bluuebunny/crossref_metadata_2025_split huggingface dataset:
Intra‐functional conflict: an investigation of antecedent factors in marketing functions
Authors: Harris Lloyd C. , Ogbonna Emmanuel , Goode Mark M.H. 
Published: April 2008

PurposeThe objective of this paper is to contribute empirical evaluation of the factors, behaviours and processes that lead to intra‐functional conflict, and in so doing to contribute to theory building on these issues, which have important contemporary relevance for theorists and practitioners.Design/methodology/approachA survey of 1,000 firms was conducted to elucidate the associations between both functional and dysfunctional intra‐functional conflict and a number of intra‐ and extra‐organisational variables.FindingsEvidence was found indicating that participative decision making (positively), heterogeneity and centrality of marketing (both negatively) are linked to functional intra‐departmental conflict, while leadership quality of senior staff, team spirit and risk‐taking proclivity are positively associated with functional intradepartmental conflict and negatively with dysfunctional intra‐departmental conflict. No support was found for the claims that departmentalisation and organisation size were associated with either form of conflict.Research limitations/implicationsThe study supplies an empirical contribution through conceptualising, and subsequently empirically verifying, a model of the antecedents of intra‐functional conflict. Empirical contributions stem from findings that, while some parallels exist between the antecedents of intra‐functional and inter‐functional conflict, differences are evident, and in some cases even orthogonal. This study further reinforces suggestions that marketers have over‐emphasised the negative dimensions of conflict and have overlooked the positive (that is, the functional) aspects of conflict.Practical implicationsThe findings of the study also have numerous implications for practitioners. At a strategic level, the study suggests that executives should acknowledge in their change processes that decisions at an organisational level could have a profound effect on both the functional and dysfunctional conflict in their organisation. Further, given the significant effect of inter‐group dynamics, managers of functions may find it beneficial to manipulate a range of intra‐functional variables to enhance functional conflict.Originality/valueThe value of the current study centres on the conceptual and empirical contributions regarding the drivers of intra‐functional conflict.
Organisational capabilities: antecedents and implications for customer value
Authors: Nasution Hanny N. , Mavondo Felix T. 
Published: April 2008

PurposeThe paper aims to investigate the cultural and implementation organisational capabilities that contribute to provision of superior customer values through operationalising customer value from both the business and customer perspectives.Design/methodology/approachTwo samples were developed: one for hotel managers (n=231) and the other for hotel guests (n=385). Data for the organisational capabilities were collected from managers; data for customer value were collected from both managers and customers. Two models were tested with respect to the relationship between cultural capabilities and implementation on customer value.FindingsThe results indicate that, among the cultural variables, integrated market orientation and intrapreneurship are significantly and positively related to customer value. The implementation capabilities, human resources practices and innovation are significantly related to customer value as seen by managers, but none of these was significant when regressed on customer value as experienced by customers.Research limitations/implicationsA test of measure equivalence would be desirable to establish whether customers and managers in responding to questions on customer value use the scales equivalently.Practical implicationsThe study suggests that managers should adopt the customer's perspective as a useful guide to resource deployment and a potential source of sustainable competitive advantage. This enables organisations to invest in capabilities valued by customers.Originality/valueThe value of the paper lies in obtaining data for all the independent variables from managers, and data for the dependent variable, i.e. customer value, from both managers and customers, hence limiting common method bias.
European vocational education and training: a prerequisite for mobility?
Authors: Rauner Felix 
Published: April 2008

PurposeThe purpose of this paper is to demonstrate that the internationalisation of nearly all spheres of society and the process of European integration will be leading to the development of a European vocational education and training (VET) architecture.Design/methodology/approachThe analysis of the “Copenhagen process” is based on the EU documents on the realisation of a European Qualifications Framework and a credit transfer system.FindingsThe result of the study shows that the strategy adopted by the European Union for the establishment of a European area of vocational education is confronted with a dilemma. The European Qualifications Framework is highly abstract since any reference to real educational programmes and qualifications and any concrete provision for the transition and for the transferability between educational levels and sectors (vocational and higher education, initial and continuing training) was avoided in order to adhere to the anti‐harmonisation clause. The result is an abstract, hierachically structured one‐dimensional qualifications framework that lacks any reference to existing VET systems and that contradicts all scientific insights from VET research and knowledge research.Practical implicationsThe implications for VET policy are far‐reaching. A European area of vocational education can be established only on the basis of European open core occupations and an open VET architecture, which ensures that vocational education becomes an integral part of national educational systems. The qualification of employees for the intermediary sector can be realised only as a European project.Originality/valueThere are only a few contributions available that undertake a conceptual analysis and critique of the European Qualifications Framework.
Empirical study of relationship value in industrial services
Authors: Barry James , Terry Tamara S. 
Published: April 2008

