bluuebunny/crossref_metadata_2025_split huggingface dataset:
New paradigm for the Asian boardroom – brand equity
Authors: Roll Martin 
Published: January 2007

PurposeThe main purpose of this paper is to bring to the fore the strategic importance of branding as managed by the boardrooms, so that Asian companies can realize their full potential by inculcating right branding practices.Design/methodology/approachThe paper methodically dissects the reasons for the lack of branding in the Asian region. It analyzes the societal factors that have shaped the Asian management mindset. Then, the paper takes up some of the Asian pioneers in the field to demonstrate the practical viability of what the author argues.FindingsIt has been found that Asian companies do not realize the importance of branding. Asian business leaders treat branding as an expense and not an investment. Further, many Asian companies still prefer building up tangible assets rather than strategic intangibles such as brand equity.Practical implicationsThe important implication of this paper is that branding should no longer be delegated to the lower echelons of the company but rather managed by the CEO. Companies must focus on building long‐term strategic assets such as brand equity rather than tangible assets such as buildings, factories and the like.Originality/valueBranding has always been mistaken for a fancy arm of advertising that is practised by the elite. By explaining the strategic importance of branding through concepts and case studies, this paper disseminates the emerging role of branding in the Asian corporate landscape. Specifically, this paper will be of a great value to Asian businessmen/women who can, by reading this paper, realize the growing significance of branding in their businesses.
Integrating strategic management and budgeting
Authors: Blumentritt Tim 
Published: January 2007

PurposeThis article examines the relationship between budgeting and strategic management, especially in terms of strategic planning. Strategic management presents managers with a process for making decisions and guiding a firm's actions, while budgeting provides information on funding and accountability. The article takes the position that the two processes should be tightly integrated as they serve complimentary but distinct purposes.Design/methodology/approachThe article develops a model of how strategic management and budgeting should be intertwined. The model describes a cascading process by which a firm's general strategic direction and financial condition drive tactical decisions and resources allocations at lower organizational levels.FindingsThe article discusses ideas on how the budgeting and strategic management might be administered so as to have the best impact on firm performance. A key observation in the article is that overall firm performance is likely to be improved when the two types of planning are use properly. The article argues that disconnections between the two will result in budgets that hinder implementation of the firm's strategies or strategies which cannot be supported by the firm's finances.Originality/valueThe article provides several ideas for managers on how to achieve better integration between strategic planning and budgeting. They include creating a cascading planning process, in which strategic and financial decisions progressive move down through an organization's hierarchy, establishing standing strategic review committees, using rolling budgets, and the proper application of available technological tools.
Losing the bubble
Authors: Marren Patrick 
Published: January 2007

PurposeThe purpose of the paper is to provide the author's opinions about key issues in strategy and the future to the readership.Design/methodology/approachThe study is based on the author's experience of planning engagements across a wide variety of private and public enterprises.FindingsThe paper finds that often the strategy process can produce results that are the opposite of what the organization either expects or needs.Practical implicationsThe paper illustrates a couple of points that are perhaps insufficiently appreciated.Originality/valueThe study expresses opinions that the author believes have not been expressed in quite this way before.
Market share is not enough: why strategic market positioning works
Authors: Jackson Stuart 
Published: January 2007

PurposeThe author and his colleagues at LEK Consulting LLC have helped hundreds of firms over the years to achieve higher growth, increase their profit margins in existing businesses, add scores of new services and products, and make hundreds of successful M&A transactions while using strategic market positioning principles. This article has been written by the author with the aim of making the principles better known to others after having seen these principles work for his clients.Design/methodology/approachResearch conducted by the author's firm, LEK Consulting LLC, combined with experience gained from hundreds of client engagements, has shown that while average shareholder returns for most industries tend to cluster in the 0 percent to 20 percent range with amazing consistency, there can be spectacular differences among companies within almost every industry sector. A top performer in a particular sector can be 200, 300, or even 1,000 percent better than the sector's worst performer. The research and experience with clients show that high‐performing companies have learned how to determine their strategic market position, or SMP, and how to make investments that increase overall SMP and drive long‐term value.FindingsTraditional strategic thinking argues that greater market share equals greater profit. But bigger is not necessarily better; in many cases, it can actually be worse. As most companies use it, market share can be a misleading and dangerous measure. The trick lies in being able to identify the right market segments in which to focus efforts and improve one's share. Successful companies understand where growth will build competitive strength and profitability and where it will not.Originality/valueStrategic market positioning is a tool for decision‐making shared by management functions throughout an organization that can be applied in a broad range of situations. Examples include prioritizing sales or development efforts, finding new and profitable markets, improving low‐growth or low‐margin businesses, and identifying acquisition opportunities.
Telling the corporate story: vision into action
Authors: Marzec Morgan 
Published: January 2007

