bluuebunny/crossref_metadata_2025_split huggingface dataset:
The role of the stakeholder perspective in measuring corporate reputation
Authors: Puncheva‐Michelotti Petya , Michelotti Marco 
Published: May 2010

PurposeThe aim of this paper is to develop an effective measure of corporate reputation when stakeholders are faced with different decision situations.Design/methodology/approachThe study research question was addressed using survey data from 500 respondents involved in four decision situations: purchasing products from a company, seeking employment, purchasing shares and supporting the operations of a company in their community.FindingsThe findings suggest that corporate reputation is a situational construct which is continuously redefined by stakeholders according to the decision they are considering. Thus, companies may not have the same reputation when seeking different kind of support from stakeholders.Research limitations/implicationsIn order to generalise the findings, the collection of data by means of surveys of larger random samples from multiple countries are strongly encouraged.Practical implicationsThe paper contributes to the development of effective measures of corporate reputation for individuals who may have hybrid stakeholder identity and are involved in diverse decisions regarding companies. This contribution is valuable in that it can be used by managers and companies to establish more effective corporate communication strategies, which directly address the information needs of individuals considering different relationships with firms.Originality/valueThe paper identifies the value placed on various reputation dimensions when individuals consider different relationships with companies. By doing so, we provide an innovative tool that can be utilised by marketing managers to measure the attractiveness of companies to potential consumers, employees, investors and community members.
SME practice towards integrated marketing communications
Authors: Gabrielli Veronica , Balboni Bernardo 
Published: May 2010

PurposeThe purpose of this paper is to discover and empirically test the gap between the theory and practice of integrated marketing communications (IMC) in small‐ and medium‐sized enterprises (SMEs).Design/methodology/approachThe paper follows a quantitative approach, using the questionnaire technique. Questionnaire items emerged from a literature review and a qualitative step (in‐depth interviews). The questionnaire was submitted to a sample of 210 manufacturing firms. Factor and cluster analysis were performed in order to give a descriptive overview of different communication behavioral profiles within SMEs.FindingsThe sample shows evidence of a certain ability in marketing communication management on the part of SMEs. A group of virtuous firms able to employ a great variety of communication tools, to define in‐depth and consistent messages and to declare ambitious and long‐term goals appears. However, these firms do not adequately manage the internal organizational process aimed at marketing communication planning. As well as these virtuous firms, a large group of firms which show more gaps including in their range of activities, message, and goal definition, still exists. Structural characteristics are useful but not exhaustive in order to understand the existence of such a distance between SMEs active in communications and those with greater communication gaps. Besides, structural characteristics, internal dynamism proves to be one of the most important motivating factors in marketing communications.Research limitations/implicationsAlthough this paper is restricted to a small sample, it constitutes a significant starting point in attaching importance to marketing communications within SMEs.Practical implicationsFrom this paper, practitioners may understand where intervention guidelines are needed in order to improve a marketing communications plan for a small or medium enterprise.Originality/valueOwing to the focus of previous research on large company practices, this paper represents an original trial to empirically apply the IMC approach only within SMEs.
The organizational roles of marketing and marketing managers
Authors: Gök Osman , Hacioglu Gungor 
Published: May 2010

PurposeThe purpose of this paper is to design a comprehensive responsibilities inventory for today's marketing managers, from which it develops factual inferences for the role of marketing in corporations.Design/methodology/approachA content analysis on online job announcements is used to define the role inventory of the marketing manager.FindingsThe findings reveal that marketing managers are responsible for six role dimensions in the organization. The marketing manager's assigned roles are for the management of promotion‐related activities of the company, rather than for managing other marketing mix elements. Communicational and relational (internal and external) role clusters are the most frequently addressed of marketing managers' responsibilities. Knowledge development and injection of market and marketing knowledge into the company's value network is another of the major role dimensions. Increasing financial pressures on companies mean that the outcomes of marketing actions must be measurable, so developing and reporting performance analysis and financial metrics for marketing activities has become an important part of the manager's agenda.Originality/valueThe paper is the first attempt to develop a role inventory for the marketing manager that embraces proofs, signals, and insights from the practice.
B2B e‐marketplace: an e‐marketing framework for B2B commerce
Authors: Kian Chong Woon , Shafaghi Mathew , Woollaston Christopher , Lui Vincent 
Published: May 2010

