Heejung Ro, Eric D. Olson and Youngsoo Choi
This exploratory study aims to examine gay travelers’ travel psychographics (allocentricity and psychocentricity) in relation to openness about sexual orientation, collective…
Abstract
Purpose
This exploratory study aims to examine gay travelers’ travel psychographics (allocentricity and psychocentricity) in relation to openness about sexual orientation, collective self-esteem and socio-demographic variables.
Design/methodology/approach
A survey is developed and study participants are recruited from attendees at a large annual gay event. A total of 196 gay men were used as samples for correlation analysis and independent samples t-tests.
Findings
The findings suggest that collective self-esteem is positively correlated with allocentricity. Also, gay couples showed higher allocentricity than single gay men, and white/Caucasian gay men showed higher allocentricity than other ethnic minorities gay men. Yet, psychocentricity was higher for lower income gay men than higher income gay men.
Practical implications
Tourism marketers should recognize that the gay market is not as homogenous as it has been portrayed in the tourism literature. Hospitality service providers and destination marketers should be aware of the importance of the gay community, gay travelers’ psychographics and, more importantly, the diversity within the gay market to develop effective products and services to better position themselves in this niche market.
Originality/value
This research contributes to the tourism literature by enhancing the understanding of gay travelers’ socio-demographic profiles and their travel-related behaviors and perceptions.
Details
Keywords
Eric Olson and Heelye (Jason) Park
The purpose of this study is to examine the effects of physical servicescape, social servicescape and age on gay consumers’ evaluations of a LGBT advertisement of a gay bar of a…
Abstract
Purpose
The purpose of this study is to examine the effects of physical servicescape, social servicescape and age on gay consumers’ evaluations of a LGBT advertisement of a gay bar of a gay bar.
Design/methodology/approach
A 2 × 2 × 2 experimental design was used to test the effects with a sample of gay males in the USA. Data were analyzed using ANCOVA and bootstrapping mediation.
Findings
Results of this study indicate a statistically significant three-way interaction effect of the two independent variables and age on the gay bar’s perceived LGBT (lesbian/gay/bisexual/transgender)-friendliness. Perceived friendliness mediated the effects of the independent variables on behavioral intentions. Furthermore, the mediation effect was moderated by the age cohort.
Research limitations/implications
The findings indicate a changing perception of gay servicescape between the older and younger gay men. Implications for hospitality managers are provided.
Originality/value
This research contributes to the servicescape literature by expanding the realm of research to gay servicescape and gay consumers, an emergent and more visible hospitality segment.
Details
Keywords
Eric Monroe Olson, Rebecca Duray, Cary Cooper and Kai Monroe Olson
Prior research has argued that business practices within English football clubs are amateurish and outdated due to the comparatively small size of clubs and the restrictive nature…
Abstract
Purpose
Prior research has argued that business practices within English football clubs are amateurish and outdated due to the comparatively small size of clubs and the restrictive nature of the cartel-like industry they compete in. But is this true for large EPL clubs (i.e. those with high market valuation and large number of employees)? Do these clubs have the ability to pursue alternative business strategies, and if so, do their organizational structures, cultures, and behavioral norms support the strategic directions they have chosen to pursue? The paper aims to discuss these issues.
Design/methodology/approach
This paper evaluates survey responses from 35 executives and business managers within three large EPL clubs. The study utilizes previously validated scales to examine issues of organizational structure, culture, and behavioral norms.
Findings
Despite operating within a closed industry, large EPL clubs are not all pursuing identical business strategies. Consistent with contingency theory, the organizational structure, culture, and behavioral norms of large EPL clubs are, for the most part, in line with what the authors would expect to find in successful, large conventional product or service businesses. However, all of the clubs included in this study appear to be following hybrid models each demonstrating characteristics of several alternative competitive strategies simultaneously.
Research limitations/implications
This initial study is limited to responses from 35 business executives and managers within three EPL clubs.
