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Article
Publication date: 1 February 1999

James V. Dupree

464

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Journal of Consumer Marketing, vol. 16 no. 1
Type: Research Article
ISSN: 0736-3761

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Article
Publication date: 1 January 2004

James V. Dupree

897

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Journal of Consumer Marketing, vol. 21 no. 1
Type: Research Article
ISSN: 0736-3761

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Article
Publication date: 1 January 2005

James V. Dupree

763

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Journal of Consumer Marketing, vol. 22 no. 1
Type: Research Article
ISSN: 0736-3761

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Article
Publication date: 1 January 2005

James V. Dupree

459

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Journal of Consumer Marketing, vol. 22 no. 1
Type: Research Article
ISSN: 0736-3761

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Article
Publication date: 1 February 1999

Brian H. Kleiner

Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products…

18300

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Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products industry, motor vehicle and parts industry, information technology industry, food industry, the airline industry in a turbulent environment, the automotive sales industry, and specialist retailing industry. Outlines the main features of each industry and the environment in which it is operating. Provides examples, insights and quotes from Chief Executive Officers, managers and employees on their organization’s recipe for success. Mentions the effect technology has had in some industries. Talks about skilled and semi‐skilled workers, worker empowerment and the formation of teams. Addresses also the issue of change and the training that is required to deal with it in different industry sectors. Discusses remuneration packages and incentives offered to motivate employees. Notes the importance of customers in the face of increased competition. Extracts from each industry sector the various human resource practices that companies employ to manage their employees effectively ‐ revealing that there is a wide diversity in approach and what is right for one industry sector would not work in another. Offers some advice for managers, but, overall, fails to summarize what constitutes effective means of managing human behaviour.

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Management Research News, vol. 22 no. 2/3
Type: Research Article
ISSN: 0140-9174

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Publication date: 1 December 2009

Davido Dupree, Marybeth Gasman, Kevin James and Margaret Beale Spencer

Everyone is vulnerable. The degree of balance (or not) between protective factors present (i.e., supports available and accessible) and risk factors present (i.e., cumulative…

Abstract

Everyone is vulnerable. The degree of balance (or not) between protective factors present (i.e., supports available and accessible) and risk factors present (i.e., cumulative challenges confronted) in an individual's life is always relative and linked to inevitable perceptual processes (see Spencer, 2006, 2008). That is, individuals’ perceptions of risk and protection are just as important as the actual presence of risk and protective factors. Thus, it is inescapable that human beings – particularly Black males in the United States – will experience some level of vulnerability at every point across the life course. In fact, a persistent dilemma has been the narrow focus of social science literature on the risks and persistent challenges confronted by Black males. Unfortunately, the successes achieved or manifested resiliency of Black males remains under-analyzed. Thus, a resiliency theme is generally not integrated into the training of those intended to provide and contribute to the building of protective factors which maximize the accessibility to and use of sources of support. Accordingly, independent of the fact that all humans are vulnerable, for some who experience a disproportionate share of risks and challenges given particularly constructed social conditions (e.g., African American males), the mechanisms which promote the obtainment of good outcomes as expressed resiliency are frequently under-examined either conceptually or theoretically.

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Black American Males in Higher Education: Research, Programs and Academe
Type: Book
ISBN: 978-1-84950-643-4

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Article
Publication date: 1 December 1998

Naresh K. Malhotra, James Agarwal and Imad Baalbaki

While demand for many products has become more homogeneous across countries, cultural factors have strongly inhibited this change as well. In a multicultural world, cultural…

6643

Abstract

While demand for many products has become more homogeneous across countries, cultural factors have strongly inhibited this change as well. In a multicultural world, cultural heterogeneity will continue to remain the most significant barrier to one global market. Cultures are resilient and enduring and so is the concept of global multiculturalism. At the global level, trading blocs may be viewed as a cluster of geographically close countries that share abstract and/or material culture in varying degrees. It is interesting to note that the three major regional trading blocs (i.e. the European Union, North American Free Trade Agreement, and the Association of South East Asian Nations) can be characterized by significant differences in culture. With the rapid emergence of trading blocs in the multicultural market, our paper attempts to meet several objectives. First, we discuss the growing importance and underlying motives of regional trading blocs in a multicultural setting. The level of trading arrangements between nations is described and a brief overview of the three major trading blocs is then presented. The level of heterogeneity of each trading bloc is examined with implications for market segmentation. The critical role of strategic alliances in the context of regional trading blocs is discussed next. Finally, we recommend marketing strategies for firms marketing to countries within its trading bloc as well as to countries outside its trading bloc.

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International Marketing Review, vol. 15 no. 6
Type: Research Article
ISSN: 0265-1335

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Abstract

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80455-046-5

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Publication date: 20 September 2021

Nola Agha and David Berri

This chapter undertakes a comparison of pay in women's basketball with an emphasis on its inception in North America. Through a quantitative approach, we find players are…

Abstract

This chapter undertakes a comparison of pay in women's basketball with an emphasis on its inception in North America. Through a quantitative approach, we find players are undervalued in the Women's National Basketball Association (WNBA) compared to men's basketball, men's soccer, and women's basketball in Europe and Asia. By comparing leagues at the same period in their life cycles, we show that women are underpaid even after accounting for the age of the league. The relatively low pay in the WNBA, even when compared to the identical formative time period in the men's professional league, led 48% of American WNBA players to seek employment in basketball leagues in Europe and Asia in 2019. In these leagues, players receive much higher salaries. We explain these wage inequities based on business structure and economic theory. In sum, both the WNBA and National Basketball Association (NBA) are primarily profit-maximising leagues, but NBA players have always been paid a higher percentage of league revenues than the women of the WNBA. This was even true when the NBA had a much lower level of revenue. Salaries in the WNBA are then further depressed by a league that seems to prioritise short-run profit maximisation over long-run investment, thus continuing to delegitimise the WNBA. Ultimately, the constraints to pay derive from not only gendered systems but also the structure of profit-maximising leagues and teams in the United States.

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The Professionalisation of Women’s Sport
Type: Book
ISBN: 978-1-80043-196-6

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Available. Open Access. Open Access
Book part
Publication date: 21 May 2024

Marloes van Engen and Brigitte Kroon

Little research is devoted to how salary allocation processes interfere with gender inequality in talent development in universities. Administrative data from a university…

Abstract

Little research is devoted to how salary allocation processes interfere with gender inequality in talent development in universities. Administrative data from a university indicated a substantial salary gap between men and women academics, which partially could be explained by the unequal distribution of men and women in the academic job levels after acquiring a PhD, from lecturer to full professor, with men being overrepresented in the higher job levels, as well as in the more senior positions within each job level. We demonstrated how a lack of transparency, consistency and accountability can disqualify apparent fair, merit-based salary decisions and result in biased gender differences in job and salary levels. This chapter reflects on how salary decisions matter for the recognition of talent and should be an integral part of talent management.

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