Hossein Abdolmaleki, Sardar Mohammadi, Mehdi Babaei, Behzad Soheili, Geoff Dickson and Dan Funk
This study aims to investigate drivers of co-branding, and the relative strength of these drivers within the Persian Gulf Pro League (PGPL). The study examines sport sponsorship…
Abstract
Purpose
This study aims to investigate drivers of co-branding, and the relative strength of these drivers within the Persian Gulf Pro League (PGPL). The study examines sport sponsorship, and specifically the relationship between professional football teams and on-field apparel sponsors.
Design/methodology/approach
Sixteen experts participated in semi-structured interviews and ranked the co-branding drivers. The expert opinions were organized into estimates and triangular fuzzy numbers were established before the Mamdani Fuzzy Inference System converted the fuzzy outputs into crisp output values using the Centroid method. Next, the rankings of the drivers by the same 16 participants were analyzed using the analytical hierarchy process (AHP).
Findings
The study identified four main factors with 19 indicators: brand management (i.e. enhancing brand value, utilizing the knowledge and experience of partner brands, brand position, brand identity, brand equity and brand image), partner relationships (i.e. satisfaction, mutual trust, commitment, common interest, product reliability and innovative strategies), marketing factors (i.e. marketing mix, market position, competitive advantage and entry into new domestic markets) and supporting factors (i.e. copyright, contracts and social media law). The AHP identified the most influential factors as marketing, partner relationships, brand management and support.
Originality/value
Based on the study’s findings, the authors recommend that PGPL teams adopt a partnership mindset, seek alignment of values and recognize the plurality of stakeholders to a sponsorship and their relationships to each other. The study highlights the challenges of co-branding activities in a developing country where trademark laws are not well developed.
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Mark P. Pritchard and Daniel C. Funk
Current research has largely overlooked importance as a meta‐attitude consumers develop from related judgments. Drawing from observations by consumer theorists and attitude…
Abstract
Purpose
Current research has largely overlooked importance as a meta‐attitude consumers develop from related judgments. Drawing from observations by consumer theorists and attitude strength researchers, the present study seeks to investigate the formation and effect of attitude importance in an experiential setting, spectator sport.
Design/methodology/approach
The study adapts a stimulus‐response framework to conduct a structural examination of attitude importance. The investigation includes a multi‐stage sampling procedure that distributed surveys to spectators attending five professional sport matches (n=370).
Findings
Path analysis of a multiple indicator‐multiple cause (MIMIC) model revealed that perceptions of technical and functional aspects of the service experience fuel a meta‐attitude of importance. When evident in dual judgments of product interest and brand importance, the construct is able to play a significant role in patron responses.
Research limitations/implications
These findings offer insight on the nature of importance and its role in moderating spectator behavior. Support for the structural sequence also holds implications for researchers interested in delineating other strong attitudes. However, study findings are limited to hedonic service consumers and await replication in other product settings.
Practical implications
Practical implications consider different mixes of dual judgments and strategies organizations might use to leverage a meta‐attitude of importance in their patrons. Examples of scenario‐based challenges to managing this disposition in the sport industry and in other consumer contexts are discussed.
Originality/value
Despite early attention by marketing practitioners on the importance of individual product features, explanations of how a larger meta‐attitude forms and affects customers are rare. The study developed a MIMIC model and used path analysis to address the matter.
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Nancy J. Adler (USA), Sonja A. Sackmann (Switzerland), Sharon Arieli (Israel), Marufa (Mimi) Akter (Bangladesh), Christoph Barmeyer (Germany), Cordula Barzantny (France), Dan V. Caprar (Australia and New Zealand), Yih-teen Lee (Taiwan), Leigh Anne Liu (China), Giovanna Magnani (Italy), Justin Marcus (Turkey), Christof Miska (Austria), Fiona Moore (United Kingdom), Sun Hyun Park (South Korea), B. Sebastian Reiche (Spain), Anne-Marie Søderberg (Denmark and Sweden), Jeremy Solomons (Rwanda) and Zhi-Xue Zhang (China)
The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens…
Abstract
The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.
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Picture if you can: a word And if you can, you have the beginnings of a children's dictionary. Take a child, or better yet have one of your own, shake him in a bag filled with…
Abstract
Picture if you can: a word And if you can, you have the beginnings of a children's dictionary. Take a child, or better yet have one of your own, shake him in a bag filled with picture‐words, and the most pleasing combinations are likely to occur. The point of this illustration, and all word illustrations for that matter, is the potential they possess in the hands of a child for unlimited possibilities, creative growth, and excitement about language.
Outlines social dialogue by providing a definition and background to its introduction and covers its progress to date. Critically examines the social dialogue resulting in the…
Abstract
Outlines social dialogue by providing a definition and background to its introduction and covers its progress to date. Critically examines the social dialogue resulting in the European collective agreement, the instrument for implementing directives. Concludes with the Collective agreement’s place in formulating European Law. Suggests the integration of the Maastricht Treaty into the body of the Treaty of Amsterdam forms a basis for solid advances in social policy.