bluuebunny/crossref_metadata_2025_split huggingface dataset:
An investigation of consumer acceptance of M‐banking
Authors: Wessels Lisa , Drennan Judy 
Published: October 2010

PurposeThis paper aims to identify and test the key motivators and inhibitors for consumer acceptance of mobile phone banking (M‐banking), particularly those that affect the consumer's attitude towards, and intention to use, this self‐service banking technology.Design/methodology/approachA web‐based survey was undertaken where respondents completed a questionnaire about their perceptions of M‐banking's ease of use, usefulness, cost, risk, compatibility with their lifestyle, and their need for interaction with personnel. Correlation and hierarchical multiple regression analysis, with Sobel tests, were used to determine whether these factors influenced consumers' attitude and intention to use M‐banking.FindingsPerceived usefulness, perceived risk, cost and compatibility were found to affect consumer acceptance of M‐banking. The results also support a mediation model, whereby attitude transfers the affects of the consumers' perceptions to their intention to use M‐banking.Research limitations/implicationsThe sample used in this study contained a skew toward younger male consumers, affecting the generalisability of the results.Practical implicationsDeveloping marketing programs that focus on creating a positive attitude toward M‐banking should attract consumers to this emerging electronic banking channel. Specifically, marketers should emphasise M‐banking's usefulness and compatibility with consumers' lifestyle, in addition to designing M‐banking systems that minimise risk and cost to the consumer.Originality/valueThis paper validates and further develops an existing attitudinal model in the M‐banking context, answering the call for additional research to generalise and improve the explanatory power of self‐service technology acceptance models to other groups and countries.
Are inertia and calculative commitment distinct constructs?
Authors: Yanamandram Venkata , White Lesley 
Published: October 2010

PurposeThe purpose of this paper is to examine the extent to which inertia is distinct from calculative commitment and to extend the knowledge on these constructs in the corporate financial services context in Australia. The study proposes and empirically analyses a research model that considers switching costs as an antecedent to inertia and calculative commitment.Design/methodology/approachAn e‐mail URL‐embedded web questionnaire was used to collect data online from responding organisations. The psychometric properties of the measures were analysed using confirmatory factor analysis, and the hypothesised relationships among the latent constructs were estimated using structural equation modelling.FindingsThe variance‐extracted test established discriminant validity between inertia and calculative commitment. Switching costs affected both inertia and calculative commitment differently.Research limitations/implicationsThe measurement scales should be subjected to further assessment before drawing conclusions on their construct validity. The findings support the contention that inertia occurs from high search and learning costs associated with transaction account products, and that calculative commitment is caused by the existence of sunk costs.Practical implicationsManagers should be cautious in employing barriers as mechanisms for customer retention, because calculatively committed customers might be behaviourally loyal only for as long as it is instrumentally rewarding to be so. However, dissatisfied customers often can become involved in inert buying patterns.Originality/valueThis paper is an important initial step in highlighting the extent to which inertia is distinct from calculative commitment, in addition to providing a measure of inertia.
Managing the threats and opportunities of the open corporation
Authors: Denning Stephen 
Published: October 2010

PurposeThis “Masterclass” paper aims to show senior leaders seeking innovation in various degrees of corporate openness how to defend their businesses against the threats and to take advantage of the opportunities posed by social media.Design/methodology/approachOpenness is not an “anything goes” approach to management. This paper explains the rules for two‐way accountability, with clear delineation of what is expected from each side of the relationship.FindingsGetting involved in social media can be disturbing to managers because it means dismantling some of the barriers and controls that embodied the 20th Century organization and that filtered communications within and to and from the organization.Practical implicationsOne approach is to articulate “covenants” between the parties so that everyone knows explicitly what behavior is appropriate. For example, social media guidelines for employees and customer‐facing guidelines, such as community participation or comment guidelines.Originality/valueFor most organizations, being more open means building relationships that have not existed before. This paper offers leaders a detailed, practical, analytic guide for managing the process.
Delivering on the promise of open innovation
Authors: Rufat‐Latre Jorge , Muller Amy , Jones Dave 
Published: October 2010

