Maretno Agus Harjoto and Jim Salas
This study aims to investigate the impact of strategic and institutional (normative) corporate social responsibility (CSR) on brand value and brand reputation, based on the…
Abstract
Purpose
This study aims to investigate the impact of strategic and institutional (normative) corporate social responsibility (CSR) on brand value and brand reputation, based on the strategic and legitimacy theory of CSR. It argues that because CSR strengths represent firms’ proactive approach to satisfy their stakeholders’ interests, the authors expect that this proactive approach is likely to generate an accumulated level of reservoir of goodwill that is positively related to the level of brand value. In contrast, the authors would expect that social irresponsibility (CSR concerns), as a measure of firms’ reactive position to stakeholders’ interests, adversely affects the incremental change in this reservoir of goodwill.
Design/methodology/approach
This paper measures strategic CSR using CSR strengths and normative (institutional) CSR from CSR concerns scores from the MSCI ESG (Kinder Lydenburg Domini). This paper measures the level of brand value from the Interbrand listing, and it measures the brand reputation based on changes in brand value and brand ranking from Interbrand’s 100 global brands.
Findings
This paper finds evidence to support the authors’ theory that one-, two- and three-year lagged CSR strengths positively affect the level of brand value. This study also finds empirical evidence to support the authors’ hypothesis that CSR concerns adversely affect changes in brand value and brand ranking. This study concludes that the differing impacts of CSR strengths and CSR concerns help the authors better understand the impacts of firms’ pro-action and reaction to stakeholders’ interests ion brand values and ranking.
Practical implications
The findings indicate that strategic CSR enhances brand value, while socially irresponsible activities that are against social norms, values and ethics adversely affect the companies’ legitimacy and adversely affect changes in brand reputation.
Originality/value
This research offers a new perspective to distinguish the differing impacts of CSR strengths and concerns on brand value and brand reputation.
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Chadwick J. Miller, Adriana Samper, Naomi Mandel, Daniel C. Brannon, Jim Salas and Martha Troncoza
The purpose of this paper is to examine how the number of activities within a multi-activity experience influences consumer preferences before and after consumption.
Abstract
Purpose
The purpose of this paper is to examine how the number of activities within a multi-activity experience influences consumer preferences before and after consumption.
Design/methodology/approach
The hypotheses are tested using four experiments and a secondary data set from a river cruise firm that includes first-time river cruise purchases by consumers from this firm between January 2011 and December 2015 (n = 337,457).
Findings
Consumers prefer experiences with fewer (vs more) activities before consumption – a phenomenon, this paper calls “activity apprehension” – but prefer experiences with more (vs fewer) activities after consumption. A mediation analysis indicates that this phenomenon occurs because the highly perishable nature of activities makes consumers uncertain about their ability to use all the activities within the experience (usage uncertainty).
Practical implications
Evaluations of a multi-activity experience depend on both the number of activities and on whether the consumer is at the pre- or post-consumption stage of the customer journey. As such, firms looking to sell multi-activity experiences should design and promote these experiences in a way that minimizes activity apprehension.
Originality/value
This study is the first to demonstrate that consumer perceptions of an optimal experience depend on both the number of included activities and on the stage of the customer journey (i.e. pre- or post-purchase). It further contributes to the consumer experience literature by examining an unexplored activity characteristic, perishability, in shaping experiential purchase decisions. Finally, it demonstrates a new way in which experiential purchases differ from tangible product purchases.
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Chadwick J. Miller, Laszlo Sajtos, Katherine N. Lemon, Jim Salas, Martha Troncoza and Lonnie Ostrom
The purpose of this paper is to investigate how customers’ upgrading/downgrading (t−1) behavior may be predictive of future spending. Further, this paper also investigates how…
Abstract
Purpose
The purpose of this paper is to investigate how customers’ upgrading/downgrading (t−1) behavior may be predictive of future spending. Further, this paper also investigates how customers’ post-consumption evaluations of upgrades and downgrades [satisfaction(t−1) and perceived value(t−1)] may moderate the relationship between upgrades/downgrades and future spending.
Design/methodology/approach
The predictions are tested using a large longitudinal data set of river cruise purchases (N = 48,103) and largely replicated using a data set of zoo membership purchases (N = 2,469).
Findings
Satisfaction(t−1) mitigates the positive relationship between prior upgrades(t−1) and future spending(t). In contrast, perceived value(t−1) magnifies the positive relationship between prior upgrades(t−1) and future spending(t). However, no positively moderating effects are observed to alleviate the negative relationship between prior downgrades(t−1) and future spending(t).
Practical implications
This research suggests that managers should work hard early in customer–firm relationships because of an asymmetric difficultly in altering the trajectory of an established relationship. Specifically, relationships that are trending downward (as consecutive downgrades would suggest) are difficult to repair – a mechanism to alter this trajectory is not observed. In contrast, relationships that are trending upward (as consecutive upgrades would suggest) can be improved with high perceived value evaluations but also degraded with high satisfaction evaluations.
Originality/value
This research should recast marketers’ understanding of the value of customers’ upgrade and downgrade decisions. Instead of using customers’ upgrade or downgrade decisions as the dependent variable, or final outcome in buyer behavior, this study shows how the accumulation of prior upgrades and prior downgrades, over time, acts as a bellwether of the customer–firm relationship. Further, to the best of the authors’ knowledge, this study is the first to connect these upgrade/downgrade decisions to customers’ evaluations of those purchases to understand how individual purchases can impact the overall customer–firm relationship.
