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The purpose of this paper is to empirically derive and test a framework of brand acquaintancing – a new emotional attribution resulting from user-brand interactions on Snapchat, a popular social medium with ephemeral properties.

Focus group data were used to derive a framework, hypotheses and measurement scales for explicating the brand acquaintancing construct. Structural coherence of the framework and reliability and validity of scales were tested using a survey sample of Snapchat using students. The purified theoretical model was tested using a nationwide sample of Snapchat users.

The studies find that Snapchat users are receptive to unknown and stranger brands. Users’ fear of self-disclosure triggers a search for acquaintances on the medium, i.e., acquaintances are sought over friends and intimates. Moreover, unknown and stranger brands encountered on the medium are acquaintance, i.e., awarded the status of an acquaintance.

The studies found Snapchat users receptive to unknown and stranger brands. Users’ fear of self-disclosure triggers a search for acquaintances on the medium, i.e., acquaintances are sought over friends and intimates. Moreover, unknown and stranger brands encountered on the medium are acquaintanced, i.e., they were awarded the status of an acquaintance.

The paper presents empirical evidence of brand acquaintancing on Snapchat, and contributes to a more nuanced understanding of social media platforms to aid scholars and practitioners.

The purpose of this paper is to contribute to extant conflict management theory by presenting evidence from a two-stage study of conflict initiated by pre-graduation Millennials in entry-level work environments.

The paper presents an inductively derived conceptual model, hypotheses and measurement scales grounded in Millennials’ voices. Then, based on survey data, the scales are tested for structural coherence, and hypotheses are validated using structural equation modeling methodology.

Most Millennials initiate conflict with older coworkers and supervisors in the workplace because of the hurt they feel over the unfairness they experience. While confronting their superiors, they take an aggressive stand (“you are wrong, you should change”) and learn that the organization is duplicitous and that they should initiate conflict with superiors in the future to protect against unfairness in a duplicitous organization.

The findings and implications reflect the perspectives of Millennials who initiated conflict with superiors or more experienced coworkers in entry level workplaces. Reports of multiple perspectives and from other contexts are left to future research.

Millennials may well enter the workforce with attitudes and behaviors older coworkers and supervisors find aberrant. However, the interactions between Millennials, older generations and the socio-technical environment of entry-level workplaces lie at the root of the conflict Millennials initiate. Older generations may have implicitly produced – albeit to varying extents – opaque environments in which entry-level Millennials feel manipulated.

The study reports a relatively rare two-stage study that begins with exploration and discovery using qualitative data, and concludes with hypotheses tests based on survey data. A new context is explored; i.e. Millennials initiating conflict in vertical dyads. New concerns about the veracity of the entry-level work environment are raised.

The purpose of this paper is to report a three-study effort that aimed to explicate the brand entification construct, a post-anthropomorphic attribution that results from user-brand interaction on Twitter. Entified brands are not merely humanlike, they are viewed as human celebrities with an elevated social status.

A testable conceptual framework, hypotheses and measurement scales for explicating the brand entification construct are derived from focus groups. The framework is tested using two separate surveys; the first surveyed college going, Millennial users of Twitter, the second surveyed a nationwide sample of Twitter using Millennials.

The fear of being ignored (FOBI) emerges as the key antecedent of brand entification. Elevation in healthy narcissism emerges as its key consequence. Twitter users experiencing elevated narcissism are found to defend entified brands when they receive negative tweets from other users.

All constructs and measurement scales reported in the data are new, the evidence of linkages between the antecedents and consequences of brand entification are similarly unprecedented; both reflect the theoretical contributions of the study. Further testing of scales, and replication of results using multiple samples of Twitter users are essential before formalized theory and widely generalizable findings emerge.

Shaping Twitter-users’ sense of healthy narcissism emerges as the key challenge for managers aiming to build brands via Twitter communication. Stimulating users’ FOBI emerges as a key entry-way in this process.

The paper reports the first empirical investigation of the brand entification construct in the context of Twitter-using Millennials.