PurposeFor all the rhetoric – and hype – about open innovation, the reality is that few corporations have institutionalized open innovation practices in ways that have enabled substantial growth or industry leadership. This paper aims to explain how open innovation can achieve its potential in most companies.Design/methodology/approachThree cases of companies that practice various types of open innovation are discussed. The principles of establishing an organizational environment for open innovation are outlined.FindingsThe ability to move into and out of different industries by capitalizing on ideas and concepts from inside and outside the organization – open innovation – has tremendous value.Practical implicationsWithout the appropriate mindset and, ultimately, operational structure in place, the promise of open innovation cannot be realized.Originality/valueFor corporate leaders, the paper identifies a key first step – to deliver on the promise of open innovation an organization must start by making the change from a competition‐focused, market‐share mindset to a competence‐based mindset.
Henry Singleton: a pioneer of corporate strategic leadership and value creation
Authors: Calandro Joseph 
Published: October 2010

PurposeThis paper profiles the leadership and Financial Strategy principles of Dr. Henry E. Singleton, the late founder of Teledyne Corporation.Design/methodology/approachThe main sources of this paper are a private study prepared by Leon G. Cooperman, Chairman and CEO of Omega Advisors, Inc., who knew Dr. Singleton and who was a long‐term Teledyne investor, as well as a 2007 book that was published by Teledyne's former president.FindingsThe leadership and financial strategy principles of Henry Singleton have broad applicability to executives across industries and to researchers across disciplines including strategy, finance, management, and entrepreneurship.Research limitations/implicationsSingleton's principles, especially in the area of Financial Strategy, could be used by executives in the challenging times that likely lay ahead, and could serve as the basis for applied‐based research, most particularly case studies, on entrepreneurship, growth by acquisition, capital allocation, stock buybacks, and spin‐offs.Originality/valueLong‐time associates of Singleton believe this is the first academic analysis of his leadership and financial strategy principles.
Social media, reputation risk and ambient publicity management
Authors: Aula Pekka 
Published: October 2010

PurposeThis paper aims to discuss the emergence of corporate reputational risk in terms of social media, exploring its threats to and possibilities for organizations' strategic reputation management.Design/methodology/approachReputation risk, the possibility of damaging one's reputation, presents a threat to organizations in many ways. Little is known, however, about the connections between reputation risk management and social media as a mediated business environment. Following the latest conceptualizations of strategic reputation management and social media, the paper identifies several challenges for organizations. To make sense of this issue, the paper proposes a novel context for strategic reputation management, founded on the metaphor of ambient publicity, which involves not only social media, but also organizations and their stakeholders.FindingsThe paper argues that social media expands the spectrum of reputation risks and boosts risk dynamics, and that social media can have notable effects on corporate‐level strategic endeavors, which must be considered in order to be successful in the modern business environment. Nine tenets for corporate leaders involved in strategic reputation management are presented.Originality/valueThe paper offers new insights on social media's relation to reputation risk and its management. The ambient publicity, for example, has value to leaders involved in strategic reputation management when trying to identify factors characterizing the changing business environment. Understanding ambient publicity as an environment of meaning indicates that organizations, their stakeholders, and the public create a “complex narrative web” surrounding reputation. The more unified this web is, the stronger the organization is in terms of reputation risk.
Knowledge transfer: de‐constructing the entrepreneurial academic
Authors: Bicknell Ann , Francis‐Smythe Jan , Arthur Jane 
Published: October 2010

PurposeThe purpose of this paper is to illuminate motivations and “pull” factors of academics engaging in knowledge transfer (KT).Design/methodology/approachIn total, 15 in‐depth interviews were conducted with experienced, KT active (KTAs) academics to reveal their motivations and pull factors for engaging. Data were transcribed and submitted to template analysis to achieve qualitative conceptual “saturation”, from which a conjuctural analysis of conceptual relations was derived.FindingsFrom the data, seven thematic areas were inducted: values‐in‐practice, motivations and “buzz moments”, purposive activities, the academic context, the journey of the KTA, pedagogy and perceptions of risk.Research limitations/implicationsThe interview sample (12 males, three females) of active KTAs can be seen as a representative and authentic regional sample from the Midlands – who had carried out both teaching, research and KT aspects within their academic roles. In total, 120,000 words of dialogue were candidly reported, attesting to conceptual coherence.Practical implicationsThe results concur with some existing literature on conceptualising the KTA as an academic intrapreneur, but also highlight aspects of how this role conceptually differs from non‐KTA academics. This has implications for the recruitment, development and retention of KTAs, in addition to facilitating their roles in higher education institutions (HEIs).Originality/valueThis paper constitutes a unique induction of a conceptual model for a relatively new economic and operational phenomenon in HEIs: the KTA. The paper contrasts with existing literature on the barriers and challenges to KTA work by emphasis on the positive and motivational aspects of the role.
The story of a university knowledge exchange actor‐network told through the sociology of translation
Authors: Smith Sue , Rose Mary , Hamilton Ellie 
Published: October 2010

