bluuebunny/crossref_metadata_2025_split huggingface dataset:
Relationship Marketing
Authors: Karantinou Kalipso 
Published: January 2015

AbstractCompanies in all sectors of economic activity are encouraged to retain their customers and turn them into strong supporters, vocal advocates, and a powerful referral source for their products and services. To induce such loyalty, companies must exceed customer expectations, create customer value, and generate customer trust and commitment. Relationship marketing aims at creating long‐term, mutually satisfying, and interactive relationships with customers. Relationship development is thus regarded as an effective strategy leading to a significant and enduring competitive advantage, linked to profitability. Reduced uncertainty, managed dependence, exchange efficiency, higher overall degree of trust and reliability, and financial gains are some of the significant benefits associated with relationship development for all parties involved. At the same time, however, there are also costs, disadvantages, and opportunity costs associated with relationship development, which necessitate a sector‐ and context‐specific investigation in each case to establish the overall benefits and costs ratio; a clear understanding of the preferences and expectations of customers from relationships; and a careful selection of the specific customers and customer segments to focus.
Attitudes
Authors: Kokkinaki Flora 
Published: January 2015

Abstract
Attitudes represent the positive or negative evaluation of an object of thought. Consumers hold attitudes toward products, services, brands, companies, stores, advertisements and so on. These attitudes guide behavior and therefore provide an important tool in marketing efforts to understand, predict, and influence consumers' preferences, purchase decisions, and usage behavior. Attitudes serve a variety of functions, broadly classified as instrumental or symbolic. They are commonly measured by means of direct self‐reports. Several alternative methods, including implicit attitude measures, have also been developed. Strong attitudes exert a strong influence on behavior and are resistant to counter persuasion. Attitude strength is reflected on attributes such as attitude extremity, certainty, importance, and accessibility. In the context of attitude change, the elaboration likelihood model and the heuristic‐systematic model hold that when message recipients are able and adequately motivated, they elaborate on its content; in contrast, when processing motivation or ability is low, attitudes are formed on the basis of peripheral cues or heuristics. The theory of reasoned action and the theory of planned behavior provide a prominent approach in the study of the attitude–behavior relationship. These theories maintain that behavior and behavioral intentions are determined by an individual's attitude toward the behavior, subjective norm, and perceived behavioral control. When highly accessible, attitudes can also influence behavior through automatic, and unconscious processes.
Buyer Behavior Models
Authors: Kokkinaki Flora , Gemtou Marilena 
Published: January 2015

Abstract
Buyer behavior models provide an integrative framework of the variables that influence consumer behavior and illustrate their interrelationships. The early “grand models” were descriptive in nature, based on assumptions of rationality and assumed a single‐phased decision‐making process. More recent attempts to modeling buyer behavior incorporate alternative ideas that account for the restricted human information processing capacity, the experiential aspects of consumption, and the multi phased nature of decision‐making processes.
New Product Forecasting
Authors: Goodwin Paul 
Published: January 2015

Abstract
New product forecasting refers to the process of forecasting the demand for products that have yet to be launched or which have recently been launched. Forecasts are often based on consumer intentions surveys, management judgment or mathematical diffusion models. Data from consumer intentions surveys is usually more reliable when the new product will be purchased soon after the survey has been carried out, but the data usually has to be de‐biased to improve forecast accuracy. Management judgment is subject to cognitive and motivational biases but its role can be improved by aggregating the judgments of groups of managers using methods like Delphi or prediction markets. Diffusion models require historic data on demand. When this is unavailable models can be fitted to the demand history of previously launched analogous products on the assumption that these will have similar sales patterns to the new product.
Public Procurement
Authors: Roehrich Jens 
Published: January 2015

AbstractPublic procurement refers to the acquisition of goods and services by government or public sector organizations. Public procurement represents a significant amount of a country's GDP and is a vital source for innovation policy. It can actively drive demand for innovative goods, while at the same time improving the level of public services by, for example, creating lead markets. Both nationally and at the EU level, attention has turned to initiatives seeking to increase the innovation impact of public procurement. However, the potential for public procurement to stimulate innovation has to be considered in a context in which it is increasingly expected to pursue often conflicting policy objectives.
Sustainability
Authors: Pagell Mark , Wu Zhaohui 
Published: January 2015

Abstract

This article summarizes what sustainable supply chain management (
SSCM
) is and how creating more sustainable supply chains likely impacts supply chain performance. It then critically details what practices differentiate best practice in SSCM from more traditional supply chain management. The focus is on how to become more sustainable because researchers now recognize that all supply chains will have to move in this direction to survive in a world of reduced resource availability and higher stakeholder expectations.
Technology Tiers
Authors: Karlsson Christer 
Published: January 2015