PurposeThe “Corporate Story” was written to provide organizations with a starting block for developing their company's strategic message. This paper aims to address this issue.Design/methodology/approachThe paper presents an ideological framework for developing your corporate story, and provides recommendations for ensuring that it rings true. It uses organizational action as proof that a company is living its story, rather than just saying it is so.FindingsThe concept of using leadership to develop organizational messaging draws on research of human memory capabilities to identify structures for messaging that are both meaningful and memorable. The “Corporate Story” identifies means for ensuring that your strategy resonates with targeted groups.Practical implicationsThe “Corporate Story” proposes the concept of employees acting as characters in a plot, and seeks to align leadership around consistent messaging.Originality/valueThe story is ultimately intended to engage employees in the company vision and result in a more productive workforce. The concept of a “corporate story” is new in as much as this paper seeks to define the values that a company's story reflects, and develops a framework for how to bring your story to life within a company. Creating employee “buy‐in” in an organization is no easy task, this paper discusses how not to detract from the meaning of your story by living the ideals which it presents.
Aspiration and leadership
Authors: Klaas Jagersma Pieter 
Published: January 2007

PurposeManagement needs an aspiration as to how the company will work in the future. It needs a guide for corporate priorities. Any company ‐ local or global ‐ must be driven by an aspiration that energizes and motivates the company from top to bottom. Yet very few managers and executives know how a corporate aspiration can help to bring about focus and direction, or how to develop or execute one. This article attempts to fill some of those gaps.Design/methodology/approachThe author has been systematically researching the question of what makes successful corporate aspirations tick. During March 2005‐January 2006, 51 (former) CEOs, presidents, chairmen, and managing directors of a diverse array of global companies were interviewed. The executives represented a wide diversity of nationalities and industries.FindingsThe article finds that, first of all, a shared corporate aspiration can help unite a large, scattered workforce. An effective corporate aspiration sets the stage for the values and norms that drive most excellent companies. Second, there is no single right way to develop and execute corporate aspirations. They are not all things to all people. Since cultures, market segments and competitors change constantly, so too do winning corporate aspirations. Third, corporate aspirations require effective execution, and, therefore, leadership. The challenge is to move from the rhetoric of aspiration to the reality of action. Fourth, the formulation of an effective corporate aspiration is a recurring senior executive challenge that entails careful timing and analysis, close interaction with employees and other stakeholders, and a certain amount of experimentation. Last, but not least, companies with serious problems should focus on solving their problems before embarking on a time‐consuming corporate aspiration‐setting exercise. However, once the house is in order, aspiration‐setting is the greatest possible lever for increasing shareholder and stakeholder value.Originality/valueA corporate aspiration is key to the continuity and organizational morale of the company. It helps create economic and cultural value necessary for continuity and focuses the energy of the employees in the organization. Therefore, it is important to know how to develop, execute and realize a corporate aspiration. Management needs an aspiration as to how the company will work in the future. It needs a guide for corporate priorities. A corporate aspiration is key to the continuity and organizational morale of the company. It helps create economic and cultural value necessary for continuity and focuses the energy of the employees in the organization. Any company ‐ local or global ‐ must be driven by an aspiration that energizes and motivates the company from top to bottom. Yet very few managers and executives know how a corporate aspiration can help to bring about focus and direction, or how to develop or execute one. This article attempts to fill some of those gaps.
Transnational mergers and acquisitions: how to beat the odds of disaster
Authors: Firstbrook Caroline 
Published: January 2007

