bluuebunny/crossref_metadata_2025_split huggingface dataset:
Building corporate branding through internal marketing: the case of the UK retail bank industry
Authors: Papasolomou Ioanna , Vrontis Demetris 
Published: July 2006

PurposeStarting from the premise that there are critical issues that should drive brand success, this study seeks to investigate the way the UK retail banking industry has sought to build and sustain a strong brand by launching an internal marketing (IM) programme throughout its branch network. Also aims to shed light on the themes of branding in the financial services industry and the relationship between IM and branding.Design/methodology/approachThe study was qualitative and exploratory in nature, since the aim was to explore branch managers' and employees' views and experiences of IM within the UK retail bank industry. Data were collected by carrying out in‐depth qualitative interviews with organisational members working in different positions within 35 business units that represented seven different UK retail banking organisations. The qualitative data were analysed by using the grounded theory approach developed by Strauss and Corbin in 1990.FindingsThe data analysis revealed four core themes as constitutive of IM, namely: internal customers; training and education; quality standards; and rewards systems. These four themes are enacted on a constant basis in order to construct a certain sort of organisational reality, one that sets the foundation on building and sustaining a strong corporate brand by changing the organisational culture to one which is more “people”, service‐ and customer‐oriented.Research limitations/implicationsThe study focused on one industry, the UK retail bank industry, in order to enhance one's understanding and knowledge regarding the IM theory and practice. This needs to be taken into consideration in generalising the findings to other sectors and geographic markets.Practical implicationsThe research shows that the banks studied have adopted IM due to realising that employees represent a valuable source for building and differentiating the corporate brand, since they have a powerful impact on consumers' perceptions of both the brand and the organisation. The IM perspective has the potential to integrate all staff in the branding process and create an organisational culture that sets the foundation for building a strong corporate brand.Originality/valueThe current literature on IM has revealed that there is no universally accepted and adopted IM programme and that those organisations that have adopted IM have developed their own “custom‐made” approaches. The paper reveals the IM implementation approach adopted by the UK retail banks studied.
The explanatory foundations of relationship marketing theory
Authors: Hunt Shelby D. , Arnett Dennis B. , Madhavaram Sreedhar 
Published: July 2006

PurposeDrawing on resource‐advantage theory and a diverse literature base, this article seeks to further the development of the explanatory foundations of relationship marketing theory by proposing, and then providing, tentative answers to three “why?” questions in relationship marketing: why is relationship marketing so prominent now? Why do firms and consumers enter into relationships with other firms and consumers? Why are some efforts at relationship marketing more successful than others?Design/methodology/approachBefore addressing the three questions, the paper begins by discussing the different forms of relationship marketing.FindingsAlthough relationship marketing is a relatively young field of inquiry, relationship marketing theory is an extremely rich area of research. Relationship marketing can take many forms and, as a result, relationship marketing theory has the potential to increase one's understanding of many aspects of business strategy.Research limitations/implicationsThe answers to the three questions in this paper provide a strong foundation for the further development relationship marketing theory and are useful for both relationship marketing theorists and practitioners.Originality/valueAs relationship marketing theory and practice are developed further, the authors hope that the article will provide useful guidance to those involved. From a marketing theory standpoint, the eight kinds of factors provide guidance to researchers exploring the many forms of relational marketing. For practitioners, they provide a useful framework for evaluating extant relationship marketing strategies and for developing future strategies.
Self‐protection vs opportunity seeking in business buying behavior: an experimental study
Authors: Jacob Frank , Ehret Michael 
Published: July 2006

PurposeTheories on industrial buying behavior differ fundamentally with regard to motivation and direction of industrial purchasing decisions. This becomes extremely in the case of new institutional economics, highlighting administrative aspects, and market process theory, focusing on entrepreneurial aspects of buying decisions. This paper aims to challenge these approaches by setting up an experimental design. Decisions of sales and purchasing managers were investigated with respect to their motivation of self‐protection or opportunity seeking.Design/methodology/approachThe contribution is based on an experimental design. The design is based on a prospect theory scenario. Prospect theory states that successful economic agents show a stronger tendency towards self‐protection, whereas under‐performing economic agents are willing to bear greater risks in search for opportunities.FindingsThe results suggest that indeed out‐performers show a tendency to risk avoidance and under‐performers are willing to bear more risks. The most important implication is that new institutional economics‐based approaches to buying behavior are not universally valid. However, they apply to specific situations. In that respect the contribution shows a direction for the proper application of transaction cost‐based concepts.Practical implicationsManagers are advised to take the economic performance of their customer companies into account. Outperforming companies are more responsive to measures for self‐protection. Under‐performing customers may be more tolerant towards risk if it is compensated with the expectation of better opportunities.Originality/valueThe empirical research is new in so far as it is the first to apply a prospect theory framework to a business market environment. The results show clearly that the methodology, as originally applied in prospect theory, needs refinement when transferred to a business market context.
Gildemeister Lathes Ltd
Authors: Heimers Uwe , Kupp Martin , Reitz Ulli T. 
Published: July 2006

