Michael R. Solomon and Michael R. Solomon
Argues that all service encounters can be thought of as sharingcommon elements and common problems. Considers some common issues facedby a variety of personal service providers…
Abstract
Argues that all service encounters can be thought of as sharing common elements and common problems. Considers some common issues faced by a variety of personal service providers, maintaining that researchers and managers can understand consumer classification and evaluation of services by comparing functionally dissimilar services. Analyses data from a consumer survey on attitudes to 16different household and personal services. Uses cluster analysis of these services, showing two dimensions, Service Locus and Service Instigation. Examines the relative importance of service attributes across these clusters.
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Michael Solomon and Rishon Blumberg
Why building out a fleet of freelance talent could be the reason some companies survive to see 2021, while their competitors do not.
Abstract
Purpose
Why building out a fleet of freelance talent could be the reason some companies survive to see 2021, while their competitors do not.
Design/methodology/approach
Authors drew upon their experience as cofounders of 10x Management and their experience in the talent management field.
Findings
If you are not so sure if freelance talent could be game changing for your company, consider that experimentation is a key element of staying nimble. Companies tend to layoff staff, pause raises and scale back the office lease as initial reactions to reduce costs and stay lean. But the ones that do it the best go the extra mile. It is not just about cutting costs – rather, it is about doubling down on new (and old) ways to achieve peak performance in the face of uncertainty. Using freelancers can do just that.
Research limitations/implications
There are five number of ways in which freelance workers benefit a company, including speed, adaptability, cost, low commitment and remote expertise.
Originality/value
The findings will help companies stay nimble in the midst of crises such as the current pandemic.
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A service is an interactive experience very similar to a theatrical performance complete with actors, props and costumes. And, this is a show that often demands proactive…
Abstract
A service is an interactive experience very similar to a theatrical performance complete with actors, props and costumes. And, this is a show that often demands proactive participation by the audience. These performances occur in a marketspace where managers must pay close attention to contextual cues to insure that the meanings they convey are consistent with the desired service persona. The process of engineering a captivating marketspace demands meticulous attention to the physical evidence consumers will encounter there, whether the service is offered offline or online. Although the delivery of service quality is necessary to prosper in today’s competitive market, it is not sufficient. The rewards of success will accrue to those managers who understand that people do not consume services for what they do, but rather for what they mean.
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Madeline Johnson and George M. Zinkhan
Considers the interaction between customer and provider inprofessional service encounters, where extended person‐to‐persondiscussions frequently take place. Describes an…
Abstract
Considers the interaction between customer and provider in professional service encounters, where extended person‐to‐person discussions frequently take place. Describes an experiment in which subjects read and reacted to stories describing such encounters, which included three service variables – competency, outcome and courtesy. Reports on the emotional responses of the subjects, finding that courtesy was responsible for most of the variation in response. Discusses the managerial implications resulting from the study, notably the importance of courtesy in professional service encounters.
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Paula Danskin Englis, Basil G. Englis, Michael R. Solomon and Laura Valentine
Knowledge theories have developed over the past 30 years (Polanyi, 1966). However, it is only recently that knowledge has become regarded valuable asset in corporate boardrooms…
Abstract
Knowledge theories have developed over the past 30 years (Polanyi, 1966). However, it is only recently that knowledge has become regarded valuable asset in corporate boardrooms. Knowledge acquisition has become a critical resource for creating and sustaining competitive advantage as the competitive environment continues to intensify (Hitt, Ireland, & Lee, 2000). As with other corporate assets, the processes surrounding the creation and transfer of knowledge must be managed with significant insight to derive the most value from knowledge investments (Bhagat, Kedia, Harveston, & Triandis, 2002; Conner & Prahalad, 1996; Davenport & Prusak, 1998; Edvinsson & Malone, 1997; Stewart, 1997). The purpose of this chapter is to examine the significance of managing knowledge both within firm (internal knowledge) and across the value chain (external knowledge) for small and large firms. First, we review the literature on knowledge management systems and propose some hypotheses for internal and external knowledge management. Next, we present the data and follow this with the results. Discussion of the results follows, and the chapter closes with a number of managerial implications, limitations, and suggestions for future research.
Paula Danskin, Basil G. Englis, Michael R. Solomon, Marla Goldsmith and Jennifer Davey
The purpose of this research is to investigate knowledge management in the textile industry specifically through the relationships and interconnections of knowledge management…
Abstract
Purpose
The purpose of this research is to investigate knowledge management in the textile industry specifically through the relationships and interconnections of knowledge management systems, strategy and firm performance across the value chain.
Design/methodology/approach
This research examines the process of acquisition, retention, maintenance, and retrieval of knowledge both within the firm through organizational memory and across the value chain. A series of case studies examines how Invista (a Du Pont subsidiary) manages knowledge internally and externally through relationships with downstream partners across a single value‐chain within the textile industry. Qualitative interviews assess the “state of the industry” regarding knowledge management systems.
Findings
Differentiation through knowledge is difficult in practice. Invista has taken the first steps to develop knowledge management systems that connect the internal and external knowledge base to gain competitive advantage. Establishing internal knowledge management systems for organizational memory creates opportunities to minimize knowledge isolation in functional departments and creates a greater base for tacit learning to be leveraged. External knowledge management systems bring value chain members closer together and add value to the product (i.e. increased quality, customer perceptions of brand platforms) throughout the value chain. Active external knowledge systems create opportunities to reap the full benefits of internal knowledge and knowledge from other firms within the network.
Originality/value
This paper describes the process of acquisition, retention, maintenance, and retrieval of knowledge within the firm by improving organizational memory and across the value chain through knowledge management systems to gain competitive advantage.
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The aim of this paper is to compare modern internal control systems with those in medieval England.
Abstract
Purpose
The aim of this paper is to compare modern internal control systems with those in medieval England.
Design/methodology/approach
This paper uses a modern referential framework (control environment, risk assessment, information and communication, monitoring and control activities) as a lens to investigate medieval internal controls used in the twelfth century royal exchequer and other medieval institutions. It draws upon an extensive range of primary materials.
Findings
The paper demonstrates that most of the internal controls found today are present in medieval England. Stewardship and personal accountability are found to be the core elements of medieval internal control. The recent recognition of the need for the enhanced personal accountability of individuals is reminiscent of medieval thinking.
Originality/value
It investigates internal controls in medieval England for the first time and draws comparisons to today.