Practical implications
Although EPL clubs operate within a cartel-like industry, this study shows that business managers within these clubs do have a degree of latitude in choosing between alternative competitive strategies. In order to successfully implement a chosen strategy, business managers must insure that the organizational structure, culture, and behavioral norms within the club’s business group are aligned with the overarching objectives of that strategic choice.
Originality/value
Grounded in open systems and contingency theory, the authors challenge the conventional wisdom that because large clubs are in the business of sport they are somehow fundamentally different from other large businesses.
Details
Keywords
Business leaders can apply key messages as early as today to build stronger operations that are less susceptible to risks of all types. Findings can be applied at all levels in…
Abstract
Purpose
Business leaders can apply key messages as early as today to build stronger operations that are less susceptible to risks of all types. Findings can be applied at all levels in any organization, from the entire enterprise down to discreet projects. The article emphasizes that today's strategic change initiatives should all consider their impact on holistically developed risk management strategies.
Approach
Hypotheses are explained, developed, and supported by a number of actual cases across several diverse industries. Case studies that illustrate both success and failure are explored. Once the hypotheses are developed and supported with specific cases, the findings are generalized and a series of well‐developed industry accepted practices for resolving the key issues are articulated.
Findings
The way a business approaches risk management in today's digital age can make the difference between success and failure. Risk management strategies should be developed with holistic, broad views of business operations, and tailored to accommodate the different types of exposure specific to an individual business or operation.
Originality/value
This article illustrates the importance of having holistic, well‐developed risk strategies with real‐world cases and industry‐accepted practices. Where information‐age risk management strategies were employed, companies succeeded. Other cases were not so fortunate. One especially counter‐intuitive notion is that businesses have traditionally developed external alliance networks to reduce risk and create differentiated business models that lock‐in customers and lock‐out competition. However, as many businesses are experiencing, integrating alliance partners into otherwise low‐risk value chains actually introduces new risks that have been largely ignored until recent years.
Details
Keywords
Lars‐Eric Bergevarn and Olov Olson
The article deals with the development of Swedish municipalaccounting since the middle of the last century to the present time. Thearticle focuses on reforms of accounting norms…
Abstract
The article deals with the development of Swedish municipal accounting since the middle of the last century to the present time. The article focuses on reforms of accounting norms on one hand and on myths of accounting on the other. The main conclusions are that the accounting norms will be reformed when the dominating myth of the norms is threatened or changed, that practice influences norms and that reforms of norms do not necessarily lead to changes of practice.
Details
Keywords
It is clear that the trend toward measuring and managing greenhouse gas (GHG) emissions on a global scale is not slowing, even though different countries and geographic regions…
Abstract
Purpose
It is clear that the trend toward measuring and managing greenhouse gas (GHG) emissions on a global scale is not slowing, even though different countries and geographic regions are approaching the issue with different points of view and different levels of vigor. Along with an increase in measuring and managing GHG emissions, enterprises around the world should expect to see a higher level of independent assurance and audit reporting needed. The purpose of this paper is to identify and discuss the challenges and opportunities that accompany GHG emissions accounting and auditing, as well as the supply chain and operational dependencies that are different from traditional financial auditing.
Design/methodology/approach
This paper explores the challenges and opportunities from measuring and auditing GHG emissions, and contrasts audits of sustainability information with more traditional financial auditing. It also explores some of the issues in supply chain and operational dependencies that are important in measuring and auditing GHG emissions and are different from more traditional accounting practices.
Findings
With the importance of processes to independently audit GHG emissions and natural resource consumption expected to grow in the future, it is important to understand how past experience with financial accounting and auditing can play a role in shaping the future for environmental stewardship. This paper shows that there are a number of key differences between financial and carbon auditing, which must be considered as enterprises begin to consider how to best support increasingly important sustainability reporting. As more publicly traded firms voluntarily issue sustainability reports and new legislation drives a greater need for standardized carbon accounting, so too will the need for auditing GHG emissions grow. This paper explains that GHG auditing will require cross‐functional skills with operational and process knowledge, accounting capabilities and an understanding of how operational data correlates with estimates for GHG emissions.