PurposeThis case study sets out to draw a detailed picture of the business relationships between Gildemeister Lathes Ltd and its two competing in‐suppliers, Siemens and Heidenhain.Design/methodology/approachOn the basis of a profound analysis of the relationship context and by identifying the drivers of commitment the reader should identify some starting‐points to develop a sales strategy in order to keep and raise Siemens' share of the business with Gildemeister.FindingsThe case study enables the discussion of customer value‐drivers within a relationship context and puts an emphasis on the assessment of a multi‐stage marketing‐approach focusing on different units within a complex customer organisation and taking into account the “customer's customer”‐perspective.Originality/valueThis paper provides a detailed case study of Gildemeister Lathes Ltd, Siemens, and Heidenhain.
Web sites for every department course
Authors: Naveh Gali , Tubin Dorit , Pliskin Nava 
Published: July 2006

PurposeTo study the implementation of a learning content management system (LCMS) at one department of a university in light of Rogers' diffusion of innovation (DOI) theory and in comparison to known critical success factors (CSFs) in implementation of information systems.Design/methodology/approachA case study approach was used to examine the implementation process.FindingsUnder authority decision to adopt the system throughout the department, the diffusion was quick and without resistance, not in line with authority adoption decision in Rogers' DOI theory. Some of the CSFs found are consistent with implementation CSFs mentioned in the literature.Research limitations/implicationsTo complement the qualitative research, quantitative research is needed regarding administrative measures taken in implementation processes at other academic departments and the success in terms of system adoption.Originality/valueSuccessful LCMS implementation in an academic environment is rather rare and studying the successful authority decision in this case is of value to researchers and to practitioners. To adopt the system might imply that administrative measures could expedite implementation in other academic institutions.
DYNER: a DYNamic clustER for education and research
Authors: Kehagias Dimitris , Grivas Michael , Mamalis Basilis , Pantziou Grammati 
Published: July 2006

PurposeThe purpose of this paper is to evaluate the use of a non‐expensive dynamic computing resource, consisting of a Beowulf class cluster and a NoW, as an educational and research infrastructure.Design/methodology/approachClusters, built using commodity‐off‐the‐shelf (COTS) hardware components and free, or commonly used, software, provide an inexpensive computing resource to educational institutions. The Department of Informatics of TEI, Athens, has built a dynamic clustering system consisting of a Beowulf‐class cluster and a NoW called DYNER (DYNamic clustER). This paper evaluates the use of the DYNER system, as a platform for running the laboratory work of various courses (parallel computing, operating systems, distributed computing), as well as various parallel applications in the framework of research, which is in progress under on‐going research projects. Three distinct groups from the academic community of the TEI of Athens can benefit directly from the DYNER platform: the students of the Department of Informatics, the faculty members and researchers of the department, and researchers from other departments of the institution.FindingsThe results obtained were positive and satisfactory. The use of the dynamic cluster offers to the students new abilities regarding high performance computing, which will improve their potential for professional excellence.Research limitations/implicationsThe implications of this research study are that the students clarified issues, such as “doubling the number of processors does not mean doubling execution speed”, and learned how to build and configure a cluster without going deeply into the complexity of the software set‐up.Practical implicationsThis research provides students with the ability to gain hands‐on experience on a not very common to them but useful platform, and faculty members – from a variety of disciplines – to get more computing power for their research.Originality/valueThis paper presents a dynamic clustering system where, its versatility and flexibility with respect to configuration and functionality, together with its dynamic, strong computational power, renders it to a very helpful tool for educational and research purposes.
The need for a digital library service registry
Authors: Frumkin Jeremy 
Published: July 2006

PurposeTo examine how a digital library service registry will help enable the development of distributed, service‐based digital libraries.Design/methodology/approachA discussion of recent efforts in building service registries, the key components for a digital library service registry, and the need for a reference model for building distributed digital libraries.FindingsBy building a reference model, digital library system development can move forward so that digital libraries become less silos of information and more interoperating collections of distributed servicesOriginality/valueProvides ideas for digital library developers and implementers, especially those looking for increasing collaboration and interactivity in digital libraries.
The changing digital content landscape
Authors: Swatman Paula M.C. , Krueger Cornelia , van der Beek Kornelia 
Published: July 2006