Abstract

A technology tier is a level in a product system: final product, system, subsystem, component, or part. As a concept, it contrasts traditional “vertical” special technologies (for example, mechanics and electronics) and focuses “horizontal” feature technologies such as product characteristics, safety, comfort, or handling. Product functionality is in focus rather than product specifications. Suppliers take care of technical specialization, whereas further development of product functions takes place within the
OEM
.
Group Working
Authors: Bennett David 
Published: January 2015

Abstract
This article describes a type of work organization that is an alternative to individual working based on division of labour and specialization. Working in groups, it is argued, overcomes the frustration and boredom brought on by the monotony associated with repetitive, differentiated work. A particular for of group working, which is team‐based, emphasises the virtues of working together, such as the ability to make use of the various skills within the team.
Continuous Improvement
Authors: Boer Harry 
Published: January 2015

Abstract
Continuous improvement, also known as kaizen, is the planned, organized and systematic process of ongoing, incremental and company‐wide change of existing practices aimed at improving company performance. Continuous improvement is:
•Process‐oriented: results can only be improved if processes are improved.
•People‐oriented: based on the belief in people's inherent desire for quality and worth, and that this will pay in the long run.
•Standard‐oriented: there can be no improvement where there are no standards.
Industrial Networks
Authors: Karlsson Christer 
Published: January 2015

Abstract
Companies organize in a way that involves many activities that are external to the traditional organizational boundaries. This presents challenges to operations management and managing operations involves many issues and actions dealing with external networks. Taking a network perspective changes the focus of operations management from managing the own organization to continuously developing and managing a network of external and internal resources forming a production system. This perspective may be called managing an “extraprise” rather than an “enterprise.” It should be noted that “an industrial network” should not be seen as an organizational form but as a perspective that can be used to enrich one's understanding of organizations. The industrial network perspective has three basic building blocks: actors, resources, and activities. The three building blocks and their relations constitute the network.
Competence
Authors: Lewis Michael 
Published: January 2015

Abstract
Following a classic OM transformation logic, competences are those combinations of resource and process that together underpin sustainable competitive advantage for a specific firm competing in a particular product/service market. The advantage thus conferred is based on key processes being better than, or different from, those of rivals and sustainable (the duration of which is dependent on the industry sector) because the underlying strategic resources are rare, difficult to copy, difficult to create a substitute for, and difficult to move.
Benchmarking
Authors: Oliver Nick 
Published: January 2015

Abstract
Benchmarking is the process of systematic comparison of operations. By revealing performance differences between comparable operations, it can challenge assumptions, trigger reflection and investigation and be a powerful tool for performance improvement. This article covers the history and origins of benchmarking, described the benchmarking process and provides examples of influential benchmarking projects. It is noted that benchmarking has a profoundly organizational‐ political dimension when used as a lever for change.
Netting Process in
MRP
Authors: Burcher Peter 
Published: January 2015

Abstract

The material requirements planning (
MRP
) netting process is the way
M
aterial
R
equirements
P
lanning carries out calculations on a level‐by‐level basis down through a
B
ill of
M
aterials, which converts the
M
aster
P
roduction
S
chedule of finished products into suggested or planned orders for all the subassemblies, components, and raw materials.
Project Cost Management and Control
Authors: Levene Ralph , Lewis Michael 
Published: January 2015

Abstract
At the end of each project phase, an estimate is produced that increasingly matches the final cost. The concept phase produces a ballpark figure that will only be used to gain agreement to move onto the feasibility phase, when a more detailed preliminary estimate is produced. This should aim to be in the order of 25% of the final cost. The planning phase should refine this estimate to the range? 10% to provide the working budget for the major proportion of the project expenditure in its realization and final project delivery.
Critical Incident Technique
Authors: Johnston Robert 
Published: January 2015

Abstract

CIT
, critical incident technique, has its roots in
WW2
Operations Research. As applied to service operations, it usually comprises two questions: the first asks customers to think of a time when they felt very pleased and satisfied with the service/product received and to describe, in a few sentences, the situation and why they felt so happy; the second requires customers to think of a time when they were unhappy and dissatisfied with the service/product they received and to describe, in a few sentences, why they felt this way.
Outsourcing
Authors: McIvor Ronan 
Published: January 2015