PurposeThe purpose of this paper is to provide a clear understanding of the performance of business‐to‐business (B2B) e‐marketplace in conducting e‐marketing in the global business environment. The proposed framework is intended to be used as a guide for B2B firms especially small and medium sized enterprises (SMEs) who wish to adopt a proactive approach in the use of information and communication technology for business efficiency and competitive advantage, and those who wish to explore the internet technologies for marketing activities.Design/methodology/approachLiterature from the B2B e‐marketplaces and operations of e‐marketing fields were analysed, and the findings were synthesised to develop a preliminary conceptual model of e‐marketing. The conceptual model was tested empirically through an online survey from various industries in China, Malaysia, and Singapore.FindingsWith significant online and offline publications from both academia and industry, there is a growing awareness of the contribution of the e‐marketing in the global environment. This new marketing paradigm is reported to reshape the business relationships between both consumer marketers and consumers, improving business processes and enhancing the business exposure in the new markets.Research limitations/implicationsThe major limitation of this paper is associated with the sample selection. Although the literature findings were international, the empirical study was restricted to China, Malaysia, and Singapore. Therefore, the generalizability of the results may not be applicable for other countries. Furthermore, the majority of the respondents participated were SMEs. Hence, the applicability of findings to large‐scale organisations may be limited.Practical implicationsThe framework allows B2B firms to capitalise and understand the e‐marketing opportunities provided by B2B e‐marketplace. The framework also offers guidance to marketing managers a most appropriate approach to adopt B2B e‐marketplace to perform their e‐marketing activities.Originality/valueBased on the need for a framework for e‐marketing, this study is significance to: SMEs, marketers, information technology practitioners, and all other stakeholders that adopted the internet and other electronic means for marketing purposes.
Museums, consumers, and on‐site experiences
Authors: Mencarelli Rémi , Marteaux Séverine , Pulh Mathilde 
Published: May 2010

PurposeOne conclusion is widely shared by professionals in the cultural sector: consumer motivations have changed and in particular their relations with cultural products and services. This paper seeks to analyze different trends applied to museums in order to improve the understanding of this “new” cultural audience.Design/methodology/approachFor this trend marketing analysis, seven consumer orientations have been identified (without claiming they are at all exhaustive) after an extended review over the shape of contemporary consumer habits. Besides, the authors wanted to know the opinion of the cultural managers. Each consumer orientation has been evaluated by taking a sample of French practitioners from different areas of the museum sector.FindingsThe paper is interesting in that it highlights the gap between actual management practices and practitioners' judgments.Research limitations/implicationsThe first limitation that should be borne in mind relates to the exploratory character of this paper. In an extremely shifting environment, it is difficult to claim to have successfully identified all of the consumer trends that may criss‐cross the cultural sector. The second limitation of the research is the cultural contingency of the empirical validation. This was done in a French context.Practical implicationsThe environment (especially the competitive environment) in which cultural institutions find themselves should urge them to take account of changes in modes of cultural consumption in order to reach individuals through an attractive and coherent discourse. Museums have to continue to open up to their audiences. It is not, of course, a question of forcing a change or complexification of the core cultural offer (exhibition), but rather a contemplation of what can be done around that core.Originality/valueThe paper offers insights into the evolution of the relation between museums and visitors by analyzing seven consumer orientations. The authors illustrate how museums stray from their original image as a high cultural place. They then show that museums are also revitalizing themselves by redefining the role played by the visitor: from a passive individual to an actor fully interacting in the museum's offer.
Dancing with macro‐boycotters: the case of Arla Foods
Authors: Abosag Ibrahim 
Published: May 2010

PurposeConsumer boycotting is on the increase for various reasons. Macro‐boycotting campaigns, against one or more countries and their companies, rather than a specific single company, have had devastating effects on companies. The purpose of this paper is to describe how Arla Foods has combated such a ferocious campaign.Design/methodology/approachSecondary data were collected from various sources. Importantly, primary data were collected using interviews with senior managers at Arla Foods and a survey of 254 customers in Saudi Arabia.FindingsThe come‐back strategy developed and used by Arla Foods has had a good and positive impact and has helped the company to regain most of the market share it lost at the beginning of the boycotting campaign. Several steps are developed to combat the boycotting and regain the market.Originality/valueThe unique position of Arla Foods during the boycotting campaign, which is unprecedented, creates a new challenge which requires new thinking on how to combat such severe and sudden change in the market conditions. Thus, as the frequency of boycotting is on the increase, the case study outlines a number of steps which can be adopted by other international companies. This will be useful for companies facing similar campaigns and will help in developing a successful marketing strategy during and after boycotting campaigns.
Integrated hazard and operability study using fuzzy linguistics approach in petrochemical industry
Authors: Ilangkumaran M. , Thamizhselvan P. 
Published: May 2010

