of the associated decisions will determine the scope of the business and its operations. While cost comparisons are frequently a dominant consideration, there are many other factors that should not be overlooked, including acquisition costs. The integration of all these considerations in arriving at good decisions is discussed, together with structured methods to develop long‐term make or buy strategy. It is important that analysis is prioritised on the areas of most significance to the business, and good methods permit some economy of effort. The multiple perspectives involved in reaching appropriate decisions, and the need for implementation in an organizational context, make project team approaches to strategy development very relevant. Such methods have been implemented in leading companies to develop and maintain an expertise in the area of make or buy. Sources of further practical guidance are given.
Service Recovery
Authors: Johnston Robert , Brandon‐Jones Alistair 
Published: January 2015

Abstract
Service recovery is the action of seeking out and dealing with failures in the delivery of service. The critical issue about service recovery is that it is not necessarily the failure itself that leads to customer dissatisfaction, as most customers do accept that things can go wrong. It is more likely to be the organization's response (or lack of response) to a failure that causes dissatisfaction. The crucial point is that while mistakes may be inevitable, dissatisfied customers are not.
Assertiveness
Authors: Bosak Janine 
Published: January 2015

Abstract
Assertiveness is people's tendency to actively defend, speak up for, and act in the interest of themselves and their own values, preferences, and goals. Assertiveness has been found to yield instrumental benefits but also can result in social costs, such as negative perceptions. This article discusses the costs and benefits of assertiveness in the workplace specifically in relation to perceptions of leadership effectiveness and women's self‐promotion.
Job Burnout
Authors: Leiter Michael P. , Maslach Christina 
Published: January 2015

Abstract
Burnout is a syndrome of exhaustion, cynicism, and diminished professional efficacy closely associated with the work environment. Once established, the syndrome persists. Burnout arises in response to stressors within the work environment. It has a wide range of negative effects on job performance and personal well‐being. Burnout stands in contrast to the positive experience of work engagement, and consequently interventions to alleviate or reduce burnout may also be framed in terms of promoting engagement.
Job Crafting
Authors: Freeney Yseult 
Published: January 2015

Abstract
Job crafting captures proactive behaviors that individuals engage in to redesign their own jobs in an effort to make it more meaningful and to increase their identification with the work. This entry reviews what is known about job crafting, why people engage in it, and the individual and organizational factors that drive it. It also considers the proposed outcomes of job crafting and suggests that further research is required to establish models of job crafting and to inform managers on how best to facilitate it, manage it, and ensure that it results in positive outcomes for both employees and their organizations.
Adhocracy
Authors: Harney Brian 
Published: January 2015

Abstract
Adhocracies are informal, organic and fluid organizational structures staffed by professionals with high levels of expertise. Control in adhocracies comes from lateral co‐ordination as opposed to traditional hierarchy. The characteristics of adhocracies make them particularly beneficial for knowledge sharing, collaboration and rapid adaptation. For this reason adhocracy is typically viewed as the antithesis of bureaucracy and the most appropriate organizational form for a knowledge‐based age.
Commitment
Authors: Guest David E. 
Published: January 2015

Abstract
Attitudinal or affective commitment addresses identification with and attachment to an organization, a team, or some other feature. A widely cited distinction is often made between affective, continuance and normative commitment, typically to an organization. There are established measures. Research shows that affective commitment is the most salient and a range of antecedents and outcomes have been established, although links to outcomes are often quite weak. There are ongoing debates about the conceptual basis of the popular approaches to commitment but it appears to retain relevance for organizational policy, for example, in relation to the war for talent.
Evolutionary Psychology
Authors: Nicholson Nigel 
Published: January 2015

AbstractEvolutionary psychology is the name given to the multidisciplinary enterprise, across the life and social sciences, to use the developments of Darwinian theory and research over the past 60 years, to unify our understanding of human social behavior and identity. It has a proven ability to explain and unify the multiple meso‐level theories in the study of management, decision‐making, and organization.
Gender
Authors: Bosak Janine , Eagly Alice H. 
Published: January 2015

Abstract
In the 1970s, feminist researchers introduced the concept of gender to distinguish between differences in male and female psychology caused by sociocultural meanings associated with males and females, and those caused by their biology. Owing to the complexity and intertwined nature of biological and sociocultural factors in causing behavior, the term “sex” has been used by researchers to refer to the binary categories of male and female without implying causes for underlying differences, while research on causation invokes more specific language with the term “gender” referring to cultural constructions such as stereotypes. This article discusses gender in relation to the field of work, specifically focusing on gender stereotypes, gender identity, and sex differences/similarities in attitudes and behavior.
Locus of Control
Authors: Saboe Kristin N. , Spector Paul E. 
Published: January 2015

Abstract
Locus of control (LOC) is a personality variable that reflects people's generalized expectancies for control of reinforcements of rewards. Individuals who believe that they control rewards are internals and individuals who do not believe this are externals. LOC scales have been developed to be both general and domain specific, such as LOC in the workplace. Studies have shown that general scales are more strongly associated with general criteria, such as life satisfaction, whereas work LOC relates more strongly to work‐relevant criteria, such as job attitudes or performance.
Social Capital
Authors: Gubbins Claire 
Published: January 2015

Abstract
Social capital, as a concept, is defined in numerous and varied ways. Definitions focus on the structure of relations among actors in a network, the characteristics of the actors, the resources possessed by and available to the actors in a network or both the structure, characteristics and resources of a network of actors. The multitude of definitions of social capital is argued to be in part because the differences in metaphors used by authors to define a concept to suit their goals and the purpose of their theorizing.