PurposeThe purpose of this paper is to tell the story of the evolution of knowledge exchange (KE) activity within a department in a university in the north west of England and to understand this activity through the lens of actor‐network theory.Design/methodology/approachApplying the sociology of translation to one qualitative interview shows how different actors were enrolled and mobilized into a KE actor‐network. The process of translation consists of four stages, problematisation, enrolment, interessement and mobilisation of allies which have been applied to the data to tell the story of the KE actor‐network. This is a cross‐disciplinary approach using a theoretical framework from sociology and applying it to a management/organizational context.FindingsThis framework brings fresh ways of looking at the importance of KE networks within universities. Although limited to one interview, the methodology allows for an in‐depth reading of the data and shows how resilient and flexible this actor‐network is to withstand and respond appropriately to shifts in policy and subsequent provisions for small‐ and medium‐sized enterprise business support.Originality/valueBuilding from one case, the paper concludes that this account adds to an historical understanding of how universities become involved with KE activities. The inclusion of non‐human actors allows for a deeper understanding of the actor‐network and shows the importance of actors such as White Papers, pots of funding and physical buildings to the role of KE within higher education.
HEI engagement with SMEs: developing social capital
Authors: Gordon Ian , Jack Sarah 
Published: October 2010

PurposeThe need to develop a greater understanding about the creation of social capital and how this might impact on entrepreneurship and the development of the small‐ to medium‐sized enterprise (SME) sector requires further research. This paper aims to consider to what extent engagement with higher education institutions (HEIs) by SMEs creates social capital and network benefits.Design/methodology/approachThis paper follows the experiences of five SME owners who participated in the Lancaster University LEAD programme (a leadership programme for owner/managers who want to develop their leadership capabilities and grow their business) between 2004 and 2006. Qualitative techniques are used to consider networking activities, use and development of social capital and experiences. A framework for data collection and analysis was developed from the literature review.FindingsResults show that the experience of engaging with the HEI sector was beneficial. Networks provided the opportunity to create social capital and had a positive impact on the development of the SME and the individual. A number of key elements supported this process namely trust in the individuals running the programme, the creation of a supportive environment where individuals were able to share experiences and social events.Originality/valueThis paper has implications for practitioners and the designers of SME engagement programmes at HEIs. For practitioners, this paper demonstrates that by engaging with the HEI sector, entrepreneurial networks can be extended. For designers, this paper demonstrates that the creation of trust and sociability are key aspects for the success of the experience of engaging. However, this must be coupled with content that is rich in reflection.
Recognising “open innovation” in HEI‐industry interaction for knowledge transfer and exchange
Authors: Johnston Lorraine , Robinson Sarah , Lockett Nigel 
Published: October 2010

PurposeThis paper aims to stimulate debate among academic and policymaking communities as to understanding the importance of social processes and open innovation contexts within existing models of knowledge transfer and exchange (KTE) between higher education institutions (HEIs) and industry.Design/methodology/approachThis research was conducted through a number of case studies connected to UK HEIs and through extensive interviews with representatives of HEI, industry and policy makers over a two‐year period.FindingsThe results confirm that social processes are often under‐explored in collaborative HEI‐industry settings. The study identified seven emerging themes which are important to HEI‐industry relationships: the importance of network intermediaries; flexibility, openness and connectivity of network structures; encouraging network participation; building trust in relationships through mutual understanding; active network learning; strengthening cooperation through capacity building; and culture change.Practical implicationsThis research raises implications for policymakers and practitioners engaged in developing KTE collaborative activities. The paper argues for greater attention to be placed upon the social processes that affect collaborative innovation and working. Policymaking in particular needs to take account of these processes as they are neither easy to establish nor sustain.Originality/valueThe paper contributes to the literature on HEI‐industry interactions for enhanced KTE activity and partnership working which demonstrates value to wider scholarly and practitioner readership. In the context of “open innovation”, the paper argues in favour of greater attention to be paid to the social processes involved in engaging HEI academics with industry professionals. Moreover, the paper further contributes to wider perspectives on the importance of international HEI‐industry research activities.
Supporting black businesses: narratives of support providers in London
Authors: Nwankwo Sonny , Akunuri Jaya , Madichie Nnamdi O. 
Published: October 2010

