Search results

The purpose of this paper is to examine how Hofstede’s six cultural dimensions are reflected on the official corporate Facebook pages from 259 organizations on Fortune magazine’s Global 500 list. This is the first attempt to create a conceptualization of Hofstede’s dimensions for organizational social media use.

To determine how Facebook is used by the Global 500 corporations, a content analysis was carried out based on the 2013 listing of the highest revenue corporations throughout the world. As a research method, content analysis allows researchers to examine the actual practices of communication by focusing on the information provided through textual and visual messages.

The results paint a mixed picture indicating that the global nature of these corporations is echoed in a somewhat similar overall presence on Facebook; but when the individual elements (About Us, updates, and media) are examined, statistical differences emerge in relation to the reflection of the cultural dimensions.

To the authors’ knowledge, this is the first work to match Facebook behaviors with Hofstede’s dimensions. This work needs to be replicated with other organizations to determine its staying power. In addition, future research might tap into agency and any consciousness on the part of social media managers in a specific direction. Depending on those findings, they might make important statements on the emergence of a global social media culture.

Surveys of interlending in Denmark, the Netherlands and Australia are reported, together with an examination of journal acquisition in American libraries. Interlibrary lending in developing countries is considered and attention is drawn to the importance of interlending in national library systems and in Universal Availability of Publications. Resource sharing in the USA is reviewed at some length, including discussion of interlending fees and finance, and diverse solutions to the growth of interlending from central stock reserves to on‐line networks and commercial sector involvement. Finally, microform lending centres, telefacsimile and digital text transmission are briefly considered.

This paper aims to examine what type of messaging on Twitter is most effective for helping move social marketing beyond focusing on personal changes to find out what messages help turn members of the public into vocal advocates for these organizations’ social changes. Social marketing scholarship has regularly focused on how organizations can effectively influence changes in awareness and behaviors among their targeted audience. Communication scholarship, however, has repeatedly shown that the most influential form of persuasion happens interpersonally. As such, it is imperative that organizations learn how to engage audiences and facilitate the discussion about organizational messages between individuals. Social media provide platforms for such conversations, as organizational messaging can be shared and discussed by individuals with others in their networks.

Through a content analysis of 3,415 Twitter updates from 50 nonprofit organizations, this study identifies specific types of messages that are more likely to get stakeholders retweeting, archiving and discussing the organizations’ messaging through regression analysis.

Messages focusing on calls-to-action and community building generated the most retweets and Twitter conversation; however, they were also the least used strategies by nonprofit organizations.

Research has regularly examined the types of messages sent out by nonprofit organizations on Twitter, but they have not tested those messages against measures of engagement. This study pushes the understanding of social media communication to the next level by analyzing those message categories against metrics provided by Twitter for each tweet in the sample.

On March 24, 2012, we had one of the greatest surprises of our lives. We walked into the Lod Cook Conference Center on the LSU campus, to find scores of people, including our friend, mentor and major Professor Stanley R. Johnson, and many old colleagues and students. This event, in honor of the 30th volume of Advances in Econometrics, was engineered by our friend Dek Terrell, with the aide of his spouse, Dannielle Lewis, our spouses Nancy Fomby and Melissa Waters, Julianna Richard of LSU, Daniel Millimet of SMU, and our former Emerald Press editor Emma Whitfield. True to our nature we were oblivious to the nine months of planning and work that had gone into preparing the event. These cunning and diabolical people, obviously skilled in hiding the truth and keeping poker faces through it all, had organized a surprise conference! Not a birthday party, not a dinner, but a weekend conference with participants from all over the world! We are amazed, and honored.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

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

This article reviews four articles highlighting Microsoft's competitive agenda. “Finance 2.0: an interview with Microsoft's CFO” by A.M. Chappuis and T.M. Koller provides some interesting insights into Microsoft's financial position and gently probes their current thinking. “Tech's future” by Steve Hamm is full of useful information and statistics and makes a strong, slightly breathless case for the transformational nature of competition in emerging markets. “This is war” by Victoria Murphy examines Microsoft's attempt to see off Linux, analyzing the basis for the battle. “A vision thing: Microsoft and its rivals fight for the living room of the future” by Richard Waters, in journalistic style, succinctly outlines Microsoft's fight for consumer dollars in the digital home entertainment sector.

