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The purpose of this paper is show how altruism provides a basis for understanding motivations that consumers may possess, especially as it relates to their response to buy‐national marketing campaigns. The paper aims to report research that examines traditional measures of altruism to determine whether there are differing or additional dimensions of altruism.

The research is based on a survey of 212 consumers and their responses to previously validated altruism scales. These scales were factor‐analyzed to identify new dimensions of altruism.

Eight dimensions of altruism are empirically identified and are demonstrated to be different by demographic groupings and their responses to altruism‐based marketing programs.

Patterns of altruistic behavior can enable marketers to estimate the relative size and behavioral patterns of altruism‐based market segments.

Academic healthcare systems face great challenges in coordinating services across a continuum of care that spans hospital, community providers, home and chronic care facilities. The Johns Hopkins Community Health Partnership (J-CHiP) was created to improve coordination of acute, sub-acute and ambulatory care for patients, and improve the health of high-risk patients in surrounding neighborhoods. The paper aims to discuss this issue.

J-CHiP targeted adults admitted to the Johns Hopkins Hospital and Johns Hopkins Bayview Medical Center, patients discharged to participating skilled nursing facilities (SNFs), and high-risk Medicare and Medicaid patients receiving primary care in eight nearby outpatient sites. The primary drivers of the program were redesigned acute care delivery, seamless transitions of care and deployment of community care teams.

Acute care interventions included risk screening, multidisciplinary care planning, pharmacist-driven medication management, patient/family education, communication with next provider and care coordination protocols for common conditions. Transition interventions included post-discharge health plans, hand-offs and follow-up with primary care providers, Transition Guides, a patient access line and collaboration with SNFs. Community interventions involved forming multidisciplinary care coordination teams, integrated behavioral care and new partnerships with community-based organizations.

This paper offers a detailed description of the design and implementation of a complex program to improve care coordination for high-risk patients in an urban setting. The case studies feature findings from each intervention that promoted patient engagement, strengthened collaboration with community-based organizations and improved coordination of care.

This study aims to investigate the role of three customer equity drivers on customer repurchase intent in business-to-business (B2B) markets. It also explores the interconnected nature of equity drivers, specifically, the effects of brand equity and value equity on relationship equity. Further, it investigates how perceived switching costs moderates the interrelationships between customer equity drivers. The authors explore the interrelationships between the customer equity drivers in a B2B context involving commodity products in a developing market.

Data collection was done from a pool of 184 institutional customers of a lubricant brand in a developing market. The sample had representations of buyer organizations across sectors, namely, automobile, cement, metal, fertilizer, railway, defence and mining, etc. The final data were subjected to partial least squares-based structural equation modeling to test the hypothesized model.

The study found a direct effect of brand equity, and value equity on relationship equity and an indirect effect on repurchase intent, namely, relationship equity. Perceived switching cost was found to moderate the interaction between brand equity and relationship equity as well as between value equity and relationship equity. The direct effect of relationship equity on repurchase intent was also significant.

The study implies that B2B firms should ground their marketing program on these customer equity drivers, especially when dealing with commodity products. The absence of any of these drivers would be detrimental in customer retention. The study also establishes the relevance of switching cost(s) and its impact on the underlying dynamics between the different equity drivers in the context of commodity products. The customer equity drivers along with switching costs, if managed well, may become switching barriers for customers and eventually would ensure recurring revenue through repeat purchases.

To the best of the authors’ knowledge, this is one of the first studies that focuses on the disaggregated effect of customer equity on customer outcomes in the B2B context. Furthermore, this study investigates how perceived switching costs moderates the interrelationships between customer equity drivers in the industrial sales context in an emerging market.

Biblio‐Techniques, which was incorporated in 1980, developed a product based on IBM hardware, a commercial database management system, and the Washington (Western) Library Network software. The company's product was innovative and promising but complex and incomplete, and required further development. The company tried to bootstrap that development through up‐front fees from customers who believed in the product. However, the lack of coherent management doomed the effort to failure. This article presents a candid discussion of the rise and fall of Biblio‐Techniques, and details the remarkable relationship between it and its customers. The article is accompanied by four sidebars, two of which are contributed by former customers of Biblio‐Techniques.

The purpose of this paper is to revisit the potential of the New Deal as a research context in management and organization studies and, in doing so, forward the role one of its chief architects, Harry Hopkins, played in managing the economic crisis. The exploration takes us to multiple layers that work together to form context around Hopkins including the Great Depression, the Roosevelt Administration, and ultimately, the New Deal. By raising Harry Hopkins as an exemplar of historical-narrative exclusion, the authors can advance the understanding of his role in the New Deal and how his actions produced early insights about management (e.g. modern crisis management).

The paper experiments with the methodological assemblage of ANTi-History and microhistorical analysis that the authors call “ANTi-Microhistory” to examine the life narrative of Harry Hopkins, his early association with President Franklin D. Roosevelt and later, the New Deal. To accomplish this, the authors undertake a programme of archival research (e.g. the digital repository of The Franklin D. Roosevelt Presidential Library and Museum) and assess various materials (e.g. speeches, biographies and memoirs) from across multiple spaces.

The findings suggest Harry Hopkins to be a much more powerful actor in mobilizing New Deal policies and their effect on early management thought than what was previously accepted. In the process, the authors found that because of durable associations with Roosevelt, key policy architects of the same ilk as Harry Hopkins (e.g. Frances Perkins, Henry Wallace, Lewis Douglas, and others) and their contributions have been marginalized. This finding illustrates the significant potential of little-known historical figures and how they might shed new insight on the development of the field and management practice.

