bluuebunny/crossref_metadata_2025_split huggingface dataset:
Grocery loyalty: Tesco Clubcard and its impact on loyalty
Authors: Turner Jason J. , Wilson Karen 
Published: January 2007

PurposeThe aim of the research is to identify the impact of the Tesco Clubcard on customer loyalty. The secondary aim is to contrast customer perceptions of the Clubcard, staff and “feeling valued” to identify which factor has the greater impact on customer loyalty to store.Design/methodology/approachQuantitative analysis was used based on 60 questionnaires conducted with randomly selected customers in Tesco Metro Dundee in 2005. Tesco were not involved in the research other than to provide approval at a store level for the research to take place outside their premises.FindingsA positive moderate relationship was found r=0.388, p=0.01 between the owning of a Clubcard and loyalty to store. It was also found that there was a positive moderate relationship between the Clubcard returns and customer loyalty, with r=0.334, p=0.01. The research, however, found no relationship between loyalty and customers feeling more valued by Tesco, nor did the research reveal a significant relationship between Tesco staff and customer loyalty.Research limitations/implicationsThe research is restricted in so far as it only considers Tesco Clubcard in the grocery retail sector and as it is an exploratory study the research is limited in so far as the number of participants is only 60. A further limitation surrounds the issue of generalisability as only one Tesco retail outlet in Dundee was used. Further research needs to include other Tesco formats and contrast with grocery retailers who do not use loyalty cards.Practical implicationsIt is suggested that Tesco consumers are influenced by having a loyalty card in so far as it contributes to making them loyal. However, other factors need to compliment such a card, with consumers seeing the Tesco “provision” as inter‐related.Originality/valueThe paper is useful to both practitioners and academics in the fields of relationship marketing and loyalty. The research provides some initial insight into consumer perspectives in the value of loyalty cards.
Encouraging partnering and collaboration
Authors: Coulson‐Thomas Colin 
Published: January 2007

PurposeProposes to show that in many organizations trainers, and other groups such as communicators, need to take positive steps to encourage partnering and collaboration.Design/methodology/approachThe article is intended to share findings from an ongoing investigation undertaken by questionnaire survey, interview and in‐company observation into the leadership of performance improvement and corporate transformation.FindingsThose who succeed in building productive collaborative relationships exhibit very different behaviours from those who fail.Practical implicationsTrainers need to understand the differing behaviours of “winners” and “losers” in order to help people to adopt the approaches of their more successful peers and colleagues. It may also be necessary to equip people with job support tools that can help them to collaborate with customers and supply chain partners.Originality/valueThe article highlights behaviours and approaches that trainers and developers need to encourage if individuals and organizations are to become more successful at building partnering and collaborative relationships.
Co‐ordination and delegation: the core development competencies to create a competitive edge (part 2)
Authors: Eales‐White Rupert 
Published: January 2007

PurposeThe reasons for writing this paper are to enable the reader to understand: why delegation and co‐ordination are the core development competencies; how organisations can deliver a competitive edge, i.e. increase their profitability faster than the competition by focusing their development efforts on these development competencies; and the process required to introduce these competencies throughout the organisation.Design/methodology/approachA case study to demonstrate the importance of co‐ordination in the team‐leadership role. Report of research findings to indicate the benefits of effective group‐working for the individual and for the organisation and how co‐ordination is the critical skill to build effective groups. A case study to demonstrate how delegation is the key skill for leaders to build effective relationships with their followers. A demonstration as to how organisations, by focusing their development efforts on these two competencies, will not only deliver a competitive edge in terms of profitability but also save a fortune by abandoning expensive and now unnecessary “client‐focused” initiatives. Outlining the process to deliver the competitive edge.FindingsIf an organisation is prepared to train all its managers in delegation and co‐ordination skills, they will create a better working environment for their employees and increase their profitability at a faster rate than their competitors.Originality/valueDevelops an understanding of why and how organisations should focus their development efforts on the core skills of co‐ordination and delegation.
Optimising human capital: measuring what really matters
Authors: Pickett Les 
Published: January 2007