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.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

In the Court of Appeal last summer, when Van Den Berghs and Jurgens Limited (belonging to the Unilever giant organization) sought a reversal of the decision of the trial judge that their television advertisements of Stork margarine did not contravene Reg. 9, Margarine Regulations, 1967—an action which their Lordships described as fierce but friendly—there were some piercing criticisms by the Court on the phrasing of the Regulations, which was described as “ridiculous”, “illogical” and as “absurdities”. They also remarked upon the fact that from 1971 to 1975, after the Regulations became operative, and seven years from the date they were made, no complaint from enforcement authorities and officers or the organizations normally consulted during the making of such regulations were made, until the Butter Information Council, protecting the interests of the dairy trade and dairy producers, suggested the long‐standing advertisements of Reg. 9. An example of how the interests of descriptions and uses of the word “butter” infringements of Reg. 9. An example af how the interests of enforcement, consumer protection, &c, are not identical with trade interests, who see in legislation, accepted by the first, as injuring sections of the trade. (There is no evidence that the Butter Information Council was one of the organizations consulted by the MAFF before making the Regulations.) The Independant Broadcasting Authority on receiving the Council's complaint and obtaining legal advice, banned plaintiffs' advertisements and suggested they seek a declaration that the said advertisements did not infringe the Regulations. This they did and were refused such a declaration by the trial judge in the Chancery Division, whereupon they went to the Court of Appeal, and it was here, in the course of a very thorough and searching examination of the question and, in particular, the Margarine Regulations, that His Appellate Lordship made use of the critical phrases we have quoted.

Financial assurance rules, also known as financial responsibility or bonding requirements, foster cost internalization by requiring potential polluters to demonstrate the financial resources necessary to compensate for environmental damage that may arise in the future. Accordingly, assurance is an important complement to liability rules, restoration obligations, and other regulatory compliance requirements. The paper reviews the need for assurance, given the prevalence of abandoned environmental obligations, and assesses the implementation of assurance rules in the United States. From the standpoint of both legal effectiveness and economic efficiency, assurance rules can be improved. On the whole, however, cost recovery, deterrence, and enforcement are significantly improved by the presence of existing assurance regulations.

Strategists long have advocated for incorporation of SMART objectives into communication campaigns but have failed to consider diversity, equity, and inclusion (DEI) as essential components. While the five elements of specificity, measurement, audience, realism, and time provide direction for the organization's success, non-DEI thinking often leads to unidirectional messaging which harms stakeholders and ultimately, organizations. By adopting SMART + IE objectives, campaign planners can ground the five SMART components with conversations about inclusion and equity so that the organization–public relationship does not become one-sided. Shifting from organization-centric efforts to socially responsible ones not only recognize traditionally marginalized community stakeholders, but it lifts their voices and participation in public relations programming. Incorporating DEI thinking as an organic element of the SMART + IE mindset could result in authentic action for moving public relations practice forward.

The purpose of this paper is to use relationship management theory to measure the impact of relationship cultivation on the employer-employee relationship. Specifically, the paper examines how well Kelly's (2001) conceptualization of stewardship can impact internal stakeholders.

Through intercept surveys of 421 adults, the paper used existing scales to measure dimensions of the employer-employee relationship and the participants’ perceptions of stewardship in the workplace.

This study found that the four dimensions of stewardship significantly impact feelings of trust, commitment, satisfaction, and balanced power between the employer and the employee. Additionally, increased use of stewardship resulted in increased involvement by employees.

The results of the paper offer several specific suggestions employers can do to communicate more effectively with their employees so that they are not only more informed but also feel more positively about the relationship they have with the employer.

Original stewardship scales were developed for the paper so that they can be tested in domains outside the nonprofit sector, where they have been routinely tested with donors and volunteers.