PurposeThe purpose of this paper is to assist industrial service providers in building relationships that maximize value to their customers. The study aims to add to relationship value research by examining its dimensions, antecedents, outcomes, and cross‐culture relevance.Design/methodology/approachUsing structural equation modeling, the study examines the influence that relationship value has on commitment and intentions, as well as the determinants of value encompassing the core offering, sourcing process and buyer operations. The sample covers 42 countries for cross‐cultural perspectives.FindingsBy understanding the factors creating relationship value, providers are more likely to build enduring relationships with their buyers. Findings confirm that commitment and intentions are influenced by relationship value, which, in turn, is impacted by benefits such as performance, efficiency, and reliability as well as comparative costs and switching costs.Research limitations/implicationsThe study is oriented more towards industrial services. Further research is encouraged that extends the study domain to consumer and professional services.Originality/valueThe research demonstrates the mediating influence that relationship value has on behavioral outcomes. Especially important to global service providers, this knowledge is then extended beyond the traditionally studied single‐country settings to a world perspective, while extending the field of relationship value into the largely ignored industrial services sector.
The impact of supplier downsizing on performance, satisfaction over time, and repurchase intentions
Authors: Lewin Jeffrey E. , Johnston Wesley J. 
Published: April 2008

PurposeThe purpose of this study is first to investigate how well downsized suppliers, as compared to non‐downsized suppliers, are able to satisfy their business customers over time; and second whether these same business customers having stronger or weaker repurchase intentions toward downsized suppliers, as compared to non‐downsized suppliers.Design/methodology/approachA random sample of 560 purchasing professionals from a wide range of industries and firms provide responses on the performance of, their satisfaction with, and their repurchase intentions toward downsized and non‐downsized industrial suppliers.FindingsThe results of the study indicate that downsized suppliers, as compared to non‐downsized suppliers, overall are doing a significantly poorer job of satisfying their business customers, leading to significantly lower ratings of loyalty and repurchase intentions. However, some surprising results emerge regarding the non‐linear pattern of low, medium and high levels of downsizing on performance and repurchase intentions.Practical implicationsSuppliers who downsize are at risk of losing important business customers as their abilities to deliver ancillary value‐added services are diminished through the elimination/loss of key customer support personnel. It is important for these suppliers to recognize these risks, and to implement strategies to avoid the potential negative outcomes associated with downsizing.Originality/valueTo date, with possibly one or two exceptions, all studies focusing on downsizing have had an intra‐firm focus. This study investigates downsizing from an inter‐firm perspective, and is the first to focus on the effect of downsizing on business customers’ satisfaction, loyalty, and repurchase intentions.
Franchisee perceived relationship value
Authors: Harmon Tracy R. , Griffiths Merlyn A. 
Published: April 2008

PurposeThe paper seeks to develop a conceptualization of franchisee perceived relationship value (FPRV), defined as the trade‐off between perceived net worth of tangible and intangible benefits and costs to be derived over the lifetime of the franchisor‐franchisee relationship, as perceived by the franchisee, taking into consideration the available alternative franchise relationships.Design/methodology/approachA survey of existing literature provided the relevant constructs and concepts for developing a conceptual framework of FPRV.FindingsThe behavioral aspects of the franchise relationship are explored from the franchisee's perspective, providing an alternative viewpoint of the franchise relationship.Practical implicationsThe paper affords a useful foundation for making decisions in a franchise relationship, such as the choice of a new franchisee. This entails a comparison of an existing franchisee about which much is known versus a new franchisee about which less is known. FPRV offers a constructive lens to better evaluate this decision and help frame questions concerning the value of social elements within the relationship.Originality/valueThis work is among the first to examine franchisee relationship value and consequences from the franchisee's perspective. Research propositions surrounding the franchisee's behavioral expectations in the relationship are offered, and serve to guide further research in this area.
Why do leading brand manufacturers supply private labels?
Authors: Tomas Gomez‐Arias J. , Bello‐Acebron Laurentino 
Published: April 2008

