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Article
Publication date: 1 September 2004

Jeffrey Michael Cancino and Roger Enriquez

A survey of the literature shows that researchers have assessed the social processes of retaliation among adversarial crime prone populations. However, notably absent from this…

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Abstract

A survey of the literature shows that researchers have assessed the social processes of retaliation among adversarial crime prone populations. However, notably absent from this research is the study of peer retaliation among non‐adversarial and less crime prone populations, such as police officers. The underlying theoretical premise is that peer retaliation, defined here as a mechanism of social control, operates under prevailing police culture conditions.Using focus group interviews collected from one large Southwestern police department, content analysis is used to qualitatively examine the influence of peer retaliation on officer deviance (i.e. reporting incidents of illegal force). The results show that officers' rationalize peer retaliation according to morality and deterrence; while, types of retaliation sanctioned against peers include ostracism and no cover. The implications of these findings are considered.

Details

Policing: An International Journal of Police Strategies & Management, vol. 27 no. 3
Type: Research Article
ISSN: 1363-951X

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Case study
Publication date: 23 July 2024

Syeda Ikrama and Syeda Maseeha Qumer

This case study is intended to help students to evaluate Kavak’s business model, examine the global expansion strategy of Kavak, analyze the competitive strategy adopted by Kavak…

Abstract

Learning outcomes

This case study is intended to help students to evaluate Kavak’s business model, examine the global expansion strategy of Kavak, analyze the competitive strategy adopted by Kavak, recognize the ways in which Kavak leveraged technology in all its business operations, examine the key challenges faced by Kavak in the fragmented Latin American as well as global used car market and explore strategies that Kavak can adopt in future to maintain its dominance in the global used car market.

Case overview/synopsis

This case study is about the meteoric rise of Kavak, a Mexican used car retailer that aimed to disrupt the emerging pre-owned car markets with its unique value propositions and compelling global expansion strategy. Co-founded in 2016 by Carlos García Ottati (Ottati), in Mexico City, Kavak emerged as an end-to-end solution to buy, manage, sell and finance pre-owned cars. Using pricing algorithms driven by artificial intelligence and machine learning-based inspection tools and personalized recommendations, Kavak reshaped the mobility sector in the Latin American and Middle Eastern regions. In a mere six years of operation, the company established its presence in nine countries: Argentina, Brazil, Chile, Colombia, Mexico, Peru, Turkey, the UAE and Oman. Kavak’s innovative yet simple business model ensured transparency and guarantees in all its transactions where reconditioned vehicles were sold to thousands of customers through its e-commerce platform as well as a network of brick-and-mortar hubs. Its in-house financing arm Kavak Capital was at the core of its business model, as it offered affordable leasing options, making car ownership possible for both first- and second-time car owners within just a few minutes of applying. The platform had an inventory of 40,000 vehicles as of 2023 with more than 50% of Kavak’s sales being financed by Kavak Capital. The case study discusses the challenges faced by Kavak in the fragmented used car market including rising interest rates for vehicle loans, managing capital-intensive operations, rising competition and external economic headwinds such as inflation and slowing economic growth. Going forward, the challenge before Ottati and his team was how to make profits, build customer trust, attract customers and achieve global success.

Complexity academic level

This case study is suitable for MBA/MS level and is designed to be a part of the business strategy/and international business curriculum.

Subject code

CSS: 5: International business.

Supplementary materials

Teaching notes are available for educators only.

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Article
Publication date: 6 September 2011

Roger Bennett and Sharmila Savani

The purposes of the study are: to determine the prevalence of complaints systems within human services charities (HSCs); to identify the determinants of the adoption of complaints…

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Abstract

Purpose

The purposes of the study are: to determine the prevalence of complaints systems within human services charities (HSCs); to identify the determinants of the adoption of complaints procedures; and to assess the outcome of strategic (rather than ad hoc) approaches to complaints management.

Design/methodology/approach

A review of the literature is used to propose a model of the antecedents and outcomes of the adoption of a formal complaints‐handling system. A questionnaire survey is then conducted among a sample of 251 HSCs in the UK with annual incomes in excess of £1 million. The data are utilised to assess the prevalence of formal complaints procedures, potential antecedents to the adoption of such a system, and whether the application of strategic approaches to complaint management leads to greater managerial satisfaction with the system.

Findings

The prevalence of formal complaints‐handling procedures in UK charities is increasing. Such systems are less common in smaller HSCs with little statutory funding and low levels of listening orientation. In contrast, strategic approaches to formal complaints systems tend to be high in charities characterised by: learning, listening and client orientation; sectors in which beneficiaries can easily switch to alternative service providers; and clients who depend heavily on the charity's assistance.

Research limitations/implications

Fewer than half of the charities in the research population returned the questionnaire. The data were self‐reported. Only one category of charities (HSCs) was considered. The study was undertaken in a single country.

Practical implications

Organizational antecedents of the adoption of strategic approaches to complaint management should be encouraged. Steps should be implemented to remove frequent causes of complaints against HSCs.

Originality/value

This is the first study to model and test potential antecedents of strategic approaches to the implementation of formal complaints‐handling procedures within the charity sector and to relate strategic approaches to satisfaction with complaints systems.

Details

Managing Service Quality: An International Journal, vol. 21 no. 5
Type: Research Article
ISSN: 0960-4529

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Book part
Publication date: 14 February 2022

Peter (Zak) Zakrzewski

Abstract

Details

Designing XR: A Rhetorical Design Perspective for the Ecology of Human+Computer Systems
Type: Book
ISBN: 978-1-80262-366-6

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Article
Publication date: 28 February 2023

Behzad Abbasnejad, Sahar Soltani and Peter Wong

Most educational institutions worldwide have shifted to online teaching and learning approaches to mitigate risks imposed by the COVID-19 pandemic. This causes several issues…

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Abstract

Purpose

Most educational institutions worldwide have shifted to online teaching and learning approaches to mitigate risks imposed by the COVID-19 pandemic. This causes several issues, particularly in delivering the construction management (CM) courses which require site visits, interpreting technical drawings and developing 3D building models. This paper aims to identify the key strategies for online learning and teaching adopted during the COVID-19 pandemic and to investigate the implications for construction management education.

Design/methodology/approach

The research approach is twofold. First, the study presents a systematic literature review (SLR) through a synthesis of the existing literature to identify the key strategies and lessons learned about online education during the COVID-19 pandemic in tertiary programs. It also discusses their implications in the context of the construction management (CM) sector in particular. Secondly, the authors shared their hands-on experience as construction management course facilitators – using the autoethnography approach – during the COVID-19 crisis.

Findings

In addition to identifying the key strategies such as online course delivery and assessments, the paper critically discusses the barriers to online learning and teaching, including (1) the technological and infrastructure barriers; (2) required online teaching skills and competencies; (3) issues surrounding mental health and wellbeing; (4) lack of consistency in the online delivery of various courses in a given program (5) difficulties around students' engagement and (6) the course characteristics and requirements.

Originality/value

The study offers some implications and recommendations not only for educational institutions and staff but also for vendors of online course delivery software. To prepare educational institutions for future online course delivery, the paper proposes several strategies. These include developing a set of guidelines for online course delivery, incorporating online teaching training modules into the recruitment process for academic staff, applying agile and resilience teaching and learning methods, wellbeing and mental health support and continuously improving course features to adapt to the online environment.

Details

Smart and Sustainable Built Environment, vol. 13 no. 4
Type: Research Article
ISSN: 2046-6099

Keywords

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