PurposeThe aim of this paper is to discuss the trend towards cross‐border mergers and acquisitions (M&A) and review best practices for successful cross‐border M&A transactions (and how they differ from executing national deals).Design/methodology/approachThe objectives are achieved through a review of four best practices for successful planning, implementation and execution of cross‐border deals. Also, a March 2006 Accenture/Economist Intelligence Unit survey is used which highlights trends towards cross‐border deals and common pitfalls in the successful execution of deals – in particular the difficulties in addressing cultural issues and local due diligence.FindingsThe paper finds that executives believe in their M&A strategy but doubt their organizational ability to successfully implement and execute and to realize financial gains and cross‐border deals offer a different mix of opportunities and risks, which need to be understood and managed if the deals are to be successful. The key to success lies in understanding exactly what makes cross‐border deal making different, and in developing the skills needed to create value.Practical implicationsThere are four key drivers of success in cross‐border M&A: start with a clear and compelling strategy – the most successful cross‐border acquirers begin with a clear view of both the role that cross‐border acquisitions will play in their strategy and the type of companies best equipped to fill that role; do your homework – the greatest risks in cross‐border transactions arise from the failure to understand the culture, regulatory structure or competitive environment – and sometimes all three considerations – in the target market; value your new people – regardless of the rationale for the acquisition, a key asset – many would argue the most important one – in a cross‐border acquisition is people; and execution, execution, execution – successful execution begins early – in some cases, long before the deal is done.Originality/valueA recent survey (Accenture/Economist Intelligence Unit, March 2006) shows for the first time that among global M&A deals, cross‐border transactions now exceed domestic transactions – and this trend is likely to continue. Yet for many c‐level executives, the prospect of acquiring or merging with a company in an unfamiliar market is daunting – and cross‐border M&A is considered more difficult than executing on domestic deals. This paper is intended to give c‐level executives practical, hands‐on advice for conducting cross‐border M&A as well as publicizing survey results specifically on the cross‐border M&A trend.
Review of the proposed interoperation of InforM25 and AIM25
Authors: Nicolaides Fraser 
Published: January 2007

PurposeThis paper seeks to document the initial attempt to effect interoperation between a virtual (distributed) union catalogue of bibliographical records and a centralised catalogue of archival collection descriptions. Its specific purpose is to discuss the proposed technical solution and the anticipated usage and usability of the resultant service.Design/methodology/approachThe paper's research subjects were the M25 Consortium's InforM25 union catalogue and the Archives in London and the M25 Area's dual AIM25 databases. The architectural model to effect their interoperation utilised the Z39.50 (information‐retrieval protocol) functionality of the two services plus the latter's separate web application database.FindingsTwo core findings are reported. First, that technical interoperability between the Z39.50 elements of the nascent system was successfully achieved. Second, however, that semantic interoperability was significantly impaired by inconsistencies in the interpretation and processing of search types by the two AIM25 databases.Research limitations/implicationsThis exploratory research project was concluded in 2003. Since then, what might be termed the next‐generation Z39.50 protocol, Search & Retrieve Web Service (SRW), has been developed. The paper would suggest that the interoperation of InforM25 and AIM25 forms a test‐bed application scenario for SRW.Practical implicationsRegardless of which information‐retrieval protocol is used, a model for controlling semantic interoperability will be an essential requirement. It is recommended that this model be derived from the ISO‐registered Bath Profile.Originality/valueThis paper reiterates the central importance of the need to achieve semantic interoperability in distributed search environments, and should therefore be of interest to those concerned with the funding and creation of any such regional, national or international initiatives.
Reverse logistics programs: gauging their effects on CRM and online behavior
Authors: Smith Alan D. 
Published: January 2007

PurposeTo provide practitioners of knowledge management with a sense of the importance of reverse logistics as an important part of today's company policies, especially throughout the product life cycle, with the accompanying technology that supports it and the effects on customer relation management (CRM) and satisfaction.Design/methodology/approachA review of the applied literature of reverse logistics and its effects on CRM resulted in a basic model and empirical verification of such effects.FindingsAs shown from the empirical section of the present study (n=102), the ease of locating returns procedures and the rating given by respondents to the overall returns process were found to be statistically very significant regarding whether the ease of returning items had an influence on purchasing decisions for most respondents. As demonstrated in the results of stepwise regression analysis of the two independent variables, the largest share of explained variance was explained by the variable, Returns' Procedures.Research limitations/implicationsThe purpose of reverse logistics is to accommodate customers wanting to return items and how to account for such accommodations. The breakdown, process, and analysis of reverse logistics will portray the significance of having reverse logistics implemented within a marketing or strategic plan.Practical implicationsThis paper describes reverse logistics and CRM within a knowledge‐based system and its implementation process in an academic manner. Hence, there should be a process in place and managers should work to master reserve logistical processes to promote the principles of CRM properly. To remain competitive, firms must develop reverse logistics systems that rival traditional systems in terms of efficiency, cost‐effectiveness, competitiveness, and customer satisfaction.Originality/valueMany companies and small businesses do not think about the importance and impact of reverse logistics and therefore do not include reverse logistics in their strategic or marketing plan. There are several important aspects of reverse logistics that need to be utilized in every company that exploit and track return policies.
Librarian salaries in the USA: the impact of revenue redistribution on library recruitment
Authors: Davis Denise M. 
Published: January 2007