Originality/value
Much existing work addresses why, where, how, and who should be measuring and managing GHG emissions, but little attention is being given to the unique challenges that must be overcome in order to achieve reporting transparency. Independent auditing of GHG emissions has maintained a low profile while reporting is voluntary and standards are not fully agreed upon. However, with the possibility of legally binding legislation on the horizon, enterprises that are prepared to audit their GHG emissions and resolve issues early will be well positioned from both a compliance and market‐competition perspective.
Details
Keywords
The purpose of this article is to discuss opportunities that businesses have to grow their operations in a more scalable way with a higher level of investment in variable‐cost…
Abstract
Purpose
The purpose of this article is to discuss opportunities that businesses have to grow their operations in a more scalable way with a higher level of investment in variable‐cost resources and assets. For most companies around the world, resources have been reduced, inventory drained, technology spending curtailed, and core processes scaled back in order to adjust to the current reality of reduced demand. In an uncertain recovery, supply chain operations need to be more scalable and flexible as they anticipate economic recovery and increase capacity. Moreover, this can be easier to achieve coming out of a severe recession.
Design/methodology/approach
This work first explains why scalability and flexibility benefits are potentially easier to achieve when rebuilding supply chain operations out of a severe downturn. Second, a rationale is provided to show how a scalable and flexible supply chain mitigates multiple risks from economic uncertainty during a recovery where a more traditional fixed‐cost approach does not. Third, a four‐step approach is described that businesses can follow to identify and capture supply chain opportunities where a scalable and flexible model might be most sensible to consider.
Findings
More scalable, variable cost supply chain operations have clear advantages over more traditional cost ones, especially when the economic recovery includes a high level of uncertainty and there is a risk of reentering a renewed recessionary period. There may be no better time than now for enterprises in any industry to consider adopting a more variable cost supply chain to limit risk and capture the most revenue growth opportunity.
Originality/value
The concepts of centralization, utilizing temporary and part‐time labor, and outsourcing are certainly not new ones and many companies have already benefited from adopting these ideas in their supply chains. However, it has not been widely recognized that these same concepts pose heightened and renewed opportunity for any business across industries because of how the global recession has changed their business landscape. Since companies have already downsized labor forces, drained inventory levels, closed facilities, and cut other costs dramatically, there is a tremendous opportunity to evaluate new, more variable‐cost business models as they grow operations to meet renewed demand.
Details
Keywords
Stanley F. Slater, Eric M. Olson and Hans Eibe Sørensen
The purpose of this paper is to identify the components of a knowledge management system that contribute to superior new product program performance.
Abstract
Purpose
The purpose of this paper is to identify the components of a knowledge management system that contribute to superior new product program performance.
Design/methodology/approach
An extensive review of the academic and managerial literatures that deal with knowledge management's contribution to superior performance was first undertaken. After identifying gaps in the literature, a comprehensive model of a knowledge management system was developed. Where possible, existing measures of the constructs in this model were utilized. A questionnaire was developed, a commercial mailing list purchased, and a two wave mailing which produced a 15.8 percent response rate conducted.
Findings
The paper finds that customer intelligence generation, competitor intelligence generation, technological intelligence generation, and intelligence dissemination all contribute to the stock of knowledge assets (p<0.05). It was also found that, after controlling for influences on new product performance, a knowledge‐based strategy fully mediated the knowledge asset‐new product program performance relationship (p<0.05).
Research limitations/implications
This is a cross‐sectional study so causality should not be implied. The study was conducted among companies competing in high‐tech industries so there may be questions about generalizability.
Practical implications
Within the limitations of the research design, this study demonstrates the components of a knowledge management system. It provides numerous examples of the techniques utilized and companies that utilize them.
