Rubert W. Fisher and Melvyn Hirst
This article presents the findings of a survey conducted among British companies to discover to what extent marketing models are being used in practice. In two previous articles…
Abstract
This article presents the findings of a survey conducted among British companies to discover to what extent marketing models are being used in practice. In two previous articles we discussed the problems of model building in marketing, examined several recent developments, argued that there was a need to measure the current status of marketing model building in Britain, and made a partial assessment of the state‐of‐the‐art by reviewing some of the most significant literature. The purpose of this paper is to present the findings of a survey we conducted among British companies to discover to what extent marketing models are being used in practice. We also present the conclusions we have drawn from the project.
Rupert Fisher and Melvyn Hirst
Examines some recent developments of the status of model building in marketing in the UK. Uses many examples from both the UK and the USA to emphasise developments, with Crawford…
Abstract
Examines some recent developments of the status of model building in marketing in the UK. Uses many examples from both the UK and the USA to emphasise developments, with Crawford, Koller and Little, with figures uses for extra emphasis. Investigates problems of modelling marketing processes and also recent development in marketing model building. Closes by discussing the present state of the art that involves literature and differences between the UK and USA in marketing and model building.
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Rupert Fisher and Melvyn Hirst
Makes a timely assessment of the specifically British contribution in the field of marketing models, which provides a useful basis for further development. Reviews UK writing on…
Abstract
Makes a timely assessment of the specifically British contribution in the field of marketing models, which provides a useful basis for further development. Reviews UK writing on models of market behaviour, advertising models, distribution models, pricing models and new‐product models. Makes a distinction between macro‐ and micro‐models: a macro‐model does not require information about individual units in the market, such as households: micro‐models need data about individual units, therefore require much more information. Concludes that the findings give valuable insight into consumer purchasing patterns – providing early prediction of future success or failure.
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Describes a procedure of constructing a model using the regression equation approach and states there are many pitfalls that the innocent forecaster must look out for, if he/she…
Abstract
Describes a procedure of constructing a model using the regression equation approach and states there are many pitfalls that the innocent forecaster must look out for, if he/she is to construct a successful forecasting model using the regression analysis approach. Proposes that models for sales forecasting may be divided into two categories – naïve and econometric, but that these approaches to forecasting are not always independent. Posits that development of a forecasting model may involve both the naïve and econometric approaches.
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Clive Bingley, Clive Martin and Helen Moss
MELVYN BARNES, Borough Librarian & Arts Officer of the Royal Borough of Kensington & Chelsea (London), was asked to prepare a report for his libraries committee on the possibility…
Abstract
MELVYN BARNES, Borough Librarian & Arts Officer of the Royal Borough of Kensington & Chelsea (London), was asked to prepare a report for his libraries committee on the possibility of selling withdrawn library books to the public—that rumbling bandwagon which inevitably looks attractive to local authorities in hard times.
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At every period of time marked by years, the seasons by turns and twists in history, among country folk especially, the years of great storms and hard winters; in law enforcement…
Abstract
At every period of time marked by years, the seasons by turns and twists in history, among country folk especially, the years of great storms and hard winters; in law enforcement, the passing of some far‐reaching, profound statutory measure, there is this almost universal tendency to look back—over your shoulder‐assessing changes, progressive or otherwise, discerning trends and assaying prospects. We are about to emerge from the seventies—battered but unbowed!—into the new decade of the eighties, perhaps with a feeling that things can only get better.
Qaiser Mehmood, Melvyn R.W. Hamstra and Bert Schreurs
The purpose of this paper is to test whether managers’ political skill is relevant for employees’ authentic leadership perceptions. Political influence theory assumes that…
Abstract
Purpose
The purpose of this paper is to test whether managers’ political skill is relevant for employees’ authentic leadership perceptions. Political influence theory assumes that political tactics seek to affect others’ interpretations of a person or situation. Thus, what matters for employees’ perceptions of their manager’s authentic leadership may be whether the manager actively seeks to show behavior that can be interpreted as authentic leadership. Combining political influence theory and gender stereotypes research, it is further suggested that manager gender moderates the employees’ interpretation of political influence attempts that are ambiguous.
Design/methodology/approach
Managers (n=156; 49.5 percent female) completed measures of their political skill. Employees (n=427; 39.1 percent female) completed measures of the manager’s authentic leadership.
Findings
Managers’ apparent sincerity was positively related to employees’ perceptions of managers’ authentic leadership; managers’ networking ability was negatively related to employees’ perceptions of female managers’ authentic leadership, but not of male managers.
Research limitations/implications
The methodology does not allow claims about causality.
Originality/value
Findings add knowledge of authentic leadership, such as difficulties that female managers face, and show the value of a fine-grained approach to political skill. Female managers should be aware that networking might have disadvantageous side effects. Conversely, sincere behavior attempts seem favorable for authentic leadership perceptions.