Michael Petromilli, Dan Morrison and Michael Million
Corporations must routinely ask “how should we allocate existing financial and human resources among our brands to grow shareholder value?” Firms should focus on getting the most…
Abstract
Corporations must routinely ask “how should we allocate existing financial and human resources among our brands to grow shareholder value?” Firms should focus on getting the most from existing brands through better organizing and managing brands and brand inter‐relationships within the existing portfolio. “Brand architecture” is the way a company organizes, manages, and markets their brands. It must align with and support business goals and strategies. Different business strategies require different brand architectures. The two most common types are: “Branded house” architecture – employs a single (master) brand to span a series of offerings that may operate with descriptive sub‐brand names and “House of brands” architecture – each brand is stand‐alone; the sum of performance of the independent brands is greater than they would be if under a master brand. Neither type is better than the other. Some companies use a mix of both. The key is to have a well‐defined brand architecture strategy. Steps to maximize brand architecture: take stock of your brand portfolio from the perspective of customers because their view is the foundation for your strategy; do “brand relationship mapping” to identify the relationships and opportunities between brands across your portfolio. Check for these criteria: the perceived or potential credibility of the brands in that space – the perceptual license; whether or not the company currently has or can develop competencies in that space – the organizational capabilities; and whether the size and current or potential growth of the market is significant enough to merit exploitation and investment – the market opportunity. Mine the opportunities where all three criteria are met (aka, the “sweet spot”). Or use these innovative strategies if all criteria do not intersect: “pooling” and “trading,” branded partnerships’, strategic brand consolidation, brand acquisition, new brand creation. Continuously emphasize the portfolio‐wide thinking and business‐wide implications of brand‐oriented decisions. Create a brand council. When managed strategically and used as a structure to anticipate future business and brand needs, concerns, and issues, brand architecture can be the critical link to business strategy and the means to optimize growth and brand value.
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Shows how, with the example of the state of Texas, online systemscan help states more effectively tap the research capabilities ofeducational institutions and promote academic…
Abstract
Shows how, with the example of the state of Texas, online systems can help states more effectively tap the research capabilities of educational institutions and promote academic research and collaborations with technology businesses. Considers the Texas Innovation Network System (TINS) and its role as an information conduit linking various groups. Details the multiple benefits of TINS to libraries and the potential of Internet developments. Finally discusses the new roles for experts brought about by new technologies and methods of choosing information technologies.
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Ab Halim Tamuri, Mohd Yusof Othman, Jawiah Dakir, Ahmad Munawar Ismail and Zakaria Stapa
The study aims to investigate the students' perceptions on the teaching of Islamic education in the Malaysian secondary schools. The study will also look into the students'…
Abstract
Purpose
The study aims to investigate the students' perceptions on the teaching of Islamic education in the Malaysian secondary schools. The study will also look into the students' attitudes based on their personal self-evaluation as well as to examine the relationship between these two variables.
Design/methodology/approach
The study employs quantitative and survey research design. The instrument used for data collection was a questionnaire which is distributed to samples that were randomly selected in representing the selected population among students of Malaysian secondary schools. The instrument used is a modification of instrument developed by Ab Halim et al., Ahmad Munawar and dan Azhar. The pilot study done shows a high reliability of 0.924 for the assessment of Islamic education teachings and 0.869 for the aspect of Islamic attitudes. 3,262 Form 4 and 6 students from selected schools in Malaysia participated in the study. The data were analyzed to display the frequency, percentage, mean, standard deviation and Pearson's correlation.
Findings
The study revealed a high level of mean on the aspect of students' evaluation on the teaching of Islamic education at their schools. It was also found that the level of students' attitudes was also high, i.e. 4.26. There was a significant relation between the students' perceptions on the teaching of Islamic education and their attitudes (r=0.740, p=0.000).
Practical implications
The implementation of teaching and learning strategies and new approaches are some of important elements in the teaching and learning process of Islamic education. This study shows that the lesson of Islamic education has significant and strong relationship with the students' attitudes in their daily lives. Since the students felt that the lesson of Islamic education was important for them, teachers should improve the lesson on Islamic education by using different types of teaching methods, technique application and motivational approaches. The teaching of Islamic education should not only focus on theoretical aspects but must also emphasize on practical implementation of Islamic knowledge.
Originality/value
This paper describes the religious teaching and learning in schools which has significant relationship with the students' daily attitudes. A new area of research can be conducted to explore the most important factors of teaching and learning that contribute to the students' attitudes development. These findings can also be used by educators to improve the quality of the lessons based on the students' evaluation.
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Anupam Mehta, Ling Xiao and Lucy Gill-Simmen
This case is based on primary data collected via interviews with the CEO of the company. The authors obtained the case release form to publish this case.
Abstract
Research methodology
This case is based on primary data collected via interviews with the CEO of the company. The authors obtained the case release form to publish this case.
Case overview/synopsis
Various stakeholders, regulators, environmental activists and public awareness have increased companies’ pressure to contribute to environmental issues. However, the pressure seems to be more on large-scale companies to make progress and have an elaborate vision and goals related to environmental issues than small and medium enterprises (SMEs).
This case deals with the sustainability focus of the CEO of Ruscombe Artisan Food & Drink Ltd. (Made for Drink), an SME in the UK with a voluntary environmental impact investment proposal under consideration while having losses since 2017.