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M. Travis Maynard, David Marshall and Matthew D. Dean
Purpose – In an attempt to enhance patient safety, health care facilities are increasingly turning to crew resource management (CRM) and other teamwork training interventions…
Abstract
Purpose – In an attempt to enhance patient safety, health care facilities are increasingly turning to crew resource management (CRM) and other teamwork training interventions. However, there is still quite a bit about such training interventions that remain unclear. Accordingly, our primary intent herein is to provide some clarity by providing a review of the literature, in hopes of highlighting the current state of the literature as well as identifying the areas that should be addressed by researchers in this field going forward.
Design/methodology/approach – We searched various electronic databases and utilized numerous relevant search terms to maximize the likelihood of identifying all empirical research related to the use of CRM training within health care. Additionally, we conducted a manual search of the most relevant journals and also conducted a legacy search to identify even more articles. Furthermore, given that as a research team we have experience with CRM initiatives, we also integrate the lessons learned through this experience.
Findings – Based on our review of the literature, CRM and teamwork training programs generally appear beneficial to individual employees, the groups and teams within such settings, and overall health care organizations.
Originality/value – In addition to reviewing the literature that addressed CRM and teamwork training, we also highlight some of the more critical aspects of CRM training programs in order for such initiatives to be as successful as possible. Additionally, we detail various factors that appear essential to sustaining any benefits of CRM over the long haul.
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Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the…
Abstract
Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.
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Michael D. Mumford and Jill M. Strange
Articulation of a vision is commonly held to be a critical component of theories of outstanding leadership – both transformational and charismatic leadership. Although there is…
Abstract
Articulation of a vision is commonly held to be a critical component of theories of outstanding leadership – both transformational and charismatic leadership. Although there is reason to suspect that vision contributes to leader performance, less is known about the nature and origin of viable visions. In the present chapter, we argue that leaders’ visions can be viewed as a prescriptive mental model reflecting beliefs about the optimal functioning of an organization. To test this proposition, outstanding leaders possessing two contrasting types of prescriptive mental models were identified: ideologues whose models stress the maintenance of extant standards and charismatics whose models stress adaptive change. These two types of prescriptive mental models were associated with distinct patterns of leader behavior in a sample of notable historic leaders. The implications of these findings are discussed with respect to current theories of outstanding leadership.
Cary Cherniss, Laurence G. Grimm and Jim P. Liautaud
The purpose of this paper is to evaluate the effectiveness of a leadership development program based on International Organization for Standardization (ISO) principles. The…
Abstract
Purpose
The purpose of this paper is to evaluate the effectiveness of a leadership development program based on International Organization for Standardization (ISO) principles. The program utilized process‐designed training groups to help participants develop emotional and social competence.
Design/methodology/approach
The study involved 162 managers from nine different companies in a random assignment control group design. There were nine different groups with nine managers in each group. Each group was required to follow the identical process. Trained moderators led the groups during year 1, but during year 2 a group member served as moderator, with all new moderators committing to following the process. The outcome measure was the Emotional Competence Inventory (ECI), a multi‐rater measure of social and emotional competencies associated with effective leadership. Outcome data were collected before the program started, one year later, and two years later.
Findings
Results indicated that after two years the intervention group had improved more than the controls on all ECI variables.
Research limitations/implications
The paper offers recommendations for future research on the mechanisms underlying the process‐designed group strategy and contextual factors that optimize results.
Practical implications
The paper describes a leadership development strategy that appears to be more economical and consistent in its delivery than traditional approaches such as workshops or executive coaching.
Originality/value
Although ISO principles are utilized widely in the business world, this is the first study that has used this approach in the design and delivery of management development. Also, few evaluations of management development efforts utilize a random assignment control group design with pre‐ and post‐measures or examine the impact on emotional and social competence, as demonstrated in the workplace over such a long period of time.
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Janet L. Sutton, Linda G. Pierce, C.Shawn Burke and Eduardo Salas
Barriers to cultural adaptability include perceptual, interpretive, and evaluative biases. Differences in culturally based perceptual patterns can be problematic given that…
Abstract
Barriers to cultural adaptability include perceptual, interpretive, and evaluative biases. Differences in culturally based perceptual patterns can be problematic given that interpretation and evaluation of behavior is a critical element of teamwork. Altogether, perceptual patterns are “selective, learned, culturally determined, consistent, and inaccurate” (Adler, 1986, p. 54). Selective exposure, selective attention, and selective retention are all hallmarks of the process of perception. Bagby (1970) demonstrated how perceptual patterns become selective even in childhood. He had American and Mexican children watch a bullfight and a baseball game simultaneously using a tachistoscope. When asked what they had seen, the American children claimed to have watched a baseball game, and the Mexican children claimed to have watched a bullfight. Neither group was aware that they had been presented two stimuli simultaneously. Both groups of children selected stimuli that had meaning for their culture and ignored or forgot the stimuli that had no meaning for them. The children's culture predisposed them to notice some things and not others. Perceptual selectivity is a key barrier to cultural adaptability and influences both interpretation and evaluation.
Yaw A. Debrah and Ian G. Smith
Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on…
Abstract
Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.