Franz‐Rudolf Esch, Tobias Langner, Bernd H. Schmitt and Patrick Geus
The purpose of this paper is to develop a comprehensive model that combines brand knowledge and brand relationship perspectives on brands and shows how knowledge and relationships…
Abstract
Purpose
The purpose of this paper is to develop a comprehensive model that combines brand knowledge and brand relationship perspectives on brands and shows how knowledge and relationships affect current and future purchases.
Design/methodology/approach
The paper uses structural equation modeling to test the significance of the overall model and the specified paths.
Findings
It is found that current purchases are affected by brand image mostly directly and by brand awareness mostly indirectly. In contrast, future purchases are not affected by either dimension of brand knowledge directly; rather, brand knowledge affects future purchases via a brand relationship path that includes brand satisfaction, brand trust, and attachment to the brand. Thus, brand knowledge alone is not sufficient for building strong brands in the long term; brand relationship factors must be considered as well.
Research implications/limitations
The present study did not examine feedback effects and included consumer categories only and no individual‐differences variables. It is recommended that future research examine feedback effects and include additional consumer categories, B2B categories and individual‐differences variables such as variety seeking and innovativeness.
Practical implications
Brand managers spend considerable resources on measuring brand awareness and brand image. It is recommended that practitioners also use brand relationship measures and develop strategic and tactical initiatives that ensure that consumers are satisfied with the brand, trust it and feel attached to it.
Originality/value
The paper is a cross‐paradigm paper: it is the first that combines the two separate broad‐based perspectives on brands into a simple comprehensive model for researchers and brand managers.
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Zohre Mohammadi and Fatemeh Fehrest
In recent years, research on children's tourism experiences has gained prominence, as children are becoming an increasingly vital market for the tourism industry. While events are…
Abstract
In recent years, research on children's tourism experiences has gained prominence, as children are becoming an increasingly vital market for the tourism industry. While events are a main sector of the industry and host millions of children every year, there is a lack of research specifically focussed on children's experiences in events. This chapter focusses on children's entertainment events which can provide children with a satisfying, memorable and educational experience. This study has developed a framework to facilitate deeper mixed studies on children's experiences in event tourism. The framework is composed of four pillars based on various social, tourism and event theories and models, including the Cognition–Affect–Behaviour (CAB) theoretical framework, the Orchestra Model of Experience, the Event Experience Scales (EES), the Theory of Child Well-being and the Transtheoretical Model of Behaviour Change (TTM). The framework can be used by future researchers as an analytical evaluation tool to study children's experiences in different types of events and understand the mechanisms of behaviour change in this context.
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Patrick M. Kreiser, Jari Ojala, Juha‐Antti Lamberg and Anders Melander
The primary purpose of this paper was to perform an in‐depth analysis of the strategic process that occurs within family firms.
Abstract
Purpose
The primary purpose of this paper was to perform an in‐depth analysis of the strategic process that occurs within family firms.
Design/methodology/approach
This study analyzed the historical development of the growth strategies of four family firms in the US, Finland, and Sweden.
Findings
The results of this study suggest that family firms typically adopt conservative strategies in the early part of their life cycle. During their formative years, family firms often implement financially conservative strategies and place an emphasis on maintaining tight control of the strategic decision‐making process within the family unit. However, the competitive pressures experienced by family firms over time often force these companies to embrace a more entrepreneurial posture during the latter stages of their life cycle.
Research limitations/implications
The stage in the company life cycle plays an important role in determining the strategic behavior of family firms. Future research aimed at replicating the results of this study may help shed further light on the strategic process that occurs within family firms.
Practical implications
Although the firms examined in this study were from various cultures, their strategic development over time was very similar. This tentatively suggests that the evolution of the strategic process that occurs within family firms may be generalizable across cultures.
Originality/value
Our findings indicate that there may be an important distinction between family firms and entrepreneurial organizations. That is, all family firms are not necessarily entrepreneurial, especially early on in their company life cycle.
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Patrick Hoverstadt, Lucy Loh and Natalie Marguet
This paper aims to look at the problems of measuring the performance of business strategy. The authors look at the problem using two classical performance management paradigms and…
Abstract
Purpose
This paper aims to look at the problems of measuring the performance of business strategy. The authors look at the problem using two classical performance management paradigms and suggest a third approach which treats strategy as a stochastic network of actors and manoeuvres between those actors.
