Search results

The main purpose of this study is to fill the research gap on how B2B global service firms integrate dynamic capabilities within their omnichannel management to influence positive word of mouth (WOM), customer engagement (CE) and customer equity.

Drawing on the dynamic capability and WOM theories, a model has been developed that defines the subjects of the empirical test. The paper reports on data collected from 312 service-oriented global firms in Australia, through a cross-sectional survey. Data were analyzed using structural equation modeling.

The findings suggest that content management (i.e. information consistency, source trustworthiness and endorsement) and concerns management (i.e. privacy, security and recovery) capabilities are the two significant antecedents of positive WOM within a B2B omnichannel setting in international marketing. The findings also confirm the key mediating role of CE between positive WOM and customer equity.

The findings extend dynamic capability theory in the context of international marketing by linking WOM, CE and customer equity. The findings add further theoretical rigor by establishing the nomological chain between positive WOM and customer equity, in which CE plays a key mediating role.

Communities are best able to tackle complex social problems when solutions are achieved collaboratively. Inter-organizational partnerships are strongest and provide the greatest benefit to communities when the relationships are mutually compatible. The purpose of this paper is to introduce an evidence-informed approach to identifying and forming mutually compatible collaborations among organizations responsible for promoting community well-being and carrying out community-level interventions.

A three-stage case study examines the utility of a novel measurement tool for identifying opportunities for strategic collaboration. The strategic compatibility assessment (SCA) was designed to identify inter-organizational collaborative capacities within and across sectors as a means to motivate collaborative behaviors that are essential to community change initiatives that advance the collective impact.

The findings of this paper indicate the SCA is an effective tool for fostering mutually beneficial collaborative partnerships. A high degree of content, face and practical validity was evidenced in two independent studies of SCA, and organizations using the SCA tool reported a moderate-to-high degree of collaborative behavior in a post-intervention assessment of SCA outcomes. These findings provide field-based support for the SCA to promote cross-sector collaboration for community-level interventions.

The SCA tool describes the degree of collaboration among organizations that operate within a neighborhood; identifies potential points of mutual compatibility within the network; and creates pathways for leveraging collaborative behavior to promote community capitals. The aim of this research is to examine the potential of the SCA tool to shift the non-profit sector climate away from one characterized by competition toward one rich with collaboration.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context.

Can a community have a strategy? For those who work in business and read about, design and enact strategy on a daily basis, one would suspect that could have two very distinct answers to this question. The first camp would nod in agreement, and agree that almost any person or group can benefit from having a strategy, although they may not be clear on what that could look like for any given community. On the other hand, it is also easy to imagine a second group shaking their head dismissively, saying that without a clear purpose, vision and hierarchy any such idea would be like herding cats and, therefore, doomed to failure.

This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Generative artificial intelligence (GAI) can disrupt how consumers search for information on retail products/services online by reducing information overload. However, the risk associated with GAI is high, and its widespread adoption for product/service information search purposes is uncertain. This study examined psychological drivers that impact consumer adoption of GAI platforms for retail information search.

We conducted 31 in-depth, semi-structured interviews with the lead GAI users regarding product/service information search. The data were analysed using a grounded theory paradigm and thematic analysis.

Results show that consumers experience uncertainty about GAI’s functioning. Their trust in GAI impacts the adoption and usage of this technology for information search. GAI provides unique settings to investigate potential additional factors, leveraging UTAUT as a theoretical basis. This study identified three overarching themes – technology characteristics, technology readiness and information characteristics – as possible drivers of adoption.

Consumers seek exhaustive and reliable information for purchase decisions. Due to the abundance of online information, they experience information overload. GAI platforms reduce information overload by providing synthesized and customized product/service search results. However, its reliability, trustworthiness and accuracy have been questioned. The functioning of GAI is opaque; the popular technology adoption model such as UTAUT is general and is unlikely to explain in totality the adoption and usage of GAI. Hence, this research provides the adoption drivers for this unique technology context. It identifies the determinants/antecedents of relevant UTAUT variables and develops an integrated conceptual model explaining GAI adoption for retail information search.

The case study incorporated a combination of primary and secondary data collection approach. The authors interviewed Dr Varghese, the co-founder of Sunbird Straws and the protagonist in this case study. In addition, secondary data was obtained from various sources such as newspaper articles, journal publications and company reports.

On a rosy and vibrant morning in 2017, Dr Saji Varghese, a professor at Christ University in Bangalore, stumbled upon a curved coconut leaf on the campus resembling a straw. This sparked his motivation to transform coconut leaves into a natural straw, prompting him to initiate experiments with coconut leaves in his kitchen. The process of boiling and straining leaves became his method for crafting an eco-friendly straw. After numerous attempts, he successfully produced straws from coconut leaves, introducing a distinctive and creative concept incubated at IIM Bangalore. These unique straws, crafted by Varghese, prioritised environmental friendliness and were also crafted entirely from biodegradable materials, free from harmful chemicals. These straws demonstrated durability in hot and cold beverages for up to 3 h, maintaining their integrity without becoming soggy or leaking. As the business flourished, it reached a critical juncture. The primary challenge centred around product marketing, mainly due to consumer unfamiliarity with such sustainable straws. This was a product that also fell under the category of low involvement for consumers. Raising awareness about the product and persuading consumers to purchase presented a significant hurdle. In response, Varghese assigned his team to develop cost-effective marketing strategies. Given the start-up nature of the business, advertising budgets were constrained, and the objective was to achieve a positive return on advertising spend for every investment in advertising the product. In addition, the focus was on increasing the likelihood of selling the straws on both business-to-business and business-to-consumer levels. In this case study, Varghese’s role and predicament exemplify the delicate equilibrium that entrepreneurs frequently grapple with, striking a balance between marketing strategy and return on ad spent to steer the trajectory of their businesses. It offered a valuable examination of the nuanced decisions marketers encounter as they strive for both profitability and customer-centric products.