PurposeThe purpose of this article is to determine the scope of library revenue redistribution to salary expenditures from other operating expenditures.Design/methodology/approachExisting US regional and national library data sources (1982‐2003) were reviewed to assess the impact of salary expenditures on other operating expenditures and the impact of retirement on planning.FindingsThe study found that the salaries of the case study library are keeping pace with national averages, but have significantly impacted other operating expenditures due to MLS retention. Retirement rates in the case study are slightly ahead of national estimates and provide some insight into practical needs for LIS graduates.Originality/valueThe article demonstrates the use of existing data sources as planning tools to assess library salaries' overall operating expenditures, and to project professional staff levels.
Metrics for schools' and children's services: a ten year retrospective
Authors: Maynard Sally , Eric Davies J. 
Published: January 2007

PurposeOne measure of any nation's long‐term commitment to culture, reading and learning is surely its investment in the provision of library and information services to children. The aim of this article is to describe the approach to charting the UK's performance and to identify some issues of global relevance.Design/methodology/approachSeparate questionnaires were circulated to all public library authorities and schools library services in the UK. The distribution of questionnaires is carried out electronically. Potential respondents are contacted by e‐mail and the questionnaire is included as an attachment. Up to 2000‐2001, questionnaires were distributed on paper by post.FindingsA ten‐year review of data allows one to draw the conclusion that little is changing dramatically. The last ten years have seen a remarkable change in the nature and magnitude of information media. The computer has transformed the way in which children interact with one another and the wider world and books can be bought with the groceries at the supermarket. In this scenario, the children's library is necessarily evolving. The question is: is it doing it fast enough?Research limitations/implicationsIt is difficult to maintain complete comparability in a series of this kind because one is dealing with a range of dynamic factors. For example, in the case of new authorities and rearranged boundaries. As a result, in many cases questionnaires relating to the 1995‐1996 period were sent to the relevant new authorities for retrospective completion. This may have resulted in a higher level of missing and/or incomplete data for that period.Originality/valueProvides useful information, not only to academic institutions and libraries, but also to parents.
Toward a successful taxonomy for Croatian academic libraries
Authors: Petr Kornelija 
Published: January 2007

PurposeThis paper seeks to investigate the degree to which the unfavourable state of the Croatian higher education system (the lack of vision, goals and objectives, insufficient budgeting and no quality control system) reflects on the organization, development and continuous dedication to quality of academic libraries in Croatia.Design/methodology/approachThe situation is illustrated by a study conducted among academic libraries of the University Josip Juraj Strossmayer in Osijek in 2003. A questionnaire for librarians and one for chief librarians was used and data were processed by software package StatSoft, Statistica 6.0. Next to the descriptive statistics, Mann‐Whitney test, Pearson Chi‐Square, Maximum Likelihood and Fisher exact Chi‐Square test were used. Annual reports were also used.FindingsThis research revealed that the academic libraries of Osijek University are unprepared for performance measurement. It was clear that they are unfamiliar with many elements of evaluation. Librarians are usually excluded from decision making regarding library operations, which results in their low motivation. However, the greatest dissatisfaction of academic librarians of Osijek University comes from their low status. Furthermore, librarians rarely get support from their colleges for their professional education (no travel money, no paid leave, etc.)Research limitations/implicationsOsijek University is a relatively small university. It consists of nine colleges, one institute and one university library. The size of the target sample influenced the choice of research instruments – questionnaire, interviews with chief librarians and analysis of library annual reports.Originality/valueThis was the first such study in Croatia and its main goal was to test theoretical approaches and research methodology, which could be later applied for a study on a nation‐wide level.
Evaluating awareness of information resources at partner colleges of the University of Teesside
Authors: Myer Sue , Porritt Frances 
Published: January 2007

PurposeThe purpose of this article is to evaluate whether students used the library and information services at the University of Teesside and, if not, what were the reasons for them seeking other sources of information.Design/methodology/approachThe article was based on a literature review and a subsequent questionnaire study.FindingsIt was found that staff placed a higher value on access to the University LRC than did the students. This was due to several reasons such as staff being reluctant to identify students' needs and the induction failing to stress the benefits of using it.Originality/valueThis article has helped to confirm the link between induction and use of a University LRC and demonstrates the importance of improving the induction process, thereby creating a natural path to the library facilities. There is scope for further research into the usage of public libraries by HE students.