PurposePrivate labels are gaining increasing importance in many industries. While there are obvious benefits for retailers to embrace private labels, the standard explanations for manufacturers' involvement (idle capacity, buffer against follower brands, retailer's conditions) do not explain it completely. This paper seeks to provide an additional explanation.Design/methodology/approachAn economic model of vertical differentiation is proposed.FindingsThe model shows that, once the retailer has decided to introduce the private label, and depending on the quality positioning chosen by the retailer, both manufacturers find situations where they are better off by not supplying the store brand and allowing the other manufacturer to produce the private label, but also situations where they prefer to produce the private label. Also, it is shown that retailers will choose the high‐quality manufacturer for its premium store brand, and the low‐quality manufacturer otherwise, and this decision is not based on the set of skills possessed by each manufacturing company.Originality/valueThe model contributes to explaining why private label supply is becoming so pervasive among all kinds of manufacturers under a variety of circumstances.
Stress, Minister: government policy advisors and work stress
Authors: Baehler Karen , Bryson Jane 
Published: April 2008

PurposeThe public management and the occupational stress literatures are both silent on stressors associated with the work of government policy advisors. This paper aims to fill that gap with an exploratory study to identify the potential work stressors for this occupation.Design/methodology/approachIn‐depth interviews with 13 policy advisors/managers in a single government department and a focus group with 11 policy managers from 11 government departments are reported.FindingsThe stressors experienced can be clustered under the well accepted labels of role overload, control, culture, and interpersonal relationships. However, results indicate that the practical reality of these stressors in public sector policy advice environments is different from the generic concepts associated with the labels.Research limitations/implicationsThis paper underlines the importance of occupation‐specific understanding of stressors, and has implications at a workplace level for human resource management, and at an analytical level for the public management, policy and occupational stress literatures. Fruitful areas for future study include deeper exploration of qualitative role overload, examining how and why advisory roles proliferate, and how resulting stress levels affect performance.Practical implicationsThe paper highlights tensions for public sector managers in meeting obligations to protect the health and safety of their employees, while also placing top priority on serving the minister and government of the day.Originality/valueThe paper provides new insight to the stressors in public sector policy environments, and alerts public sector managers to key factors in managing policy unit performance and well‐being.
Evaluating public sector management approaches towards undeclared work in the European Union
Authors: Williams Colin C. 
Published: April 2008

PurposeThis paper seeks to analyse the various approaches being used by the public sector across the European Union to tackle undeclared work and to evaluate the direction of change.Design/methodology/approachTo do this, the National Action Plans for Employment 2001 and 2003 (NAPs) and the National Reform Programmes 2005‐2008 (NRPs) are analysed, along with the data collected in international reviews conducted by the European Employment Observatory in Autumn 2004 and the European Industrial Relations Observatory (EIRO) in 2005 on undeclared work.FindingsIn parallel with public sector management in other realms, where it is accepted that positive reinforcement of “good” behaviour is more effective at eliciting change than negative reinforcement of “bad” behaviour, the finding is that the public sector in EU member states is moving away from solely a repressive approach that seeks to detect and penalise offenders and towards an approach that also seeks to stimulate good behaviour by rewarding compliance. Until now, however, these positive reinforcement measures appear to remain firmly entrenched in a bureaucratic management approach that uses externally imposed direct control systems to generate reactive behaviours, rather than an internalised post‐bureaucratic approach that seeks to generate constructive pro‐activity and commitment to tax morality on the part of populations.Originality/valueThis is one of the first attempts to evaluate how public sector management is tackling undeclared work in European member states.
What motivates the significant/strategic change champion(s)?
Authors: Chrusciel Donald 
Published: April 2008