The case study is relevant to the marketing discipline. All undergraduate and postgraduate-level marketing courses in higher education institutions can use this case study. It can also be used in integrated marketing communication or digital marketing classes. It can be used further in the hospitality and management fields. Also, online courses in marketing can include this case study.

The learning objectives are intended to stimulate the students’ comprehension of the various challenges faced by Indian social entrepreneurs. The case study offers a rich educational experience spanning diverse fields, including business operations, entrepreneurship, sustainable products, social innovation and financial planning. The case study on social entrepreneurship will guide students to comprehend its concept, significance, challenges and understand how businesses can be a force for positive social impact. The case study serves as a valuable tool for graduate students, helping them improve their critical thinking and solution-focused skills in preparation for their future entrepreneurial endeavors. Students should be able to analyze the case study, answer questions and evaluate the co-founder’s business expansion dilemma.

Social entrepreneurs are vital in tackling pressing societal issues, fostering innovation and creating lasting solutions for rural communities. However, their unique challenges often go unnoticed. This case study highlights the journey of Dr Saji Kurungatil Varghese, the co-founder of Sunbird Straws, an eco-friendly startup, and the complexities they faced while considering business expansion. The purpose of this case study is to provide insight into the world of social entrepreneurs and emphasize their importance and contribution on a wide scale.

This case study is suitable for undergraduate and postgraduate students.

Teaching notes are available for educators only.

CSS3: Entrepreneurship.

This case study attempts to sensitize the impact of restructuring on the organization’s employer brand. The students shall learn to appreciate the criticality of maintaining a balance between being an employee-centric organization and building a sustainable business model, to analyze the alternative people management strategies in emerging start-ups.

This case study illustrates the innovative human resource (HR) policies adopted by the start-up Meesho. Meesho was started as “Fashnear” by two Indian Institute of Technology graduates Sanjeev Barnwal and Vidit Aatrey in the year 2015, with the headquarters located in Bengaluru, Karnataka, India. It was a social commerce platform wherein the local apparel sellers or manufacturers could register themselves on the app and sell their products online to nearby consumers and the product would be delivered to their homes. Later, it was renamed Meesho (Meri E-Shop) with an improved business model. The innovative people-centric policies got Meesho recognition as one of the most employee-friendly start-ups and an innovative employer. However, later as part of the restructuring exercise, it had to lay off employees, which had a counter impact on its reputation and image as a desirable employer. This case study captures the dilemma faced by start-ups like Meesho who were in the process of sustaining their growth and optimizing their workforce and, at the same time, have to manage their employer brand in the process.

This case study can be used at the postgraduate level of management and in executive management programs.

Teaching notes are available for educators only.

CSS6: Human resource management.

The purpose of this paper is to explore the applicability of technology acceptance model (TAM) to explain the widespread acceptance and usage of social media (SM) for travel purposes by Indian outbound leisure travellers during their travel cycle.

The study has adopted a qualitative approach involving in-depth interviews of 30 respondents, who had taken at least one international vacation in the last 12 months. Content analysis was used to arrive at the conclusion.

Findings of the study are used to develop a conceptual model which upholds the validity of the TAM with perceived usefulness (PU) and perceived ease of use (PEU) as determinants of SM usage. The model has been extended to include perceived trust (PT) and social capital (SC) as important constructs to explain the travellers’ use of SM. Disposition readiness (DR) of the user towards SM was found to have an effect on all the four constructs.

Theoretically, this study suggests a modification to the existing TAM, which shows a unidirectional effect of PU and PEU on attitude. This study suggests that the effect would be bi-directional where the attitude (DR) of the traveller towards SM usage will affect PU and PEU. Furthermore, this study extends the TAM to include PT and SC as important constructs to explain SM usage by travellers. This study provides valuable insights into the hospitality and tourism sector which might help in further segmentation of travellers leading to more customised service offerings.

The study aims to examine the customers' revisit intention toward the green restaurants after service failure based upon service failure attributions. The study further intends to investigate the moderating effect of green self-identity on customers' post-service failure behavioral intentions.

A self-administered questionnaire was distributed to 327 participants who had experienced service failure while dining in green restaurants. The study draws upon the prevailing literature to examine the relationship among the constructs using structural equation modeling (SEM).

The findings of the study have confirmed that service failure has an adverse effect on customers' revisit intention toward the green restaurants. However, customers with green self-identity appear less anxious about service failure as findings indicate customers revisit green restaurant even after service failure.

The study provides a clear indication to the managers of the green restaurants that a better understanding of service failure attributions may facilitate in preventing service failure in a prompt and reasonable manner. It will not only contribute to building the brand reputation, but also ensure that customers stay with the brand for a longer duration.

The study is unique in a way that it is the first of its type to establish a relationship between service failure attributions and customer satisfaction in the emerging South Asian market, such as India in the context of green restaurants. Besides, this is the only study to use green self-identity as a moderator between the relationships of customer satisfaction and revisit intention.