Search results

This paper aims to uncover the predictors of information exchange in social networking for health (SNH) care.

Using two national studies of consumers in the USA, this research examines how trust and social connections influence information exchange. The empirical analyses use a two-stage estimation approach and structural equation modeling.

The results show that higher trust encourages information getting, while social connections encourage information giving. In contrast to previous findings, this study shows that trust does not affect information giving when social connections are included in the model.

This study focuses on the role of trust and social connections in predicting information exchange in SNH. Research on general social media use has explored the role of personalities in predicting use. While this study controls for demographic variables that correlate strongly with personality types that are significant predictors, future research can determine which of the big-five personality factors correlate with information exchange. While social media usage has been steadily increasing from 2005 to 2015, the authors are unable to track changes in social media activities in healthcare over time as this study uses cross-sectional data. Future research can use panel data that can track these changes.

First, managers of social networks can encourage individuals with expansive networks to share their stories, as they are more likely to offer information. Second, they need to build the trust of individuals before fully reaping the benefits of SNH. This issue is especially critical for SNH if medical practitioners and public health officials need to use SNH as a communication channel. Third, medical practitioners and public health officials may need to intervene when misinformation is prevalent in SNH.

Health-care providers and public health officials informed of information exchange predictors can modify their strategies in enacting health-related policies.

This research is the first to explore the links between trust, social connections and information exchange in SNH care. This research contributes to existing knowledge by identifying the important roles of trust and social connections and separate routes that these constructs influence information exchange.

This paper aims to understand empirically how shares of standard and premium private label (PL) products affect a retailer’s marketing mix decisions toward national brands (NBs).

Using a comprehensive store-level data set covering 52 categories and 130 stores of two retailer chains during 2003-2009, this paper examines how shares of standard and premium PLs affect retailer marketing strategies for NB retail prices, promotions and product assortments. The empirical analysis uses a simultaneous equations model estimated by the generalized method of moments approach and controls for endogeneity between PL shares and NB decisions and potential confounding variables including consumer, manufacturer and retailer factors.

Standard PL shares are associated positively with NB retail prices and negatively with NB promotions and assortments. In contrast, premium PL shares are associated positively with NB retail prices, promotions and assortments.

The results indicate that retailers make strategic NB decisions through multitier PLs. Specifically, the evidence suggests that retailers use standard and premium PLs differently in promotion and assortment decisions toward NBs. NB manufacturers need to be cognizant of the increasing marketing power of retailers through their multitier PLs.

Prior research has mainly focused on the role of PLs as a strategic weapon to gain power in the channel and its impact on NB pricing decisions in a single PL context. After accounting for potential confounding factors (retailer, consumer and manufacturer) and endogeneity, the authors find empirical evidence that retailers appear to leverage standard and premium PLs differently in some marketing mix decisions toward NB. In particular, the results reveal PL performance to be a determinant of retailer NB assortment decisions.

This paper aims to address the knowledge gap, by exploring the attitudes and experiences of mediators relative to the process, based on research with practitioners in Scotland. Recent research on construction mediation in Scotland has focused exclusively on construction lawyers’ and contractors’ interaction with the process, without reference to the views of mediators themselves.

The entire research design of this research was constrained by the small population of practising Scottish construction mediators (thought to be circa. 20 in 2013). The design encompassed a literature search, participant interviews, questionnaire survey and qualitative and quantitative data. The research questionnaire was designed to capture data related to the biography, training and experience of those interviewed before their opinion on the benefits of, and problems with, mediation were sought.

The results indicate that mediations failed because of ignorance, intransigence and over-confidence of the parties. Barriers to greater use of mediation in construction disputes were identified as the lack of skilled, experienced mediators, the continued popularity of adjudication and both lawyer and party resistance. Notwithstanding the English experience, Scottish mediators gave little support for mandating disputants to mediate before proceeding with court action. A surprising number were willing to give an evaluation of the dispute rather than merely facilitating a settlement.

There are few experienced construction mediators in Scotland, and the continued popularity of statutory adjudication is a significant barrier. Mediators believe that clients’ negative perceptions of mediation are a bigger barrier than lawyers’ perceptions. The mediators wanted judicial encouragement for mediation backed by some legislative support, mediation clauses incorporated into construction contracts and government adoption of mediation as the default process in its own contracts.

It has recently been argued that the use of external consultants is indicative of a crisis in personnel management. However, the use of consultants, of whatever type, has not been adequately explained for a number of reasons. The reasons underlying the increasing usage of external consultants by personnel is a form of defence, allowing it to shed some activities thereby strengthening its position within the organisation. To illustrate this argument the reasons for the growth in the use of a particular type of consultant by personnel – executive recruitment consultancies – are considered. The results reported draw on two major surveys. The first was directed at executive consultancies whereas the second was directed at corporate personnel directors in the Times 100 companies. Response rates of 42 per cent and 55 per cent were achieved.

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

Linescan cameras, commonly used for simple gauging and inspection applications, now with the advent of the microprocessor, have powers of rudimentary intelligence such that they can be used increasingly with the machines of tomorrow.

Within the disciplines which examine and evaluate the employment relationship, Human Resource Management (HRM) has become a major arena for prescriptive adoption and to some degree critical evaluation. This adoption and evaluation lack penetrative connection to economistic perspectives on industrial organisation. This lacuna is the stimulus behind this paper.

Explores the burgeoning literature on HRM with the aim of assessing its distinctiveness in terms of the arguments expounded by Guest in 1989 in his article “Personnel Management and HRM: Can You Tell the Difference?”. Summarizes Guest’s article, drawing out his three main approaches; reviews each of the three themes in terms of later contributions to the subject; evaluates the distinctiveness of HRM in relation to the three approaches laid down by Guest; and, finally, raises some issues of discussion and conclusion on the distinctiveness of HRM, its efficiency claims and its effects on the practice of personnel management.

This paper provides a case study of a previously unresearched industry, Engineering Process Plant Contracting, it examines how a project management firm responded to heightened competitive pressures through a process of entrepreneurial innovation. A key component in this focused on the corporate human resource function as a full business partner in project management and its contribution to the “bottom line”, a clear recognition of its positive strategic significance. The evidence suggests that prevailing competitive conditions determine the nature and direction of HRM’s strategic integration with a firms entrepreneurial goals. Where cost reduction strategies prevail the function is likely to institutionalize entrepreneurial goals determined elsewhere. Where cost containment and the reduction of internal inefficiencies prevail a more positive integration between the function and the firms entrepreneurial goals is necessary.

The paper examines the operational impact of project management systems on the management of human resources and the practical implications of this for practitioners in two project‐led engineering contractors

The paper achieves these objectives through semi‐structured interviews in two in‐depth case studies.

The paper examines specific human resource practices, for example, staff appraisal and efforts at work re‐structuring. The paper finds that in project‐led organizations, such as those in engineering contracting, embedded sectoral characteristics such as portfolio training limit the capacity of HR practitioners to actively change employee perceptions of their development.

The paper reports on sector‐specific research. However, the paper does illustrate the lack of engagement between project management literatures and personnel/HR literatures on the role of HR practitioners in project‐led organizations

The paper draws out the impact of embedded sector effects on the management of HRs and the effects of this on the role played by practitioners.

The value of this paper for the academic community is that it emphasizes a lack of engagement between project management literatures and HR/personnel literatures when it is likely that “project management” systems are a core managerial mechanism for the deployment of staff.