PurposeHuman capital strategies are frequently canvassed in corporate boardrooms and executive suites but are not effectively implemented. This paper aims to identify core measures that senior management can use to increase the effectiveness of their investment in their people and improve organisational performance.Design/methodology/approachAn internationally researched framework for human capital capability is used as the basis of the paper. This is complemented by an international benchmarking initiative.FindingsFive key practices that effective organisations use to enhance performance are identified and current human capital practices of 175 organisations are benchmarked against these critical core indicators.Research limitations/implicationsWhile the international benchmarking sample does not represent a large number of participants, the pilot project provides significant feedback and identifies areas in which the management of human capital can be enhanced. Scope for further research into the relationship between organisational investment in human capital, future earnings and stock market pricing.Practical implicationsThe framework provides a basis for identifying areas for improving the relationship between an organisation's workforce investment and its overall business performance. It also facilitates the development of a road‐map for the human agenda that will have the greatest impact on the enterprise.Originality/valueAn international human capital framework that has been extensively researched and developed over a number of years in consultation with business leaders to assist senior corporate executives to increase the return on their investment in people and enhance corporate performance and profitability.
EMEA‐US culture clash: resolving diversity issues through reflective evaluated action learning
Authors: Rosenberg Corinne 
Published: January 2007

PurposeThrough a case study aims to describe an innovative methodology that was used to address intercultural miscommunication, which was threatening productivity in the global team of a US multinational service provider after a series of mergers and acquisitions.Design/methodology/approachA methodology was designed to recognise the work pressure and time zone challenges of the global team. It used reflective evaluated action learning (REAL) to foster sustained, incremental learning in small, facilitated groups. The process of learning was evaluated in questionnaires, which tracked transference of learning into the workplace. There were adaptations such as the time frames of short meetings every two weeks, with ongoing charting of incidents.FindingsThe longitudinal study quantitatively demonstrated transfer of learning into the workplace and qualitative analysis showed that the development of communication skills needs to be effective when working with other cultures. Specific business outcomes included company protocols for intercultural virtual communication. All skills were used regularly on evaluation nine months later.Practical implicationsThe REAL approach offered a time‐efficient, effective solution to prevent an imminent intercultural breakdown in communication and morale in a pressurised corporate environment, and can be applied to a range of diversity issues.Originality/valueAn innovative approach to cultural change was sustained and measured so that the process became more transparent. Traditional diversity and intercultural interventions are one‐off and action learning has rarely been applied to tackle diversity issues or examine cultural behaviours and breakdowns. This was a unique approach to building the mindset and skills needed to work across cultural boundaries.
Should a 60 per cent success rate be acceptable?
Authors: Harvard Davis Stephen 
Published: January 2007

PurposeDespite huge amounts of time and effort allocated to the recruitment of executives and senior managers, the recruitment process produces an unacceptable failure rate that reduces business competitiveness and corporate profits. The purpose of this paper is to investigate this in order to find a solution.Design/methodology/approachThe paper presents an observation of companies that experienced executive failure and over 25 exit interviews of senior executives who left jobs within 18 months.Findingsthe paper finds that a systematic approach to induction for new executives can reduce the risk of failure. This systematic approach contains a number of structured meetings after the appointment has been made as well as actions that a company can undertake to increase the chances of executive success. Such an induction must, however, be driven by the company and provide the new executive with as much information and support as possible in the initial six months.Originality/valueThe costs of executive failure can be substantial and affect bottom‐line results. By introducing an effective executive induction process it is possible to develop an effective executive in a short time, while adding to bottom‐line results.
Making a difference through people development
Authors: Smith Katrine 
Published: January 2007

PurposeThe purpose of this article is to explain how different solutions for developing staff within Panasonic have been implemented. The article aims to move away from just the traditional classroom only options, to using different approaches which suit different learning styles. In particular the article proposes looking at the three areas of e‐learning, coaching and how to increase managers' involvement.Design/methodology/approachThe article explains briefly why it has looked at different options and then explains the three areas in more detail. For e‐learning three main solutions are offered so these are outlined in more detail; for coaching the article also offers three solutions and so these are also explained in more detail. Lastly the importance of manager's involvement to any development initiative that is set up is explained, and a look at how to try to gain this involvement and keep the managers' as key players.FindingsResults so far have been very positive with both participants and the company benefiting.Originality/valueThis article will be of interest to anyone involved in training and development of staff – giving new ideas for positive development options to anyone struggling with how to best develop, motivate and retain staff.
Finance training can be fun and effective
Authors: Cowey Alan 
Published: January 2007