Design/methodology/approach
This has been developed using action research in a number of strategy projects with a range of organisations in the private, public and third sectors.
Findings
The two normal paradigms in use for performance measurement and management both struggle when applied to strategy. The problems are not merely ones of execution, they are much more fundamental and sit at the level of conceptual design. Modelling strategy as a series of manoeuvres between different actor organisations is both a more useful way to develop strategy but also provides a simple way to develop measures of strategic performance that can tell us not merely whether the strategy is being executed but also whether it is working.
Originality/value
The paper describes a totally new approach to measuring strategy – both its execution and also its effectiveness which contrasts with both the two prevailing paradigms commonly used in the field of strategy.
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Mason Tenaglia and Patrick Noonan
By incorporating senior management's scenarios—alternative stories about the competition, markets, capital investments, new technologies—into the planning process, executives can…
Abstract
By incorporating senior management's scenarios—alternative stories about the competition, markets, capital investments, new technologies—into the planning process, executives can test and build a consensus on the implicit and explicit mental models of their business.
In this interview, Tom McManus and Dr Harold Lazarus explore transparency as both an approach and an outcome in the management of organizations, and the relation of transparency…
Abstract
Purpose
In this interview, Tom McManus and Dr Harold Lazarus explore transparency as both an approach and an outcome in the management of organizations, and the relation of transparency to corporate strategy. The interview aims to offer context and perspective on transparency.
Design/methodology/approach
Utilizing the format of an interview, the reader is introduced to transparency in general and as a management principle.
Findings
As the global economy continues to become a reality, as large corporations continue to get bigger and more multinational, as information technology continues to advance, there is going to be a lot of stakeholder dispute around issues related to transparency in the coming years. Stakeholders such as customers, shareholders, and voters are holding management accountable. Information matters, and stakeholders have access to an unprecedented quantity and quality of information. Practical application of transparency is not simple, and many qualified and interesting people are developing the field.
Originality/value
Transparency is often talked about as a remedy for corruption and criminality. This interview explores a component of transparency that has not received the same attention – transparency as a principle in management.
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Thomas N. Garavan, Michael Morley, Patrick Gunnigle and Eammon Collins
Introduces the special issue “Human resource development: sectoral and invention‐level evidence of human capital accumulation”. Reviews the concepts and definitions of…
Abstract
Introduces the special issue “Human resource development: sectoral and invention‐level evidence of human capital accumulation”. Reviews the concepts and definitions of intellectual and human capital. Considers human capital from individual (employability, performance and career development) and organization (investment, ownership, skills and knowledge management) perspectives. Looks at each of the papers in the special issue, relating them to its theme. Highlights the implications for human resource development, both at individual and organizational levels.
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Yi-Chun Huang, Minli Yang and Yu-Chun Wang
The purpose of this paper is to build a comprehensive model and examine the relationship among green brand positioning (GBP), green brand knowledge (GBK), attitude toward green…
Abstract
Purpose
The purpose of this paper is to build a comprehensive model and examine the relationship among green brand positioning (GBP), green brand knowledge (GBK), attitude toward green brand (AGB), and green purchase intention (GPI).
Design/methodology/approach
A questionnaire survey was deployed to collect data from the members of Taiwan's Lifestyles of Health and Sustainability (LOHAS) Club, obtaining 425 valid samples which were analyzed with structural equation modeling.
Findings
GBP and GBK influence green brand attitudes separately. GBK affects green brand attitudes. Meanwhile, green brand attitudes influence GPIs. Another finding indicates that the mediating effects exist.
Research limitations/implications
By applying the environmental knowledge-attitude-intention paradigm to green brand research, it was empirically supported the existence of a GBK-attitude-intention hierarchy in the context of GPIs.
Practical implications
GBP can be used as brand marketing strategy to improve consumers’ GBK and form positive green brand attitudes as well as enhance GPIs.
Originality/value
Proposing two novel concepts, i.e. GBK and green brand attitude to develop and test the framework of this study.