Search results

All aspects of time are the essence to every aspect of life. Novelists Emily Bronte, Sterne and Proust messed about with it successfully only because they never attempted to ignore it, whereas Gertrude Stein failed because she smashed and pulverised her clock and scattered its fragments. She was exercising the noble motive of trying to emancipate fiction from the tyranny of time. It cannot be done. Likewise, in the real world of profit and loss, time is the inexorable backcloth epitomising sequence and, the only way we can use it to commercial advantage, is to pack into it maximum effort coupled with a cogent rationality. Time is linear and consists of the past, present and future; to plan cogently for the future, we must refer to the past and present.

The long peace was coming to an end; all the ingredients were present: an arms race, international mistrust; frivolous brinkmanship and the determination of Germans to engage in foreign conquest — both in the shade and in the sun. Mainland European capitals buzzed twenty‐four hours a day and swords were being sharpened; in sleepy Aldershot, as the beautiful summer of 1914 reached its blazing zenith, George V drank Louis Roederer Crystal Brut and shot pigeons with officers and gentlemen.

Deed of Partnership 1766 ........ do covenant and agree with each other to be in partnership for the full term of 7 years to commence from this date hereof—to do our utmost to make a certain blue colour for paints a secret only known to Mr. Fredk. Rapp and Mr. Louis Steigenberger, in consideration of which Mr. John Stalder is to allow a room wherever we all dwell, and work for their colours, to keep the colours and other materials in. And the said Mr. John Stalder must not want to come into said room, nor at any time obstruct his two partners, nor give abusive language by reason of his not being made acquainted with the secret of making said blue for paint and not be allowed to know the cost of the stuff.

Building on the multi-divisional business model (M-model), the purpose of this paper is to develop a better understanding of triadic business models – T-models – and how they create value for their three categories of stakeholders, i.e., the suppliers, the platform firm and the buyers. The research question that guides the present study is twofold: How is value created individually and collectively in triadic business models and what might challenge their sustainability?

Anchored in extant literature and a process of conceptual modeling with empirical examples from Uber, a new business model archetype was developed for two-sided markets mediated by a middleman.

The paper provides a theoretically and conceptually derived roadmap for sustainable business in a triadic business model, i.e., for the buyers, sellers and the platform firm. This model is coined the T-model. A number of propositions are derived that argue the relationship between key constructs. Finally, the future beyond the T-model is explored.

The paper identifies, illustrates and discusses the ways in which value is created in sustainable T-models. First, value is created from a number of sources, not only from lower transaction costs. Second, it is proposed that it is not about a choice of either M-model or T-model but rather a continuum. Toward 2050, technology in general and Blockchain specifically may for some transactions or services, eliminate the need for middlemen. The main conclusion is that despite this development, there will, for most organizations, be elements of the M-model in all or most T-model businesses. In short: middlemen will have elements of the M-model embedded in the T-model when co creating value with buyers and sellers.

While two-sided T-models are not new to the business area, surprisingly no papers have systematically investigated, illustrated, and discussed how value is created among and between the three stakeholder categories of the T-model. With this insight, more sustainable T-models can be created.

Researching, developing, producing and selling anti‐corrosive pigments contributes in imperative fashion to the well‐being of our manufacturing base and, without arrogance we can record, value for money is axiomatic. Without the UK sophisticated technology of pigment (cum media) systems, the world would be a sadder place. But, though the world might be like the curate's egg — sad in places — overall, a great many of us experience much happiness as a direct result of creature comforts, suffused with colour and guarded against debilitating corrosion.

The purpose of this study is to contribute to the literature on information elicitation. The authors investigated the impact of social influence strategies on eyewitness recall performance. Specifically, the authors examined the effect of social influence techniques (Cialdini, 2007) on recall performance (Experiment 1) and conducted a follow-up experiment to examine the incremental effect of social proof on the report everything cognitive interview mnemonic (Experiment 2).

Participants watched a video depicting vandalism (Experiment 1: N = 174) or a verbal altercation (Experiment 2: N = 128) and were asked to recall the witnessed event. Experiment 1: Participants were assigned randomly to one of six conditions: control (open-ended prompt), engage and explain (interview ground rules), consistency (signing an agreement to work diligently), reciprocity (given water and food), authority (told of interviewer’s training) and social proof (shown transcript from an exemplar participant). Experiment 2: The authors used a 2 (social proof: present, absent) × 2 (report everything: present, absent) between-participants design.

Across both experiments, participants exposed to the social proof tactic (i.e. compared to a model exemplar) spoke longer and recalled more correct details than participants not exposed to the social proof tactic. In Experiment 2, participants interviewed with the report everything mnemonic also spoke longer, recalled more correct details, more incorrect details and provided slightly more confabulations than those not interviewed with the report everything mnemonic.

The findings have practical value for police investigators and other professionals who conduct interviews (e.g. military personnel, doctors obtaining information from patients). Interviewers can incorporate social proof in their interviewing practices to help increase the amount and accuracy of information obtained.

The contemporary human resource management (HRM) sector is faced with continual leadership development challenges. Unethical behavior in leaders is not the norm, but it is also not the exception. Human resource training and development focus significantly on better leadership but have largely failed to create more effective leaders. The result? Employee and follower wellbeing have not seen their best days. In this chapter, authentic relationships comprising authentic leaders and authentic followers are posited as a solution. The call is for more rigor in the theory underpinning leadership development programs, assurance of such programs, and embedding ethics into the core of what leadership developers do.