PurposeTo provide an empirically based analysis and evaluation of the existing and possible future evolution of Internet business models within the digital content market, focusing particularly on the possibilities for cooperation and coopetition within this market‐space.Design/methodology/approachThe paper is based on a three‐year study of the European online news and online music sectors, comprising a set of preliminary, scene‐setting case studies of a number of major players within the European online news and music sectors; a detailed, two‐stage survey made up of online questionnaires and face‐to‐face interviews; and a small number of in‐depth case studies.FindingsProvides a discussion of the changes taking place in the online news and music sectors, the evolution of the business models within them, the driving forces we have identified, and finally some predictions about what the future may hold for both these sectors.Research limitations/implicationsThe research is indicative, rather than general – being centred on European participants in two sectors of the digital content market‐space in the period between May 2003 and August 2004.Practical implicationsA rich evaluation of these two fast‐moving digital content sectors, providing empirically based insights into the ways in which they are evolving and changing and into parallels with other, similar sectors of the digital content market.Originality/valueThis paper is the first major empirical evaluation of the digital content market‐space and offers practical assistance, as well as new theoretical insights on e‐business model evolution in this area.
Why a review issue?
Authors: Abeles Tom P. , Pearce Snyder David 
Published: July 2006

PurposeTo introduce this “all review” issue, comprising a diverse mix of volumes reviewed by a broad spectrum of individuals.Design/methodology/approachThis article calls into question the future viability of conventional print publishing in general, and the continued use of academic journals both for the dissemination of current research and as the primary means of assessing the work of academics for the purpose of promotion and tenure. It further suggests that the world of clicks and bricks is merging, and that there will be a competitive struggle to determine the value of various paths for knowledge dissemination.Practical implicationsThe article suggests that, with the introduction of electronic transmission and storage of knowledge – cheaply, securely, interactively and readily accessible – the future market for, and use of, traditional academic journals needs serious reconsideration and repurposing.Originality/valueThe article provides a challenge to both The Academy and its co‐dependent publishing industry to openly address the techno‐economic realities confronting each, and suggests that much that is currently being done in response to the emerging internet world simply involves the superficial conversion of “bricks” to “clicks,” rather than an honest effort to deal with the transformational issues and opportunities at hand.
Anthropologists are speaking up (finally), but are they saying enough? A review of Besteman, C. and Gusterson, H. (Eds), Why America's Top Pundits Are Wrong: Anthropologists Talk Back
Authors: Ingham John M. 
Published: July 2006

PurposeThe purpose of this paper is to review the book, Why America's Top Pundits Are Wrong: Anthropologists Talk Back.Design/methodology/approachThe author, himself an anthropologist, evaluates how a group of anthropologists responds to popular right‐of‐center pundits.FindingsWhy America's Top Pundits Are Wrong: Anthropologists Talk Back is just as instructive for what it reveals about the current condition of anthropology – and, for that matter, left academia – as for what it says about the lack of anthropological sophistication in popular books that purport to tell us what is right or wrong with the world and where it is heading. Freighted with postmodernism, the influence of Michel Foucault in particular, present‐day anthropology makes assumptions not unlike those of the Straussians of the far right. Thus, our left‐of‐center anthropologists have trouble locating what is so objectionable about reactionary conservatism and, at the same time, difficulties in assessing social conditions, both at home and abroad. The author ends with sketching an anthropology that would pay more attention to the psychological and environmental costs of globalization.Originality/valueNotes that the 12 contributions dispense with academic jargon and try to reestablish a public presence for anthropology – a format which may reach a wider public.
The practice of co‐creating unique value with customers: an interview with C.K. Prahalad
Authors: Leavy Brian , Moitra Deependra 
Published: July 2006

PurposeStrategy & Leadership asked the originator of the concept of co‐creation of unique value with customers to explain how it works in theory and practice.Design/methodology/approachQuestions for this interview were prepared by both academics familiar with C.K. Prahalad's concepts and managers struggling to innovate new value propositions.FindingsCo‐creation theory asks a basic question. What if: Consumer ≥ the Firm? Instead of assuming that their firm can innovate unilaterally, managers are learning to depend on the consumers to be involved. They shift from product innovations to experience innovations.Research limitations/implicationsCase studies of the development of new experienced‐based value propositions need to address issues such as sustainability of competitive advantage.Practical implicationsThe theory points the way to new growth opportunities. If we accept the role of the consumers in helping us create their own experience then finding new markets is not all that onerous. Look at Starbucks–coffee, credit cards, music, and wireless.Originality/valueRaises basic and provocative questions about the role of the customer in the future of the firm.
Gaining 3‐D customer insight to drive profitable growth
Authors: Langford Ron , Schulz Kraig 
Published: July 2006