PurposeThe purpose of this paper is to explore how narrative discourses frames entrepreneurial knowledge – in the form of understandings and meanings – focusing the role of business support in stimulating black entrepreneurship. It reveals the assumptions and values associated with business support from the point of view of the providers – who themselves are categorized as “black”.Design/methodology/approachA collaborative narrative approach is adopted to locate knowledge of business support within the “life‐world” of black business support providers. The research was conducted at two levels: focus group and narrative interviews.FindingsThe paper highlights the ways in which dominant discourses guide as well as constrain the representation of black businesses. Low take‐up of business support is contested. Public‐funded business support programmes are perceived as unwholesome, unwieldy and inherently inadequate in meeting the strategic development needs of black businesses.Research limitations/implicationsFocusing on actual engagement rather than content aspects of the business support policy framework reveals a need for more dialogic research to explore more deeply whether, and to what extent, alternative and new perspectives on supporting black businesses are needed.Originality/valueThe novelty of this paper lies in attempting to unravel the complex processes of business support provision in the context of black entrepreneurship by decoding the narrative discourses used by support providers who are themselves categorized as “black”. Such intrinsic examination of views and beliefs is relatively unique and provides an interesting platform for further research.
Decision of institutional cooperation on R&D
Authors: Serrano‐Bedia Ana Ma , Concepción López‐Fernández Ma , García‐Piqueres Gema 
Published: October 2010

PurposeThe paper aims to examine the differences between manufacturing and service sector firms regarding the determining factors for the decision to cooperate with research institutions to perform R&D activities. The second key contribution provided is the identification of institutional cooperation profiles, based on the determining variables of institutional cooperation.Design/methodology/approachOn the one hand, drawing on the Community Innovation Survey for Spain, a Logit Regression Model is used to study the determining factors for institutional cooperation decision. On the other hand, in order to identify institutional cooperation profiles a confirmatory analysis was carried out applying the cluster methodology.FindingsThe empirical study confirms that the differences are fundamentally related to transaction cost theory and resource‐based view with respect to the costs. Specifically, these theories' proposal dealing with the variable cost is not empirically confirmed for firms in the service sector.Research limitations/implicationsThe principal limitation of this paper derives from the data available, which made it impossible to extend the research to cover a longer time period and affected the manner in which some variables were constructed.Practical implicationsThe main implication of the paper can be understood in terms of managerial implications due to the importance of the institutional cooperation on R&D as an innovation management decision. Along this line, the results of the study indicate the existence of various options associated with the active posture on institutional cooperation.Originality/valueThe contribution of the paper is the identification of institutional cooperation profiles, based on the determining variables of cooperation with institutions on R&D activities as well as the identification of the differences between manufacturers and services related to them.
Organizational culture as determinant of product innovation
Authors: Naranjo Valencia Julia C. , Sanz Valle Raquel , Jiménez Jiménez Daniel 
Published: October 2010

PurposeThe purpose of this paper is to study empirically the relationships among organizational culture and product innovation.Design/methodology/approachThe paper formulates some hypotheses from the literature review. These hypotheses are tested using structural equations modelling with data collected from 420 firms.FindingsOrganizational culture is considered to be one of the key elements in both enhancing and inhibiting innovation. The findings provide evidence about this proposition. While ad hocratic cultures could enhance the development of new products or services, hierarchical cultures inhibit product innovation.Research limitations/implicationsFirst, the data in the study were collected from one source. A second limitation is the cross‐sectional design of this research. Finally, only four of the six features of the competing value model have been evaluated. Apart from overcoming these limitations, suggestions for future research are: use longitudinal studies and multiple informants; study the moderator effect of some variables on the culture‐innovation relation, such as the type of innovation; and include other cultural types, that is, clan culture and market culture.Practical implicationsThe paper provides evidence that, first, in order to increase product innovation, companies should foster cultures with external and flexibility orientations. Moreover, the paper suggests that values, beliefs and assumptions that are coherent with ad hocratic culture are key drivers for developing new products or services.Originality/valueThe paper jointly examines in the same model the little‐researched links between organizational culture and product innovation.