PurposeThis paper's purpose is to address the fact that many intelligent and experienced managers in industry do not really understand about business finance, how profits are generated and what they can do to improve them. This paper shows how the traditional perception problems of dryness, difficulty and irrelevance of finance training can be overcome. Furthermore the paper covers how managers can create action plans within their own areas of interest to have an impact on the company performance.Design/methodology/approachThis paper describes how physical, board‐based simulations can be used to give a learning experience of finance and business in an effective and time efficient way. The paper lists the problems of finance training, explains the means by which a good simulation overcomes these problems, and shows how small performance differences can make a.significant impact.FindingsThe post‐training research shows that participants find the experience of finance in a simulation to be very effective in the use of their time, compared to other methods of training. The feedback is also that their knowledge has substantially improved on the key business issues of finance reports, making choices about the use of resources and the need to work together with others to achieve results.Originality/valueThe paper contains important messages for Learning and Development departments about the methods of finance training and also to operations directors about the ways managers can create action plans to improve the results through a deeper understanding of business.
Corporate strategy development and related management development: the case for the incremental approach, part 2 – implications for learning and development
Authors: Rees W. David , Porter Christine 
Published: January 2007

PurposeTo examine the case for the incremental development of corporate strategy and the implications for management learning and development.Design/methodology/approachThe authors use their background in consultancy and management development in the UK and abroad to examine the potential dangers of comprehensive innovations in corporate strategy and the potential benefits of an incremental approach. In Part 2 of the article they rely on their academic experience in a wide variety of institutions in the UK and abroad to consider the related issues of management learning and development.FindingsThe two main dangers with the development of a comprehensive corporate strategy were explained in Part 1 of this article. Sometimes the narrowness of the consideration of corporate issues may be replicated in taught programmes in business schools where the human factors in particular may not be given sufficient attention. A broad based consideration of corporate strategy may create a greater emphasis on the incremental approach. A related issue is that there may be a mismatch between the needs of the client group on taught programmes and syllabus coverage, particularly because of the perceived branding value of the term “strategy”.Research limitations/implicationsThe authors have relied partly on case study examples to make their case for a greater emphasis on the incremental development of corporate strategy and related academic coverage of the subject. Their main thesis is that if the process whereby strategy is developed is deficient, then the results may well be counter‐productive. One of the ways to try and prevent this is to ensure that related learning and development is appropriate.Originality/valueThe two part article is a necessary examination of the dangers of corporate strategy development that is based on too narrow a range of functions and disciplines. The same limitations can be replicated in academic coverage of the area. The article is meant to engender a necessary scepticism about the way corporate strategy can be realistically developed and covered academically. Constructive advice is also given about broad based strategy development and related management learning and development.
Top ten secrets of effective e‐learning
Authors: Barron Jamie 
Published: January 2007

PurposeThe intent of the study was to identify the factors that are contributing to the success of learner experiences at Capella University.Design/methodology/approachA case study of Capella University was conducted to determine success factors. An appreciative inquiry approach was used involving learners and faculty at Capella University to identify and analyze what was going well. Interviews, focus groups, and daily practice within courserooms and existing learner evaluations were also analyzed.FindingsSuccess factors tend to cluster around ten categories. These are: shared learning centered vision; comprehensive course design process; customized scoring guides; group work strategies; characteristics of effective facilitators; faculty training and support; great expectations; meaningful feedback; monitoring and evaluation; and continuous improvement.Research limitations/implicationsThe study is limited to Capella University.Practical implicationsThe ten success factors identified can be replicated at other institutions to positively impact their learners' experiences.Originality/valueIn the competitive e‐learning environment, it is critical to continually assess the strengths and opportunities for improvement among each program offering. Engaging in a cycle of continuous improvement ensures that a program will flourish and continue to attract new enrollees. Capitalizing on best practices experienced at other online institutions can prove to be a valuable means by which to strengthen individual programs.
Developing your management team
Authors: Addison Sue , Cunningham Gail 
Published: January 2007

PurposeTo explore methods of management development and how the ASSESS program can be utilized within an organization. The program helps an organization maximize the benefit of every pound spent on management development.Design/methodology/approachCase study on JRD Mouldings and how ASSESS has benefited the company.FindingsThe article looks at how competencies provide a starting point for determining development needs and for designing development programs.Originality/valueASSESS not only provides an analysis but also an opportunity to follow up and provides associated suggestions. It adds value to senior management, HR professionals and those interested in different management development techniques.
Revisiting classification for retrieval
Authors: Spärck Jones Karen 
Published: January 2007

