Kathleen Mortimer and Sally Laurie
Although integrated marketing communication (IMC) is generally accepted as the way forward by academics and practitioners, there is a shortage of research into the challenges that…
Abstract
Purpose
Although integrated marketing communication (IMC) is generally accepted as the way forward by academics and practitioners, there is a shortage of research into the challenges that clients face in implementing the process, particularly in the UK. This paper aims to address these issues by examining how UK clients perceive the barriers to implementation, with reference to the conflict theory of decision-making and the social exchange theory from the change management literature.
Design/methodology/approach
The study adopted a critical realism approach and collected data through an on-line questionnaire to an expert panel of UK clients, which generated some rich qualitative data. The experts were asked to comment on four statements developed from the literature which captured the main challenges identified in previous research.
Findings
The results indicate that UK clients are facing similar barriers to those evident in other countries more than a decade ago. Three main obstacles are identified. First, some clients still find IMC difficult to understand and therefore may avoid change because of the high level of risk involved. Second, marketing departments lack control or influence over other parts of the organisation, due in some cases to lack of representation at board level. Finally, agencies do not have a clear role in the implementation of IMC.
Originality/value
The paper is of value because it specifically investigates the UK client perspective, which is presently sparse in the literature and updates the knowledge on barriers to implementation. It underpins this discussion with reference to change management theories. The paper also examines the support being provided by industry bodies and questions their effectiveness.
Details
Keywords
Jeanne Brett, Laurie Weingart and Mara Olekalns
Understanding how dyadic negotiations and group decision processes evolve over time requires specifying the basic elements of process, modeling the configuration of those elements…
Abstract
Understanding how dyadic negotiations and group decision processes evolve over time requires specifying the basic elements of process, modeling the configuration of those elements over time, and providing a theoretical explanation for that configuration. We propose a bead metaphor for conceptualizing the basic elements of the group negotiation process and then “string” the beads of behavior in a helix framework to model the process by which group negotiations evolve. Our theorizing draws on the group decision development literature (e.g. Bales, 1953; Poole, 1981, 1983a, b; Poole & Roth, 1989a, b) as well as on the negotiation process literature (e.g. Gulliver, 1979; Morley & Stephenson, 1977). Our examples are from our Towers Market studies of negotiating groups.
The purpose of this paper is to examine to what extent service delivery in the Canadian federal government actually improved after a decade of reform efforts, and how employee…
Abstract
Purpose
The purpose of this paper is to examine to what extent service delivery in the Canadian federal government actually improved after a decade of reform efforts, and how employee empowerment accounted for any improvements that arose.
Design/methodology/approach
Five focus group interviews were conducted in 2002 with federal government employees involved in service delivery. Interview transcripts were content analyzed. The employee empowerment and service quality literatures, including critical perspectives, provide the theoretical underpinnings of the study.
Findings
Productivity and service enhancement did materialize, but little empowerment occurred. Work intensification was revealed. The shortcomings of applying private sector‐style definitions of productivity to the public sector were identified.
Research limitations/implications
Study findings have limited generalizability due to small sample size. Findings must be verified through additional research. Comparative findings from countries that introduced service reforms more comprehensively than did Canada would be of interest.
Practical implications
Public sector efforts to improve service delivery should address possible material barriers affecting service delivery and pay more attention to employee needs. The efficacy of quantitative performance targets should be re‐examined.
Originality/value
The outcomes of a public service reform initiative intended to improve service quality by allegedly empowering front‐line workers are presented from an employee perspective. As there is limited empirical research done on this topic from that perspective it should be of general interest to researchers in the fields of public policy and human resources management.