The case integrates the financial aspects and environmental considerations into this strategic investment evaluation process for making a capital investment decision. The case provides the actual financials of the company, including the income statement, balance sheet and cash flow statement of the company since its inception in 2017.
The case information enables students to comprehend and evaluate the consequences of doing a voluntary environmental capital investment project. The students will have the opportunity to apply simple capital investment methods and consider the external and less tangible environmental benefits in their final decision-making.
Complexity academic level
The case is suitable for undergraduate accounting or management modules, mainly introductory modules such as Managing Financial Resources, International Accounting, Finance, Introductory Corporate Finance, Basic Financial Literacy and Entrepreneurship.
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Maxime Crener, Jérôme Doutriaux and Maurice Renoux
Les techniques statistiques à la disposition des chercheurs sont fort nombreuses, et le choix de l'une d'entre elles pose toujours un problème délicat.
Dan S. Chiaburu and Vicki L. Baker
The paper aims to investigate the antecedents of taking charge, an extra‐role behavior (ERB) directed at challenging the status‐quo.
Abstract
Purpose
The paper aims to investigate the antecedents of taking charge, an extra‐role behavior (ERB) directed at challenging the status‐quo.
Design/methodology/approach
The hypotheses were tested using regression analysis on data obtained by surveying 211 employees in one work organization.
Findings
Support was found for the distinctiveness of taking charge, a type of ERB that challenges the status‐quo, from traditional ERB, such as organization‐directed and individual‐directed organizational citizenship behaviors (OCBO, OCBI, respectively), and from in‐role behaviors (IRB). In addition, individual‐related factors, such as propensity to trust, employee exchange ideology, and their interaction, predict taking charge. Supervisor‐related factors, such as output control by the direct manager, are also significant predictors.
Practical implications
Practitioners interested in interventions to enhance taking charge behaviors can rely on these findings by either selecting employees (based on the employees' propensity to trust and exchange ideologies) or by providing appropriate organizational controls.
Originality/value
The findings are valuable for those engaged in theory building and testing and for practitioners. From a theoretical perspective, the paper proposes and tests novel predictors of taking charge on a sample of administrative and line employees. In addition, if the results are properly validated in other organizational contexts, practitioners can use these ideas to design specific interventions.
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P. Matthijs Bal, Dan S. Chiaburu and Paul G.W. Jansen
The aim of this paper is to investigate how social exchanges modify the relationship between psychological contract breach and work performance. It aims to present two concurrent…
Abstract
Purpose
The aim of this paper is to investigate how social exchanges modify the relationship between psychological contract breach and work performance. It aims to present two concurrent hypotheses, based on theoretical interaction effects of social exchanges (conceptualized as social exchange relationships, POS, and trust).
Design/methodology/approach
Data were collected from a sample of 266 employees in a service sector company in the USA. Regression analysis was used to explore the moderating effects of social exchanges on the relationships between psychological contract breach and work performance (operationalized as in‐role behaviors and organizational citizenship behaviors).
Findings
It was found that the negative relationship between psychological contract breach and work performance was moderated by social exchanges, such that the relationship was stronger for employees with high social exchange relationship, perceived organizational support, and trust.
Research limitations/implications
The data were collected cross‐sectionally, and thus causal inferences have to be made with caution. Moreover, the data were collected from a single source. The study shows that the relations between contract breach and outcomes are moderated by the existing relationship between employee and organization.
Practical implications
Although organizations may invest in long‐term relationships with their employees, psychological contract breaches have a profound impact on work performance. Therefore, organizations should diminish perceptions of contract breach; for instance by providing realistic expectations.
Originality/value
The paper provides new theoretical insights on how social exchange can have two distinct effects on the breach‐outcomes relations. It shows that social exchanges moderate the relations between contract breach and work performance.
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Dan Marlin, John W. Huonker and Robert B. Hasbrouck
This study confirms and extends previous research by providing a detailed longitudinal examination of the strategic group and performance relationship in the hospital industry…
Abstract
This study confirms and extends previous research by providing a detailed longitudinal examination of the strategic group and performance relationship in the hospital industry from 1983 to 1993. Based on a deductive approach using Porter's (1980) typology, we find that matching strategy to environment affects hospital performance, that the appropriate match between strategy and environment changed over the 1983 to 1993 time period, and that hospitals combining a low cost and differentiation strategy (i.e., a best‐cost approach) performed well during most of the time period examined. We also find significant movement between strategic groups, thus calling into question the degree to which mobility barriers affect between group performance differences. Finally, our research suggests the existence of multiple groups following the same strategic approach, a result that calls into question the view that groups within an industry are monolithic.
Carley C. Morrison and Laura L. Greenhaw
Volunteer-based organizations are dependent on volunteers to meet the goals of the organization. Identifying and training volunteers as leaders of the organization is one way to…
Abstract
Volunteer-based organizations are dependent on volunteers to meet the goals of the organization. Identifying and training volunteers as leaders of the organization is one way to increase positive social change in their community. However, there is limited literature investigating the outcomes of providing leadership training to volunteers. This case study determined participants’ perceptions of a volunteer leadership training experience compared to observations of the actual leadership training. A focus group revealed three themes that were both supported and refuted by observations of the training: (a) the need for refreshers and follow-up trainings, a disconnect between understanding leadership concepts and applying them in the volunteer scenario, and the transfer of for-profit skills and experience to the non-profit setting.