Lourdes T. David and Karryl Kim A. Sagun
To increase the use of its resources and services, the Rizal Library of the Ateneo de Manila University embarked on a relationship marketing program targeted at three segments of…
Abstract
Purpose
To increase the use of its resources and services, the Rizal Library of the Ateneo de Manila University embarked on a relationship marketing program targeted at three segments of the market, namely, the faculty, the graduate students and the undergraduate students. This paper aims to investigate this program.
Design/methodology/approach
The paper reports the results of its program over a period of time to compare usage before and after the program was implemented.
Findings
Results indicate that the program was successful in its implementation. Success indicators showed a marked increase in the use of its resources and services.
Practical implications
More relationship marketing strategies involving the students and faculty should be introduced to further make the library more visible, open lines of communication between the library and its users and increase customer satisfaction.
Originality/value
The strategy increased library traffic. It could be adapted by other libraries to increase usage of their resources and facilities.
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A Windows‐based serials management system developed to help librarians check in and manage their journal collections has been announced by Blackwell's.
David M. Gordon advanced labour economics with his theory of labour market segmentation, in which jobs rather than the marginal productivity of individual workers were the unit of…
Abstract
David M. Gordon advanced labour economics with his theory of labour market segmentation, in which jobs rather than the marginal productivity of individual workers were the unit of analysis. He advanced economic historiography and macroeconomics by conceptualising social structures of accumulation – a framework built on the foundation of his institutionalist training and enriched by his study of Marxist economics. By appropriating methods from other social science disciplines into econometrics, he augmented empirical analysis in economics. He was a founding member of the Union of Radical Political Economics and its journal, the Review of Radical Political Economics – that advanced and promoted heterodox, radical, and Marxist economists in the United States. His contributions to economics, to organised labour, and to the New School for Social Research, where I studied with him, were stunning.
Part 1 lays out some context about the New School Graduate Faculty where Gordon taught. Part 2 explores what historical forces, including his family, led to his expansive creativity. Part 3 summarises how he expanded labour economics to include the relations as well as the technology of production, linked his understanding of the production process to a historical materialist view of labour in the United States, then extended that to econometric analyses of the US macroeconomy. Part 4 presents a bibliometric analysis to provide some idea of the impact of his work. I end with some concluding remarks.
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- David M. Gordon
- labor market segmentation
- social structures of accumulation
- New School for Social Research
- United States
- B. History of economic thought
- methodology and heterodox approaches
- C. mathematical and quantitative methods
- J. labor and demographic economics
- N. economic history
- economic development
- innovation
- technological change and growth
Postcards have been sold by the billions over the past 100 years or so, but you never would recognize their popularity by checking library holdings. Most libraries ignore them…
Abstract
Postcards have been sold by the billions over the past 100 years or so, but you never would recognize their popularity by checking library holdings. Most libraries ignore them, yet a reporter observed at the 1981 national poster and postcard show: “Postcard collection—a nostalgic pastime that has become a consuming passion for thousands of Americans—is more popular today than when picture postcards first caught on at the turn of the century.” Among the dealers of new cards, Kennard Harris says that “in the past five years there has been an explosion of museum postcard publishing and sales in this country.”
Lourdes Susaeta, Esperanza Suárez and Frank Babinger
The cruise sector's workforce is highly diverse in terms of nationalities, age, and gender. However, diversity in the workforce does not guarantee business success.Decades of…
Abstract
The cruise sector's workforce is highly diverse in terms of nationalities, age, and gender. However, diversity in the workforce does not guarantee business success.
Decades of research on the effects of diversity indicate that it can negatively or positively affect an organization's performance. A more diverse workforce does not automatically perform better financially, feels more committed to their companies, nor experiences higher levels of satisfaction. Indeed, data suggest diversity may produce more conflict, employee turnover, but if well managed can lead to greater creativity and innovation.
This chapter explores the cruise industry's diversity and inclusion challenges and management practices. To examine what cruise companies are doing in this field, we reviewed the public data of the four largest cruise companies. We analyzed how these companies define diversity, their commitment to inclusion, their practices, their metrics, and their primary objectives.
Firstly, there is no theoretical model that includes all variables that affect the management of diversity in the cruise sector. Secondly, companies communicate a commitment to inclusion in their corporate social responsibility (CSR) reports and refer to similar policies implemented by the hospitality industry. Thirdly, the main challenges are the multicultural environment and the limited female representation.
The major limitation of this study is the data source. We recommend further studies supported by nonpublic company data. We encourage cruise industry leaders to support the research to develop an empirically tested model that captures the specific variables that affect diversity management in the industry.
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Rather than organize as traditional firms, many of today’s companies organize as platforms that sit at the nexus of multiple exchange and production relationships. This chapter…
Abstract
Rather than organize as traditional firms, many of today’s companies organize as platforms that sit at the nexus of multiple exchange and production relationships. This chapter considers a most basic question of organization in platform contexts: the choice of boundaries. Herein, I investigate how classical economic theories of firm boundaries apply to platform-based organization and empirically study how executives made boundary choices in response to changing market and technical challenges in the early mobile computing industry (the predecessor to today’s smartphones). Rather than a strict or unavoidable tradeoff between “openness-versus-control,” most successful platform owners chose their boundaries in a way to simultaneously open-up to outside developers while maintaining coordination across the entire system.
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WE are confident that our readers will approve our use of the amount of space we have given this month to the memory of Dr. Arundell Esdaile, whose death we announced briefly in…
Abstract
WE are confident that our readers will approve our use of the amount of space we have given this month to the memory of Dr. Arundell Esdaile, whose death we announced briefly in July. As Mr. Berwick Sayers writes, there must be many of his old Students who revere his memory, and many others who have directly or indirectly benefited from his work for our profession.