Milorad Novicevic, Hugh Sloan, Allison Duke, Erin Holmes and Jacob Breland
The purpose of this paper is to delve into Barnard's works to construct foundations of customer relationship management (CRM).
Abstract
Purpose
The purpose of this paper is to delve into Barnard's works to construct foundations of customer relationship management (CRM).
Design/methodology/approach
The paper identifies Barnard's insights on customer participation using a post‐analytic method and uses them as inputs to the analysis of current CRM practices.
Findings
As an outcome of the analysis, the paper identifies the practices that are likely to lead to more effective participatory behavior of customers.
Research limitations/implications
Examining CRM from a historical perspective can open promising avenues for future research.
Practical implications
CRM programs should incorporate the practice of customer relations management in order to provide managers with the knowledge base required for appropriate decision making.
Originality/value
By placing contemporary discussions of CRM in its seminal historical context, scholars can draw upon a wealth of historical inputs to advance the study of how collaborations with customers can be nurtured effectively.
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The purpose of this paper is to discuss the concept and the content of courses on ‘social ethics’. It will present a dilemma that arises in the design of such courses. On the one…
Abstract
The purpose of this paper is to discuss the concept and the content of courses on ‘social ethics’. It will present a dilemma that arises in the design of such courses. On the one hand, they may present versions of ‘applied ethics’; that is, courses in which moral theories are applied to moral and social problems. On the other hand, they may present generalised forms of ‘occupational ethics’, usually professional ethics, with some business ethics added to expand the range of the course. Is there, then, not some middle ground that is distinctively designated by the term ‘social ethics’? The article will argue that there is such a ground. It will describe that ground as the ethics of ‘social practices’. It will then illustrate how this approach to the teaching of ethics may be carried out in five domains of social practice: professional ethics, commercial ethics, corporate ethics, governmental ethics, and ethics in the voluntary sector. The aim is to show that ‘social ethics’ courses can have a clear rationale and systematic content.
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Margie Foster, Hossein Arvand, Hugh T. Graham and Denise Bedford
This chapter applies strategic thinking and four-futures approach to developing a knowledge preservation and curation strategy. The authors explain how using the four futures as a…
Abstract
Chapter Summary
This chapter applies strategic thinking and four-futures approach to developing a knowledge preservation and curation strategy. The authors explain how using the four futures as a baseline refocuses traditional strategy development from linear projections from the present to complex future situations, options, and choices. The refocus also shifts the end stage from evaluation and judgment to continuous assessments of activities, learning, and refresh. A baseline structure is presented as a model for readers. The authors also discuss operationalizing, assessing, and sustaining a knowledge preservation and curation strategy.
Margie Foster, Hossein Arvand, Hugh T. Graham and Denise Bedford
This chapter considers how to ensure that both knowledge preservation and curation are well supported in the architecture and infrastructure of any organization. Support at the…
Abstract
Chapter Summary
This chapter considers how to ensure that both knowledge preservation and curation are well supported in the architecture and infrastructure of any organization. Support at the enterprise architecture is critical if the business goals of use, reuse, curation, and recuration in the business context are to be achieved. Enterprise architecture is explained – its vertical and horizontal approaches. Preservation is aligned with the information and data architecture. Curation is defined as a new element in the business architecture layer. The authors explain how this approach supports variations in practice across the organization.
In common with other public sector bodies, the police service recognises that the development of leadership capability amongst its workforce is key to improving levels of both…
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In common with other public sector bodies, the police service recognises that the development of leadership capability amongst its workforce is key to improving levels of both performance and service delivery. The recently developed Police Leadership Qualities Framework lays out a clearly defined model of leadership, and is underpinned by a framework of values and behaviours that enable that model to be developed in practice. This paper expands on one of the key underlying principles of the model that leadership is evident at all ranks and grades of the service, and is a skill that can be developed. This article postulates that each individual has their own ‘leadership space’ which it is important they are able to fill effectively. Individual and organisational failings often occur when this ‘space’ is not properly filled ‐ through lack of skill, development opportunity or experience. The paper considers a cognitive and behaviourist approach to learning and explores some of the ways in which leadership capability is developed in the police service.
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Wayne F. Cascio and David G. Collings
Despite considerable development in our understanding of potential over the past two decades, we argue that the failure to adequately conceptualize and manage “potential” in the…
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Despite considerable development in our understanding of potential over the past two decades, we argue that the failure to adequately conceptualize and manage “potential” in the context of talent management has significantly limited the ability of organizations to meet their talent needs. In this chapter, we begin by defining the concept of potential, calling attention to the need to separate it from performance. We also address the need to specify the target for judgments of potential (e.g., management level, specific roles), along with the identification of constructs to measure. The chapter highlights two contextual variables – gender and culture, including translations of language that describe relevant constructs – that may impact judgments of potential. This chapter concludes by summarizing what we know and by identifying a variety of future directions for research on the important construct of potential.
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Suresh C. Sood and Hugh M. Pattinson
This chapter covers a diverse range of alternative methods for capturing deep major account insights online. Increasingly in the twenty first century, B2B decision-makers remain…
Abstract
This chapter covers a diverse range of alternative methods for capturing deep major account insights online. Increasingly in the twenty first century, B2B decision-makers remain abreast of industry innovations and product information through participation in online communities. Through using social mobile technologies businesses exchange product and service experiences online amongst peers not just vendor organisations. A key aspect of this chapter shares rationale for selection of a marketing versus research community, community objectives, online techniques to gain major account insights using big data, resourcing, integration with existing marketing systems and budgeting for ongoing maintenance of marketing communities supporting B2B sales and marketing initiatives. This chapter focuses on the emerging area of B2B sales activities for creation and management of online communities for Major Account management of energy supply customers. A case-based research strategy specifically honed towards sensemaking of major account activities through using B2B online communities in conjunction with emerging research methods is outlined and critiqued.
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Hugh McCredie and Viv Shackleton
The note explores the requisite competencies of subsidiary unit general managers in a successful multibusiness group dealing primarily in industrial goods. The authors define a…
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The note explores the requisite competencies of subsidiary unit general managers in a successful multibusiness group dealing primarily in industrial goods. The authors define a competency model for the particular genre of general manager based on the literature. They then attempt to validate the model by reference to data related to outputs, skills and personality attributes which have been collected over a number of years in the context of a variety of action research projects, i.e. research undertaken for operational, rather than academic, purposes. With minor exceptions, the empirical data support the hypothesised model. The data also provide insight into the distinction between those which are threshold competencies, i.e. differentiating between poor and average performers, and those which distinguish the superior performer, as well as indications as to which competencies correlate most with overall performance indices.