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This paper aims at understanding how automotive firms integrate customer relationship management (CRM) tools and big data analytics (BDA) into their marketing strategies to enhance total quality management (TQM) after the coronavirus disease (COVID-19).

A qualitative methodology based on a multiple-case study was adopted, involving the collection of 18 interviews with eight leading automotive firms and other companies responsible for their marketing and CRM activities.

Results highlight that, through the adoption of CRM technology, automotive firms have developed best practices that positively impact business performance and TQM, thereby strengthening their digital culture. The challenges in the implementation of CRM and BDA are also discussed.

The study suffers from limitations related to the findings' generalizability due to the restricted number of firms operating in a single industry involved in the sample.

Findings suggest new relational approaches and opportunities for automotive companies deriving from the use of CRM and BDA under an overall customer-oriented approach.

This research analyzes how CRM and BDA improve the marketing and TQM processes in the automotive industry, which is undergoing deep transformation in the current context of digital transformation.

The use of plagiarism detection software such as Turnitin or SafeAssign has become common in higher education. While frequently used to catch plagiarism, some institutions have used it as a learning tool to help students better understand plagiarism and the conventions of academic writing. In an international branch campus in the Middle East, a survey was given to undergraduate students, primarily second language students, on the use of Turnitin to help with their writing. Most participants found that the software helped them improve their paraphrasing skills, understand the use of citations, avoid plagiarism and, to a lesser extent, improve their language skills.

أﺻﺑ ﺢ ا ﺳﺗ ﺧدام ﺑ رﻧﺎﻣﺞ اﻟﻛﺷ ف ﻋن ا ﻻﻧﺗ ﺣﺎ ل ﻣﺛ ل Turnitin أو SafeAssign ﺷ ﺎ ﺋ ﻌًﺎ ﻓ ﻲ ا ﻟ ﺗ ﻌ ﻠ ﯾ م ا ﻟ ﻌ ﺎ ﻟ ﻲ . ﻋ ﻠ ﻰ ا ﻟ ر ﻏ م ﻣ ن ا ﺳ ﺗ ﺧ د ا ﻣ ﮭ ﺎ ﺑ ﺷ ﻛ ل ﻣﺗ ﻛرر ﻟﻠﻘﺑ ض ﻋﻠ ﻰ ا ﻻﻧﺗ ﺣﺎ ل ، ﻓﻘد ا ﺳﺗ ﺧدﻣﺗ ﮫ ﺑ ﻌ ض اﻟ ﻣؤﺳﺳﺎ ت ﻛﺄداة ﺗ ﻌﻠﯾ ﻣﯾ ﺔ ﻟ ﻣ ﺳﺎ ﻋدة اﻟ طﻼب ﻋﻠ ﻰ ﻓ ﮭم ا ﻻﻧﺗ ﺣﺎ ل ﺑ ﺷﻛل أﻓ ﺿ ل واﺗﻔﺎ ﻗﯾﺎ ت اﻟﻛﺗﺎﺑ ﺔ ا ﻷ ﻛﺎدﯾ ﻣﯾ ﺔ. ﻓ ﻲ ﺣ ر م ﻓ ر ع دو ﻟ ﻲ ﻓ ﻲ اﻟﺷ ر ق ا ﻷ و ﺳ ط ، ﺗم إ ﺟ ر ا ء د ر ا ﺳ ﺔ ا ﺳ ﺗﻘ ﺻ ﺎﺋﯾ ﺔ ﻟ ط ﻼ ب اﻟﻣر ﺣ ﻠ ﺔ اﻟﺟ ﺎ ﻣﻌﯾ ﺔ ، و ﺧ ﺎ ﺻ ﺔ ط ﻼ ب اﻟﻠ ﻐﺔ اﻟ ﺛﺎﻧﯾ ﺔ ، ﺣ و ل ا ﺳ ﺗ ﺧ دا م Turnitin ﻟﻠﻣ ﺳ ﺎ ﻋ دة ﻓ ﻲ ﻛﺗﺎﺑﺎﺗ ﮭم. و ﺟ د ﻣﻌ ظ م اﻟﻣ ﺷ ﺎ ر ﻛﯾ ن أ ن اﻟ ﺑ ر ﻧﺎ ﻣ ﺞ ﺳ ﺎ ﻋ دھ م ﻋ ﻠ ﻰ ﺗ ﺣ ﺳ ﯾ ن ﻣﮭﺎ ر ا ت إ ﻋ ﺎدة اﻟ ﺻ ﯾﺎ ﻏ ﺔ وﻓ ﮭم ا ﺳﺗ ﺧدام ا ﻻﺳﺗ ﺷﮭﺎدا ت وﺗ ﺟﻧ ب ا ﻻﻧﺗ ﺣﺎ ل وﺗ ﺣﺳﯾ ن ﻣﮭﺎ راﺗ ﮭم اﻟﻠ ﻐوﯾﺔ إﻟ ﻰ ﺣد أﻗ ل.

The aim of this research is to investigate the relationship between (dual) organizational identity and individual heuristics – simple rules and biases – in the process of strategy change. This paper offers a theory on identity reflexivity as a cognitive mechanism of strategy change in the context of organizational hybridity.

The authors draw on a 2-year ethnographic study at a Dutch social housing association dealing with the process of strategy change. The empirical data comprises of in-depth semi-structured interviews, ethnographic observations as well as secondary sources.

Conflicting identities at the organizational level influence heuristics at the individual level, since members tend to identify with their department's identity. Despite conflicting interpretations, paths of cognitive shortcuts – that the authors define as internal and external identity reflexivity – are shared by the conflicting identities.

The findings of this research are subject to limitations typical of a qualitative case-study, such as possibly being context dependent. The authors argue that this research contributes to the understanding of how individual heuristics relate to organizational heuristics, and suggest that the process of identity reflexivity can contribute to the alignment of conflicting identities enabling strategy formation in the context of a dual-identity organization.

Understanding how managers with conflicting identities achieve agreements is important to help organizational leaders to pursue sustainability-oriented strategy change.

Given the pressure experienced by mission-driven organizations to integrate multiple sustainability demands in their mission, understanding managers' decision-making mechanism when adapting to new, often conflicting, sustainability demands is important to accelerate societal sustainability transitions.

This paper addresses the process of new strategy design in the context of a socially driven business. This context fundamentally differs from the one addressed by the existing heuristics literature with respect to organizational environment and role, and specific competing demands.

This study aims to add to the understanding of the interactive nature of brand love by using a multilayer perspective that incorporates individual, group and societal contexts.

The qualitative empirical study uses abductive reasoning. Its theories and conclusions are grounded in naturally occurring data from an online brand community. The approach revealed new interactive processes of brand love.

This study extends our understanding of the interactive nature of brand love by adopting a layered perspective incorporating micro- (individual), meso- (in-group), macro- (in-group vs out-group) and mega-layer (societal) social dynamics that complements the predominant focus on individual psychological processes. It challenges the linear, monodirectional trajectory approach to brand love, suggesting that brand love is in constant flux as individuals move across the layers in their identification with the brand.

This study provides data from one destination brand in Finland. Future studies could consider other types of brands and contexts in other countries and cultures.

This study shows brand managers that brand lovers can be divided into subgroups with distinct drivers of their love to which brand managers should attend.

To the best of the authors’ knowledge, this is the first attempt to describe the interactive nature of brand love through interactions between and within four layers of brand love. Furthermore, this study enhances our understanding of the contradictory aspects of brand love.