Sending key managers on foreign assignments is common practice for multinational and international firms. Although firms spend considerable resources to support expatriates, the return they receive remains disappointing. Current research suggests that expatriates are very likely to cut short their visit, and/or return to dissatisfying careers. Effective mentoring promises to remedy some of these problems, yet few firms seem to implement the mentor concept in practice. Based on depth‐interviews of expatriates, we delineate the mentor’s role both in the home and host office. We also develop a checklist of activities for home‐office mentors.

Purpose — Most managers seem dissatisfied with their careers after they return from expatriate assignments. The study aimed to identify the reasons for their dissatisfaction and distill implications for MNCs interested in improving the return on the investment they make on expatriation and harnessing the valuable knowledge with which many managers return after successful completion of expatriate assignments.

Methodology/approach — The data were collected via depth interviews with recently returned expatriates.

Findings — The level of dissatisfaction among returning expatriates is high and is attributable to a poorly managed HR function. While considerable sums are invested in transferring knowledge from home to host offices, MNCs seem curiously inattentive to the process by which their returning expatriates are reintegrated into the firm.

Practical implications — Managers' voices call for a strategically oriented HR function of MNCs and a new organisation for developing intellectual capital and a cadre of globally trained managers. Changes in structure, systems and processes are discussed.

Social implications — If MNCs continue neglecting the repatriation needs of their expatriates, and paying little or no attention to transferring their knowledge about international operations, U.S. companies are likely to lag in terms of utilising that knowledge to become more effective global organisations.

Originality/value of the chapter — Sources of dissatisfaction among returning expatriates are identified. Much of the dissatisfaction relates to the disconnect between expectations and reality, the failure of the mentor role and a lagging HR function. The chapter identifies steps to correct these problems.

A key reason for the return of expatriates before the official end of their foreign assignment is the uncertainty and frustration resulting from poor cross‐cultural adaptation. The literature provides this general, normative view without much to say about the interpersonal conflict expatriates experience in the workplace abroad caused by cultural differences. Our exploratory study finds that conflicts with co‐workers in host countries occur frequently causing high stress and discomfort, and provides three specific sources of conflict as recounted by sample managers. The implications of our findings include: selecting expatriate managers with high emotional intelligence, providing extensive pre‐departure cultural training that consists not only of cultural facts but also interpersonal skills such as active listening, conflict management, and ethical reasoning, utilizing sensitivity training techniques to better prepare managers for new situations, and sending the expatriate on one or two pre‐sojourn visits to familiarize themselves with the host culture and workplace norms even before the actual expatriate assignment begins. An additional implication is training the host‐country workers, particularly those who will work most closely with the expatriate manager, on home country cultural beliefs and workplace norms. We aim to stimulate managerial thinking and further research on the workplace conflicts that challenge expatriates managers.

High-technology firms often institute cross-functional teams to manage product innovation initiatives. The assumption is that (a) creative and successful products from new technologies must reflect the integration of multiple talents, therefore the innovation process will require integration among people who possess them, and (b) when people with multiple talents are placed in teams, they will interact, cross-fertilize ideas, and collaborate to produce creative new products from new technologies faster and cheaper than those produced by alternative structural arrangements. While teams are easy to institute, fostering high levels of collaboration among participants has proved harder in practice. While some teams achieve high levels of collaboration, others merely replicate rivalries that exist in the organization and breed cynicism.

Based on our study of product innovation processes in high-technology industrial manufacturers, this chapter discusses the differences between high- and low-collaboration teams. Specifically, we report the key (a) developmental milestones in the process by which groups of people from diverse functional areas become high-collaboration teams and create new products faster and cheaper, and (b) factors associated with participants, team leaders, senior management, and the organizational culture that seem to shape the emergence of collaboration in teams.

When it comes to descriptions of what managers do in practice, and insights about what managers ought to do, the literature provides a wealth of information. When it comes to explaining why managers do what they do, or why an almost infinite variety exists in what they do, however, the literature grows notably silent. We explore this complex question about the whys in the context of marketing strategy implementation in smaller industrial organizations. Using a symbolic interactionist perspective to analyze interview transcripts, we trace a link that exists between managers’ thinking, subjective interpretations, and actions, and address questions about why marketing implementation processes unfold the way they do in practice.