Abstract
Outsourcing involves the sourcing of goods and services previously sourced internally from external suppliers. Outsourcing has moved from focusing primarily on peripheral activities of the business such as cleaning, catering and security to encompass more critical business areas such as design, manufacturing, and marketing. This article highlights the benefits of outsourcing including cost reduction, performance improvement, flexibility, specialization, and access to innovation. The risks of outsourcing are also highlighted including cost increases, supply market risk, loss of skills, and organizational change. A number of important aspects of outsourcing evaluation and management are discussed including critical activity definition, capability analysis, cost analysis, and supply management.
Add/Delete Bill of Materials
Authors: Danese Pamela 
Published: January 2015

Abstract
The add/delete bill of material defines a special product in terms of a standard product, specifying which component needs to be added and which components need to be removed. For example, if a company defines a standard product including the components A, B, C, and D, when the company receives a customer order specifying product characteristics, it can configure the required product by identifying its differences from the standard product. For instance, the required product can be obtained by eliminating from the standard product component A and adding components E and F. The add/delete bill of material is utilized not in elaborating forecasts but in the phase of order generation.
Collaborative Planning, Forecasting, and Replenishment
Authors: Goodwin Paul 
Published: January 2015

Abstract

Collaborative planning, forecasting, and replenishment (
CPFR
) is an initiative where members of a supply chain agree to share information and manage planning processes together. Demand forecasts are also shared and discrepancies between them reconciled. It can lead to reduced forecast errors, lower inventories, reduced replenishment cycle times, higher order fill rates, improved customer service and lower production planning and deployment costs for suppliers. It can also help to mitigate the bull whip effect where suppliers who operate early in the supply chain face highly volatile demand. Implementing
CPFR
can require change management skills. Barriers to successful implementation include lack of trust between organizations, the need to reconcile discrepancies in very large numbers of forecasts and the fragmentation of forecasting systems within some organizations.
Forecasting Process
Authors: Goodwin Paul 
Published: January 2015

Abstract
The forecasting process refers to the activities that are used to produce, monitor and disseminate forecasts within an organization. Often the production of forecasts involves a combination of statistical methods and management judgment. Research suggests that judgment is often used excessively so that forecast accuracy is decreased. Monitoring forecasts involves measuring their accuracy and bias. Ideally, the measures used should reflect the effect of forecast errors on operational performance. The forecasting process should be integrated across the entire organization with a specialized forecasting unit coordinating the process. However, in some organizations separate non‐interfacing processes may operate simultaneously leading to a duplication of effort and reduced accuracy.
Purchasing
Authors: Karjalainen Katri 
Published: January 2015

Abstract
To carry out their activities, most organizations require resources provided by other organizations, that is, suppliers. Organizations purchase for example materials and components for production, finished goods for sale, and services and supplies to support their internal activities. Typically, the ratio of an organization's purchasing volume compared to sales is between 50% and 60% for manufacturing firms, but it can be as high as 80% in certain industries, especially in trade. Consequently, purchases form the major costs for organizations and their strategic management is important to ensure competitiveness.
Business Ethics
Authors: de Colle Simone 
Published: January 2015

AbstractBusiness ethics is a form of applied philosophy. Its research domain focuses on the evaluation of the moral dimension of business activity at various levels – including individual decisions, corporate strategies, policies and procedures, and the rules of the economic order. The main development of business ethics can be traced back to the 1980s, even if its conceptual roots date back to the Greek philosophers. The three main ethical theories applied in business ethics are Kantian ethics, utilitarianism, and virtue ethics. From an organizational behavior perspective, the role and effectiveness of ethics and compliance programs and the field of behavioral ethics are very relevant research streams in contemporary business ethics.
Justice, Organizational
Authors: Fellenz Martin R. 
Published: January 2015

Abstract
Organizational justice, one of the most active research areas in organizational behavior (OB), considers the role of fairness in organizations. Organizational justice refers to individuals' fairness perceptions regarding their work and conditions of employment. Contemporary approaches identify up to four dimensions of organizational justice (distributive, procedural, interpersonal, and informational), and research has identified typical behavioral and attitudinal reactions to experiences of (un)fairness including direct links to issues such as trust; extra‐role and prosocial behavior; theft, sabotage, and other deviant behavior; motivation; commitment; and ultimately, performance.
Survivor Syndrome
Authors: Li Pingshu , Guthrie James P. 
Published: January 2015

Abstract
The concept of survivor syndrome is a phenomenon associated with layoffs and downsizing. Research suggests that along with those who have been downsized, survivors of these traumatic events are also likely to experience significant and adverse effects. These negative effects are wide ranging and include an erosion of satisfaction, commitment, motivation, trust, performance, creativity, social networks, and work‐life balance.
Toxic Leadership
Authors: O'Hara Teresa 
Published: January 2015