Originality/value
The paper identifies the components of a knowledge management system that contribute to superior new product program performance.
Details
Keywords
Over the past decade, concepts that focus on environmental stewardship have gripped the collective intellect of humankind, challenged our capacity to be self‐aware, and…
Abstract
Purpose
Over the past decade, concepts that focus on environmental stewardship have gripped the collective intellect of humankind, challenged our capacity to be self‐aware, and established a common global imperative to respond to critical issues that arise from world‐wide climate change and natural resource conservation. Yet, while most enterprises have already undertaken some form of “green” initiative, very few have established an enterprise‐level “green” strategy that responds to the new global imperative. This paper aims to provide a methodology and tool‐set to help close that gap.
Design/methodology/approach
The article provides a methodology and tool set needed to assess an enterprise and formulate green strategy. The scope covers: a definition of “green” strategy and the guiding principles for its formulation; best practices and illustrations of how they are being adopted; a methodology for developing an enterprise‐level green strategy that integrates with all the other areas of strategy formulation in an enterprise (business, operating/organization/information/technology applications, and infrastructure).A “green” maturity model and maturity assessment framework are also developed to help business leaders determine what their current state of “green maturity” is, and guide decisions on where they would like their business to be in the future.
Findings
The paper finds that business leaders and decision makers increasingly miss‐out on significant benefits because they do not consider “green” opportunities in a strategic context.
Originality/value
The methodology and tool set provided in this article can help business leaders capture new value from green opportunities. It can also accelerate changes to existing methodologies for formulating strategy to include important “green” dimensions. Each area of an enterprise is discussed in the context of how it can be affected and improved by having a green strategy.
Details
Keywords
Eric G. Olson and Deepak Sharma
The purpose of this paper is to show that some of the critical questions that top executives from electronics companies ask are not unique to their industry and, in fact, are the…
Abstract
Purpose
The purpose of this paper is to show that some of the critical questions that top executives from electronics companies ask are not unique to their industry and, in fact, are the same ones that confront executives across a variety of industries and virtually all company sizes. Questions that address issues of product complexity and the breadth of product offerings, how to respond to competitive forces, and how to meet the challenges that come from shortened product lifecycles and shrinking the time it takes for products to ultimately reach the marketplace are all relevant across multiple industries. Still, the electronics industry is one that is experiencing an especially unprecedented degree of change spurred by the increasing complexity of end products, higher competitive intensity, and shorter time to commoditization.
Design/methodology/approach
The article provides the methodology and tool set needed to develop and assess a product portfolio map, determine changes needed to marketing and sales focus as well as future actions to take in order to sustain higher profitability and return on investments. It includes: definition of the key dimensions and characteristics of the six key zones for product, sales, and marketing; summary of product, marketing and sales focus by zone; key challenges and actions that an organization can undertake for each zone; and methodology to apply the framework and develop an actionable transformation roadmap. This answers key questions such as: Does the current coverage align with existing core competencies? Which zone has the most profitable products? If playing in every zone which business should be divested? If there is heavy emphasis on one zone what does it mean for M&A strategy? Where do the top 100 customers map in the framework? What looking at product and technology roadmap going forward, which zones do we start entering?
Findings
This article provides a framework that enables businesses to ascertain their current state and identify actions appropriate to achieve a desired future state. It provides insights that lead to an actionable transformation plan.
Originality/value
Most companies in the electronics industry are executing multiple strategies based on acquisitions, sales transformations, new product introductions, and cost cutting measures to deal with the situation. However, the success rate of these strategies leaves significant room for improvement at many companies. So what is the answer? As is often the case when many variables need to be considered simultaneously and the competitive environment is complex such as this, it is important to establish a structured way to approach the challenges at hand. In this case, the key elements to consider are the customer experience, the product portfolios, and sales and marketing competencies. Achieving the right level of interaction and focus among these elements is critical to achieving success. This article provides a new and insightful framework to enable a structured analysis of the multi‐variable system.