PurposeThis paper aims to investigate the failure modes present in the dangerous operations and modify processes. After the identification of potential failures, prioritization will be made to rank them for quick attention and immediate correction in the operation/modification.Design/methodology/approachThe methodology utilizes the strength of hazard and operability (HAZOP) study and failure mode and effect analysis (FMEA) to identify and prioritize the hidden potential failures present in the system. Fuzzy linguistics approach has been applied to enhance the performance of the study. This study correlates HAZOP study, FMEA and fuzzy system.FindingsThis proposed technique is used to find the better ranking of the failure modes. Risk priority number and fuzzy weighted geometric mean of the risk factors are used to improve the performance of the risk evaluation. This makes the assessment easier to be carried out effectively for critically operated systems.Practical implicationsThis proposed approach could be very useful for the systematic and rational risk assessment of passive systems.Originality/valueA new decision‐making approach is used to prioritize the failure modes present in the process industry with use of a case study.
Availability, MTTF and cost analysis of complex system under preemptive‐repeat repair discipline using Gumbel‐Hougaard family copula
Authors: Ram Mangey , Singh S.B. 
Published: May 2010

PurposeThe main aim of this paper is to improve reliability characteristics namely availability, mean time to failure (MTTF), and expected profit of a complex system.Design/methodology/approachThe paper discusses the availability of a complex system, which consists of two independent repairable subsystems A and B in (1‐out‐of‐2: F) and (1‐out‐of‐n: F) arrangement respectively. Subsystem A has two identical units arranged in parallel redundancy (1‐out‐of‐2: G), subsystem B has n units in series (1‐out‐of‐n: F) with two types of failure, namely, partial and catastrophic. Except at two transitions where there are two types of repair namely exponential and general possible. The failure and repair time for both subsystems follow exponential and general distributions respectively. The model is analysed under “preemptive‐repeat repair discipline” where A is a priority and B is non‐priority.FindingsBy employing supplementary variable technique, Laplace transformation and Gumbel‐Hougaard family copula various transition state probabilities, availability, MTTF and cost analysis (expected profit) are obtained along with steady‐state behaviour of the system. Inversions have also been carried out so as to obtain time dependent probabilities, which determine availability of the system at any instant.Originality/valueThis paper, through a systematic view, presents a mathematical model of a complex system from which the reliability characteristics namely availability, MTTF, and expected profit of a complex system can be improved.
In front of the blank canvas: sensing emerging futures
Authors: Otto Scharmer C. , Kaeufer Katrin 
Published: May 2010

PurposeThe paper asks how leaders in organizations address complex situations or challenges where past experiences are no longer helpful or might pose an obstacle for success. The authors use the metaphor of the blank canvas to describe the work of entrepreneurs or innovators who connect to an emerging future possibility. Based on their research, the authors argue that social technologies allow actors in organizations to connect to an emerging future, and break through habitual patterns of the past.Design/methodology/approachUnderlying this paper, are action research projects in change management and organizational learning. While social science methods tend to be based on observational data, the founder of action research, Kurt Lewin, and his successors, including Ed Schein, Chris Argyris, Peter Senge, and Bill Torbert, claim that we have to use more than just observation (third‐person views) to get meaningful data about social reality. According to Bill Torbert organizational researchers need to access third‐, second‐, and first‐person knowledge – that is, observational data (third person), conversational data (second person) and experiential data (first person) that stem from participative action inquiry.FindingsThe paper concludes that organizational innovation and change processes cannot be outsourced. Profound innovation and change are only sustainable and successful when connected to the knowledge of the individuals involved, and when created by the people who will use them and be responsible for the results they produce.Originality/valueAny social action can originate from different inner places; every actor, an individual or a group, even an organization, can choose between different places from where their action originate. How we choose to attend to the world is the leverage we have to determine the outcome of our actions. The arts provide processes that allow actors in organizations to access this quality of knowledge and leverage it.
What good are artists?
Authors: Reaves John , Green David 
Published: May 2010

