Kim C. Korn and B. Joseph Pine
This paper aims to offer a new experience innovation framework to identify new customer value and develop potential new business models.
Abstract
Purpose
This paper aims to offer a new experience innovation framework to identify new customer value and develop potential new business models.
Design/methodology/approach
The framework, a Typology of Human Capability, illuminates the potential uses for digital technology across four dimensions of human experience.
Findings
When exploring the frontiers of discovery and innovation, the Typology of Human Capability can be a useful guide to innovation opportunities.
Practical implications
Digital technology enables new‐to‐the‐world possibilities for the delivery of emotion‐evoking experiences by an ever‐broadening array of methods that engage our human senses through endless sights, sounds, and other sensations.
Originality/value
Viewing value creation possibilities with the typology in this paperhelps companies tap the infinite possibility inherent in today's digital technology. Understanding this linkage between technology, human capability, and value creation can boost a firm's creative capabilities.
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As information technology and digital networking advances, success increasingly means designing offerings that respond to customers as the unique individuals they are – whether…
Abstract
Purpose
As information technology and digital networking advances, success increasingly means designing offerings that respond to customers as the unique individuals they are – whether consumers or corporations – with specific needs and preferences. “Customering seeks to create a customized offering that meets the individual wants, needs and desires of each particular customer, both at a specific moment in time and on into a future relationship”.
Design/methodology/approach
Customering starts with the customer – not the product – and pulls together intelligence about the wants, needs and desires of this individual customer before you determine what to sell.
Findings
To practice customering successfully companies pull intelligence from individual customers – so that the information will benefit that particular customer – and then pull the offerings through its own operations to meet an individual customer’s needs.
Practical implications
To practice customering, companies also must surround their offerings with experiences that draw potential customers in, engage them in the process of discovery and help them see the possibilities in the relationship.
Originality/value
Article introduces the reader to the concept of customering, a radical strategic model proposed by the author who introduced S&L readers to “mass customization” and “experience marketing.” Customering must be customer-centric: that means placing the one who pays you money at the center of everything you do.
Allison S. Gabriel, David F. Arena, Charles Calderwood, Joanna Tochman Campbell, Nitya Chawla, Emily S. Corwin, Maira E. Ezerins, Kristen P. Jones, Anthony C. Klotz, Jeffrey D. Larson, Angelica Leigh, Rebecca L. MacGowan, Christina M. Moran, Devalina Nag, Kristie M. Rogers, Christopher C. Rosen, Katina B. Sawyer, Kristen M. Shockley, Lauren S. Simon and Kate P. Zipay
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…
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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The fundamental change in accounting rules for equity-based compensation (EBC) instituted by SFAS 123, SFAS 123r, and IFRS 2 has allowed for new insights related to a variety of…
Abstract
The fundamental change in accounting rules for equity-based compensation (EBC) instituted by SFAS 123, SFAS 123r, and IFRS 2 has allowed for new insights related to a variety of research questions. This paper discusses the empirical evidence generated in the wake of the new regulation and categorizes it into two broad streams. The first stream encompasses research on the changed use of EBC and the incentives provided. The second stream addresses how firms account for EBC, including the underreporting phenomenon and how it was affected by the mandatory recognition of EBC expenses. I discuss where research delivers unanimous findings versus contradictory results. Using these insights, I make recommendations for further research opportunities in the area of EBC.
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This chapter seeks to investigate the ways individualistic versus collectivistic values moderate neural responses to social exclusion among African American and White respondents…
Abstract
Purpose
This chapter seeks to investigate the ways individualistic versus collectivistic values moderate neural responses to social exclusion among African American and White respondents. The author hypothesized that the vmPFC – a key brain region for emotion regulation – would correspond to collectivistic value moderation and the dlPFC – the cognitive control center of the brain – would be associated with individualistic value moderation.
Methodology/Approach
This study used a virtual ball tossing game (Cyberball), where 17 African American and 11 White participants were excluded or included with ball tosses, while inside an fMRI scanner. Before the start of each round the participants were primed with individualism, collectivism or a comparison condition.
Findings
Results showed that (1) African Americans showed stronger neural responses to exclusion and (2) offered support for the hypothesis that the dlPFC showed greater activation in African Americans (compared to Whites) when they were primed with individualism values during exclusion. There was no support for the collectivism hypothesis.
Research limitations/Implications
Research limitations included a relatively small sample size (N = 28), a comparison of only two racial groups and that the partners in the game were virtual (pre-programmed by the experimenter).
Practical Implications
This research offers an empirical framework for sociologists seeking to apply social theories into neurological studies.
Social Implications
Identifying effective coping strategies for historically oppressed racial groups.
Originality/Value of Paper
The chapter is original for demonstrating the moderating effects of values on neural responses to exclusion for the first time and by offering a novel neurosociological framework.
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Christine M. Van Winkle, Amanda Cairns, Kelly J. MacKay and Elizabeth A. Halpenny
The purpose of this paper is to understand mobile device (MD) use in a festival context. Festivals offer a range of opportunities and activities to use a MD making this context…
Abstract
Purpose
The purpose of this paper is to understand mobile device (MD) use in a festival context. Festivals offer a range of opportunities and activities to use a MD making this context ideal for understanding digital experiences during leisure. The guiding research question asked how do festival attendees use MDs at festivals. The Typology of Human Capability (THC) provided a framework to enhance the understanding of digital experiences at festivals.
Design/methodology/approach
This research involved six festival case studies where semi-structured interviews were conducted with attendees on-site. Interview questions focused on how festival attendees used MDs during the festival. Data were analyzed using directed content analysis guided by the THC.
Findings
On-site interviews with 168 attendees revealed that data support the THC dimensions and constructs (sensing, linking, organizing and performing). This typology advances the understanding of the range of digital customer experiences currently available at festivals.
Research limitations/implications
The addition of context to the THC is recommended to enhance its utility in application. As a limited number of festivals were included, the specific findings may not apply to all festivals but the implications are relevant to a range of festivals.
Practical implications
Operational definitions of the THC constructs within the festival setting were identified and provide opportunities for developing digital experience offerings.
Originality/value
This study provided the first comprehensive examination of MD use in festival contexts and in so doing offered data in support of Korn and Pine’s (2011) THC. The findings reveal opportunities for modifying the THC to increase its applicability in a range of settings.
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Sabine Einwiller and Christine Korn
When the media report negatively about an organisation, its employees are not only affected but also a source of information for outsiders who want to find out more about the…
Abstract
When the media report negatively about an organisation, its employees are not only affected but also a source of information for outsiders who want to find out more about the situation. Because of their credibility, employees can support public relations managers to preserve or restore organisational reputation. In this research, we explore the role of organisational identification and internal corporate communication (ICC) in the event of negative media coverage for employees’ defensive and assertive impression management behaviours. Defensive strategies include excuses, justifications and the avoidance of threatening situations. Assertive strategies are more active and refer to behaviours which aim to establish a desirable identity; in the context of negative media coverage, this entails actively defending the organisation, explaining the situation and conveying the organisation’s official version of the event in order to bolster its reputation. Results from an online survey among employed persons reveal that employees’ identification with their work organisation positively influences their assertive as well as defensive reactions. ICC has a more differentiated influence on employees’ reactions: If ICC is evaluated well, employees’ assertive reactions increase; if evaluated poorly, employees exhibit more defensive reactions. These findings show that ICC can make a difference in winning employees as ambassadors for the organisation in critical situations.