The aim is to demonstrate the potential of engaging historical research in management with the individual – Harry Hopkins – as a unit of analysis. By engaging historical research on the individual – be it well-known or obscure figures of the past – the authors are considering how they contribute to the understanding of phenomena (e.g. New Deal, Progressivism or Keynesian economics). The authors build on research that brings to focus forgotten people, communities and ideas in management studies but go further in advocating for space in the research to consider the scholarly potential of the individual.

The purpose of this paper is to explore the direct and indirect influence of brand experience on a customer's brand attitude, brand credibility and customer-based brand equity. Design/methodology/approach

The data were collected from 400 users of mobile hand sets, using convenience sampling technique. Data were analysed using structural equation modelling procedure to test the proposed relationships in the model. Findings

The results indicate that the data were a good fit to the proposed model. All the paths in the model remained statistically significant. Although, Chi square test was not significant (6.10, df, 2, p

This research investigates the proposed model for a single product category. Future researchers can test the model for other product and service categories. Also, this research only explores the three most critical outcomes of brand experience; however future researchers can incorporate satisfaction, loyalty and commitment as the possible outcome of brand experience.

This study demonstrates that brand experience can directly and indirectly influence some of the most important concepts in branding literature. This model will help managers to understand how investments in different aspects of branding process lead towards brand differentiation.

This research is the first of its type that incorporates brand credibility, attitude and equity as the consequences of brand experience in a single causal model.

While trends of health and well-being have boosted the development of sports nutrition products, consumer research is limited. The purpose of this paper is to profile sports nutrition users and non-users, and to explain users’ preference and equity of sports nutrition brands.

A large online survey (n=3,165) was conducted with users and non-users of sports nutrition drinks in Belgium. Profiling was based on socio-demographic and sport related variables. For users, brand preference and equity of three key sports nutrition brands (n=1,075) were measured. Thereby, a three-dimensional consumer-based brand equity (CBBE) model was applied.

Both the socio-demographic (gender, age, education and employment status) and sport profile (frequency, context, reasons and sports nutrition advice) had a significant influence on respondents’ likelihood to use sports nutrition products. For brand preference, the effect of sport and socio-demographic profile was only partially confirmed, with advice and frequency of sport participation being most influential. Furthermore, users’ brand equity was shown to be positively affected by brand quality and brand loyalty, while the impact of brand awareness/associations was not significant for all brands.

Insights in the role of the sport and socio-demographic profiles contribute to the understanding of general and brand-specific sports nutrition use. The insignificance of brand awareness/associations for Brand A points to the notion of other implicit factors that possibly mask or transform the effect of brand awareness, yet do not influence brand quality and loyalty. Future theory development could integrate the CBBE model with other explanatory determinants related to consumer (health) behavior theories, or consumer perceptions on marketing efforts, while brand equity measurement could be extended with financial measures.

Variations in the impact of brand equity dimensions further lend support for the diversification of marketing strategies in the sports nutrition sector.

This study is one of the first to examine the customer market of sports nutrition products and brands.

Ponders on whether Abraham Flexner was responsible for the change in medical education in North America in the early 20th century, owing to his report of 1910. Tries to demonstrate that medical education in the USA was part of a greater whole of major changes at that time. Concludes, though there was a philanthropic influence, Flexner (who refused to accept credit for change) was not the father of the medical reform plan.

An important task following international acquisitions is to coordinate customer relationships; that is, to organise customer interfaces and possibly establish new relationships between customers and the acquirer/the acquired party. Yet, such coordination may prove to be problematic, not the least since customers react to acquisitions. The purpose of this paper is to describe and discuss customer relationship coordination challenges following international acquisitions. Focus is placed on business-to-business customers in the country of the acquired party.

The paper is based on three case studies representing overlapping customers, customers of an acquired party new to the acquirer, and customers new to the acquired party. Non-standardised, face-to-face interviews were the main data source, and were complemented with secondary data such as newspaper items and annual reports.

Three main challenges are identified: internal competition and cannibalisation; customers not being interested in the new party; and the acquired party demonstrating its independence through customers.

Managerially, any coordination of customer relationships needs to be weighted towards risks for customer losses. It is important to maintain ties to customers – sales and maintenance staff, the product/service, etc. – if customers are to continue with the firm. It is also important that sales and maintenance staff see the benefits of the acquisition.

While international acquisitions are a frequent means to reach new markets and customers, the problems of coordinating customer relationships following them have not been previously researched. Theoretically, the paper contributes to research through categorising and contextually explaining customer relationship coordination challenges in international acquisitions.

School resource officers (SROs) are sworn law enforcement who are responsible for providing security and crime prevention services in the American school environment. SROs have become commonplace in American schools, but support for their continued work is meeting more resistance from those who feel that schools need to be focused on education and not police actions. The responsibilities of SROs are similar to regular police officers in that they have the ability to make arrests, respond to calls for service, and document incidents that occur within their jurisdiction. They are expected to be more than a law enforcement officer; they are expected to be leaders, educate students about law-related topics; be a role model to youth; and typically have additional duties to include mentoring and conducting presentations on youth-related issues. SRO programs receive valuable augmented training from a partner in school safety, the non-profit organization – National Association of School Resource Officers (NASRO). Towards this end, we will: (1) provide a historical context of SRO programs in the United States, (2) highlight concerns and challenges of school communities, (3) briefly present the case of SRO in Los Angeles, and (4) highlight implications for educational leadership. Conclusions and recommendations are presented.