PurposeExamining the techniques of a management consulting firm comprising actors, directors, producers, writers, musicians and other artists, the article reveals through several case studies how a company of avant‐garde artists has turned the lack of conventional business training from a competitive disadvantage to a unique benefit.Design/methodology/approachThe article opens with a brief overview of the company, Learning Worlds, and its historical evolution from the Gertrude Stein Repertory Theater. From interviews with clients and several case studies, the article proposes three qualities through which Learning Worlds has demonstrated its value to global corporate enterprises developing sophisticated business products. These qualities are those of communication, differentiation and the perspective of “outsider” minds. The qualities are described and the part they have played in engagements with clients is demonstrated in three case studies, with Kepner‐Tregoe, LexisNexis, and Microsoft.FindingsArts training increases sensitivity to audiences, and improves facility with aesthetic impact, stories and drama. The avant‐garde impulse encourages organizations to look beyond the usual solutions and habitually search for difference. And an “outsider mind” sees through assumptions and around organizational barriers to discover new paths to success. Learning Worlds' success with clients is based on a willingness to grasp business issues, but hold onto the arts advantage.Originality/valueBy detailing qualities uniquely developed by artists and demonstrating how their expert application has led to success in particular situations, the article demonstrates the value of occasionally stepping outside determined best practice to try a different set of strategies for reaching winning solutions.
Learning how to look: developing leadership through intentional observation
Authors: Mitra Anu M. , Hsieh Yen , Buswick Ted 
Published: May 2010

PurposeThis paper demonstrates how effectively developing visual skills from observing and analyzing works of art applies in developing leadership skills and examines one application where these artistic skills are viewed as specific thinking skills that are regularly used in new product development.Design/methodology/approachThe lead author adapted a successful collaborative program of the Cincinnati Art Museum and the University of Cincinnati Medical School into a program for doctoral students at Union Institute and University, then taught the course numerous times, recording the results.FindingsThe anticipated results were observed, judging from qualitative measures such as instructor and student evaluations.Research limitations/implicationsThis is a study of one course. To become an accepted practice, further study is needed in similar museum‐based learning situations.Practical implicationsAt Union, the program has been adapted into a full course and should stimulate others in business, academia, and nonprofits to replicate the program.Originality/valueThe use of museum‐based training is widely used in medical training to increase diagnostic skills and empathy. It is less widely practiced in business and we believe this is the first program to adapt a successful medical training program to a successful leadership training program.
The art and science of experiential leadership: culture at the core of process change success
Authors: Thomson Graeme 
Published: May 2010

PurposeTo show that: as leaders refine business performance, they are increasingly focusing on human capital performance – how leaders and teams deliver outstanding performance and productivity. Leaders who are paying practical attention to the inner aspects of behavior are often reporting strong cultural shifts in individual engagement and collaborative teamwork affecting all aspects of company performance. These personal aspects of performance can be effectively addressed using the experiential techniques and approaches common to the arts and performing arts.Design/methodology/approachThis article describes the case of Harcourt Assessment, a large education testing and publishing business, which underwent a dramatic business turnaround in 2006‐07. This article is based on analysis of the change methodology adopted by Harcourt Assessment and its consulting firm, The TAI Group, in 2006‐2007, extensive interviews of key executive participants in the engagement, and analysis of the firm's employee survey in 2007.FindingsParticipants in the turnaround of Harcourt Assessment were consistent in their assessment that the deliberate adoption of a change strategy focusing on individual motivators and collaborative group alignment using a creative, performing arts‐based approach was critical to the project's success. These evaluations were also consistent with the attitudinal changes reported in the 2007 employee satisfaction survey of views on senior team performance, teamwork and collaboration, strategy and trust.Originality/valueThe case study and findings demonstrate the measurable value of adopting a practical, disciplined approach to profound corporate culture change based on the experiential principles of the performing arts. This approach, with individual motivations and behavior at the core, can be critical to creating an aligned culture capable of delivering sustained high performance.
Going beyond the dehydrated language of management: leadership insight
Authors: Adler Nancy J. 
Published: May 2010

PurposeLeadership insight describes the importance of and approach to reflection for leaders, using traditional journal writing, leadership wisdom statements, and art work.Design/methodology/approachThe article introduces the multiple ways in which the Leadership Insight journal supports leaders' most profound aspirations.FindingsIt explains the ways in which paintings help leaders to go beyond the dehydrated, and limiting, conventional language of management.Originality/valueBased on the article, managers will be able to use the Leadership Insight journal and reflection process to support their own most important aspirations for contributing to their organization, community, and the world. The article stresses the ability of mangers, by reflecting on a daily basis, to do well by doing good.