PurposeThis article aims to introduce a more comprehensive approach to generating customer insights that can improve almost any organization's ability to drive profitable, customer‐focused growth.Design/methodology/approachExamining data on the disparity between “what customers say” and “what they do” can uncover major business opportunities. For example, data that tracked hundreds of physicians' prescribing behaviors over time was matched with a survey that asked them to rate each of various drugs along certain dimensions. A statistical model was built to determine which product attributes, when rated favorably for one drug, were most predictive of prescribing behavior.FindingsThe article finds that the 3‐D approach requires companies to segment based on an integrated view of their customers. This reveals true cause and effect – how changes in a company's offer or communications lead to changes in customer behavior, and what affect these have on company profitability.Practical implicationsManagers can use the 3‐D integrated perspective to help evaluate strategic options by addressing the economic trade‐offs between customers' likely responses to a change and the cost of the change.Originality/valueCompanies that focus on customer behavior, particularly what it is about their and their competitors' products and services that cause customers to switch from one to the other, develop clearer pictures of the economic drivers of customers and customer segments, and dedicate their attitudinal research to interpreting and improving their understanding of how to influence customer behavior. The resulting insights enable managers to spot and target opportunities for profitable growth that are invisible to other companies and help them more effectively prioritize where, how and in what to invest.
Profiting from evidence‐based management
Authors: Pfeffer Jeffrey , Sutton Robert I. 
Published: July 2006

PurposeThis article advocates for evidenced‐based management and aims to demonstrate how it works.Design/methodology/approachThe article identifies seven implementation principles to help people and companies that are committed to doing what it takes to profit from evidence‐based management.FindingsThe seven principles are: treat your organization as an unfinished prototype; no brag, just facts; see yourself and your organization as outsiders do; evidence‐based management is not just for senior executives; like everything else, you still need to sell evidenced‐based management; if all else fails, slow the spread of bad practices; and the best diagnostic question: what happens when people fail?Research limitations/implicationsA follow‐up article needs to show results when firms institute evidence‐based management.Practical implicationsA key underpinning of evidence‐based management are three truths: that most so‐called breakthrough ideas are either old, wrong, or both; that effective companies and leaders are more interested in what is true than what is new; and that those that do simple, obvious, and even seemingly trivial things well will dominate competitors who search for silver bullets and instant magic.Originality/valueThe article explains why the implementation of evidenced‐based management promotes competitive advantage.
Measuring the value of human capital investments: the SAP case
Authors: Cantrell Susan , Benton James M. , Laudal Terry , Thomas Robert J. 
Published: July 2006

PurposeOver the past three years Accenture developed and applied a new measurement tool that assesses the maturity of an organization's human capital development processes, benchmarks the processes' performance against other organizations, and determines the relationship of each process to bottom line business results. It is designed to help executives make significantly more informed choices about their investments in human capital. This article aims to look at this tool.Design/methodology/approachThe tool, known as the human capital development framework, now has been tested in more than 60 organizations. This case describes how one organization used it to help turn around a struggling division.FindingsResults of the initial implementations of the framework suggest that financial performance improves as a company improves its scoring in those critical human capital processes with strong relationships to financial success. As an organization moves from one benchmarking quartile to the next in these processes within the framework scoring, its capital efficiency – or the ratio of total annual sales to the capital invested in the operations of the business by shareholders and creditors – improves from 10 to 15 percent.Practical implicationsThe framework outlined in this article provides a tool that enables company leaders to make clear‐eyed assessments of the payoff from human capital investments. It helps organizations diagnose their strengths and weaknesses in key human capital practices, to set investment priorities and track performance, and to establish an empirical link between human capital investments, business practices, and overall business performance.Originality/valueThose organizations in the study with more mature human capital processes have better financial performance than those organizations with less mature processes. Specifically, those organizations that focus on processes devoted to three key areas – creating a people strategy aligned with the business strategy, providing supportive work environments, and developing employees by giving them ample opportunities to learn and grow – achieve far greater economic success than those that do not.