PurposeThis short note seeks to respond to Hjørland and Pederson's paper “A substantive theory of classification for information retrieval” which starts from Spärck Jones's, “Some thoughts on classification for retrieval”, originally published in 1970.Design/methodology/approachThe note comments on the context in which the 1970 paper was written, and on Hjørland and Pedersen's views, emphasising the need for well‐grounded classification theory and application.FindingsThe note maintains that text‐based, a posteriori, classification, as increasingly found in applications, is likely to be more useful, in general, than a priori classification.Originality/valueThe note elaborates on points made in a well‐received earlier paper.
The business aims of eight national libraries in digital library co‐operation
Authors: Collier Mel 
Published: January 2007

PurposeTo describe the process and results of the business‐planning workpackage of The European Library (TEL) project, in which eight national libraries collaborated on a joint approach to access to their digital libraries.Design/methodology/approachThe methodology was in three parts: first, a literature review and the mapping of the partners' existing and planned digital products and services, then a structured interview or survey to determine the partners' business requirements from TEL, then a harmonization process, and finally the results were then combined with normal business planning elements to produce a mission and final business plan.FindingsBusiness planning for digital libraries has hitherto not been widely reported. The methodology proved to be an effective method of achieving mutual agreement among partners with widely different aims and characteristics. Eleven harmonized service aspirations were agreed and five categories of business aims.Research limitations/implicationsFocused on the business aims of national libraries, but the methodology can be relevant to other collaborative projects. Together with the few existing other reports, this can form the basis for a new field of work.Practical implicationsThe work described led directly to the creation of an operational service, which will be open to all European national libraries.Originality/valueAs far as is known, the first reporting of a collaborative international planning process for a digital library, and maybe the first multi‐partner business plan between national libraries.
Usability and user perceptions of a thesaurus‐enhanced search interface
Authors: Shiri Ali , Revie Crawford 
Published: January 2007

PurposeThis paper seeks to report an investigation into the ways in which end‐users perceive a thesaurus‐enhanced search interface, in particular thesaurus and search interface usability.Design/methodology/approachThirty academic users, split between staff and postgraduate students, carrying out real search requests were observed during this study. Users were asked to comment on a range of thesaurus and interface characteristics including: ease of use, ease of learning, ease of browsing and navigation, problems and difficulties encountered while interacting with the system, and the effect of browsing on search term selection.FindingsThe results suggest that interface usability is a factor affecting thesaurus browsing/navigation and other information‐searching behaviours. Academic staff viewed the function of a thesaurus as being useful for narrowing down a search and providing alternative search terms, while postgraduates stressed the role of the thesaurus for broadening searches and providing new terms.Originality/valueThe paper provides an insight into the ways in which end‐users make use of and interact with a thesaurus‐enhanced search interface. This area is new since previous research has particularly focused on how professional searchers and librarians make use of thesauri and thesaurus‐enhanced search interfaces. The research reported here suggests that end‐users with varying levels of domain knowledge are able to use thesauri that are integrated into search interfaces. It also provides design implications for search interface developers as well as information professionals who are involved in teaching online searching.
A bird's eye view of cross‐platform web interaction
Authors: Slone Debra J. 
Published: January 2007

PurposeThis exploratory study sets out to describe the ways in which end‐users exchanged information between the web and a web online catalog, how they searched one device based on what they knew about the other, and their experiences in navigating between the two devices.Design/methodology/approachThirty‐one participants were observed searching the web or a web online catalog. After the observations, an interview guide was used to ask targeted questions.FindingsThe findings suggest that people familiar with the use of traditional online catalogs were more comfortable using web tools than those who lacked online catalog experience. People who had recent web experience expected online catalog searching to be similar to web searching. However, drawing too close an association between the two systems sometimes caused difficulties when the searching protocols varied, like keyword searching versus selecting an index.Research limitations/implicationsSome limitations of the study include a small sampling size, varied responses to interview questions, obtrusive procedures, and lack of generalizability to groups or settings dissimilar from the one in this study.Originality/valueThis study provides a rare look into the challenges faced by a diverse group of public library users on the web. It is instructive for practicing librarians and researchers.