PurposeThis paper seeks, from the perspective of the significant change (SC) champion, to explore the motivation behind why an individual willingly adopts SC. This research attempts to identify the key motivational traits that inspire these early change adopters.Design/methodology/approachAn in‐depth case study is used to research and identify key early adopters traits. This is followed by a survey based on APEX emotional intelligence profiling traits to do an in‐depth investigation.FindingsThe SC‐champion has an interest to re‐affirm one's importance in the organization as well as enhance his/her respect, which is not necessarily linked to longevity. There is an emphasis on intrinsic values favoring team involvement. Of the APEX identified four profiles, the red‐performers are the least preferred.Research limitations/implicationsBecause qualitative methodologies are used and a limited survey respondent pool (n=25), caution is advised in freely generalizing these findings. The research on the subject matter is offered as a means to substantiate or refute the propositions. The intent is to offer the findings for possible transferability where logic and reality can assist.Practical implicationsThe need to deal with SC is becoming crucial to the ongoing success of organizations. By identifying and investigating the motivational factors behind early acceptance, the organization can begin to deal with change urgency and optimize the benefits from change transformations.Originality/valueSince change is recognized as an ongoing phenomenon, looking at the motivation behind the early adopters will aid organizations in identifying those key traits that aid in optimizing successful SC transformations.
Influence of transformational leadership on organizational innovation and performance depending on the level of organizational learning in the pharmaceutical sector
Authors: García‐Morales Víctor J. , Matías‐Reche Fernando , Hurtado‐Torres Nuria 
Published: April 2008

PurposeThis empirical study aims to examine the influence of transformational leadership (TL) on organizational innovation (OI) and performance (OP) depending on the level of organizational learning in technological firms.Design/methodology/approachThe research examined a sample of 164 pharmaceutical firms. A global model is formulated and the hypotheses are tested using structural equations.FindingsFirst, the study shows a positive relation between TL and OI, between TL and OP and between OI and OP. Second, the study verifies that these relationships are more strongly reinforced in organizations with high‐organizational learning than in organizations with low levels of organizational learning. Third, the study supports the theoretical arguments made but not demonstrated empirically in the prior literature.Practical implicationsOrganizational learning takes places in a technological community of interaction in which knowledge is created and expands in a constant dynamic between the tacit and the explicit with cognitive and behavioral change. Organizations with greater organizational learning generate a network of learning that will make it easier for them to learn what they need to know and to innovate, enabling the organization to maintain its competitive position as a technological center. This shows that organizational learning improves relations substantially between TL, OI and OP.Originality/valueThis study serves as a reference for fostering organizational learning in technological firms. Organizational learning improves relations among TL, OI and OP. Previous studies, although contributing to the understanding of the direct and indirect relations among leadership, innovation and performance, have not addressed the different effects depending on the level of organizational learning in these technological firms.
Competitiveness and performance development: an integrated management model
Authors: Podobnik Drago , Dolinšek Slavko 
Published: April 2008

PurposeThe purpose of this paper is to present the usefulness of the combination of the European Foundation for Quality Management excellence model and the balanced scorecard integrated into the management model for competitiveness and performance development.Design/methodology/approachThe presented model is the result of a business research where comparative analysis of the two models has been carried out. Both models have been thoroughly studied from different points of view. Such an approach enabled one to define the strengths, weaknesses and similarities of the two models.FindingsOn the basis of the robustness of both models a combination was formed integrated into the management model, which is likely to be better, more effective and simpler to use in practice, and which will support an increase in competitiveness and performance development.Research limitations/implicationsWithin the research the aim has been focused on close research into interactions presented in the integrated management model. Throughout research, consideration was given to the problem of its external validity which is somehow limited. Here analytical generalisation is discussed. A number of cases can be found in which a combination of both models has been used in different ways. The way of combination in the integral management model, which is presented here, was carried out in 2005 in an important Slovenian international company.Originality/valueThe originality can be found in the particular approach towards comparative analysis and also in the result, which represents a combination of the two models integrated in an original manner into the integral model of management. Companies which have not yet introduced, as well as those which have already introduced, one of the researched management tools will be able to use the results of this research for further upgrading/consolidation in the sense of the model combination of both. The synergetic effects of the interactions of the combination between both management approaches will have a positive effect on increasing company competitiveness.