AbstractMuch of the literature on leadership emphasises the positive, transformational aspects and avoids or ignores the more destructive or darker characteristics of leaders. Toxic leaders have been defined as “leaders who engage in numerous destructive behaviours and who exhibit certain dysfunctional personal characteristics”. There is some overlap with the concept of toxic leadership and other types of leadership definitions or approaches such as destructive leadership, bullying, and styles of leadership such as autocratic, lassiez faire, and non‐contingent punishment leadership. However one of the key distinguishing attributes of toxic leadership is the multi‐dimensional nature of the concept and the influence of the organisational context on the toxic leader's behaviour. Organizational settings and institutions may actually encourage toxic behaviour and isolate leaders from outside scrutiny. Therefore, to deal effectively with toxic leaders and understand their behaviour, it is often important to analyse the leader's behaviour in context.
Careers
Authors: Arnold John 
Published: January 2015

AbstractCareers involve the sequence of a person's work experiences over time, and are not confined to high prestige occupations, nor to “climbing a ladder”. These experiences can be influenced by objective circumstances and individual perceptions and interpretations. Recent models of career emphasize the need for people to exert control over their own future, staying true to their own identity whilst also adjusting to labor market demands. This is not an easy combination. In an unpredictable world, a key task is to construct and reconstruct coherent narratives of their own career so that they can retain a sense of continuity and identity. This includes knowing what kind(s) of career success matter most to them. Organizational attempts to manage the careers of employees using techniques such as succession planning and mentoring schemes can have positive effects on the deployment of human capital, but need to be carefully meshed with the aspirations of individual employees.
Emotional Intelligence
Authors: Hamel Lauren M. 
Published: January 2015

Abstract

Emotional intelligence (
EI
), the ability to monitor one's own and others' feelings and emotions, to discriminate among them, and to use this information to guide one's thinking and actions, has been shown to influence improvements in organizational productivity, individual cognitive‐based performance, and leadership effectiveness. Controversy exists around the conceptualization of
EI
, whether to consider
EI
an intelligence or a skill, and if the consideration of
EI
adds any unique predictive ability beyond general measures of personality and intelligence. Several scales of
EI
exist, each reflecting the variety of conceptualizations and definitions of the construct. Despite the academic debate surrounding
EI
, it has offered both theoretical and practical applications.
Corporate Governance
Authors: Stiles Philip 
Published: January 2015

AbstractCorporate governance focuses on the way organizations are run and is therefore fundamental to understanding of effectiveness and probity. Corporate governance can be viewed through two broad lenses; first, a national lens, which includes the systems of ownership and regulation within countries, and second, an organisational lens, looking at the arrangements made by companies in terms of boards, incentives, and relationships with stakeholders. Progress in governance has been dominated by reform to regulation and structures but attention to strengthening relationships within and outside the boardroom is also essential.
Group Decision‐Making
Authors: West Michael A. 
Published: January 2015

Abstract
Groups and teams in organizations are constantly making decisions that influence the effectiveness of their performance and that of their organizations. The quality of group decision making is prone to a variety of threats including conformity processes, status, personality, hidden profile and satisficing. Even traditional idea generation groups are much less effective than is supposed. Methods of improving group decision making have been developed such that leaders can use them to ensure high‐quality decisions in organizational settings.
Identification
Authors: Chughtai Aamir A. 
Published: January 2015

Abstract
This article provides a brief introduction to the concept of identification. The concept of identification has its roots in the social identity theory and refers to the perception of “oneness” with a group. A strong identification with a group can have a profound impact on an individual's attitudes and behaviours. Identification can be influenced by a variety of factors such as perceived similarity between the individual and the group, the distinctiveness of the group and the size of the group. In addition, it is now widely accepted that identification is a multifaceted construct that can be directed toward different foci such as the organization, department, or the workgroup.
Influence
Authors: Guadagno Rosanna E. , Ewell Patrick J. , Cialdini Robert B. 
Published: January 2015

Abstract

This article reviews the recent literature on
influence
, also referred to as
social influence
. According to Cialdini (2009), there are six primary principles of influence: scarcity, reciprocity, consistency/commitment, authority, social validation, and liking. These principles can be grouped into three major influence‐relevant organizational goals: (i) to enhance effectiveness of decision‐making; (ii) to maintain and build social connections; and (iii) to maintain self‐concept. The principles of authority, social validation, and scarcity meet the effectiveness goal. Liking and reciprocity are effective for meeting the goal of building and maintaining social connections. Commitment/consistency is the principle that meets the final goal of managing the self‐concept. Implications for the future of organizational behavior is discussed in this article.