Roger Bennett and Sharmila Savani
The purpose of this paper is to examine the state of readiness of large UK based retailing companies for the introduction of ubiquitous computing (U‐computing) retailing…
Abstract
Purpose
The purpose of this paper is to examine the state of readiness of large UK based retailing companies for the introduction of ubiquitous computing (U‐computing) retailing applications.
Design/methodology/approach
A questionnaire was distributed to a sampling frame of large British retailers, leading to 255 responses. The document contained items concerning, inter alia, a firm's level of preparedness, managerial attitudes towards and support for U‐computing applications, strategic fit and pre‐existing IT capacities.
Findings
A third of the respondents reported the existence of a “good fit” between U‐computing retail applications and their companies' products, activities and core competencies. However, only 20 per cent of the sample appeared to be well‐prepared for the introduction of U‐computing. There was little evidence of the sample enterprises adopting strategic approaches to implementation.
Research limitations/implications
Only a minority of the firms in the sampling frame participated in the research and the sample size was modest. Data were self‐reported and only a single country was considered. The study concerned just large businesses.
Practical implications
The outcomes suggest a widespread “wait and see” approach towards U‐computing among the sample businesses and a distinct lack of strategic thinking regarding implementation.
Originality/value
This is the first empirical study to explore the prospective introduction to British retailing of a new technology that possesses the potential to revolutionise the operations of UK retailing firms.
Details
Keywords
Roger Bennett and Sharmila Savani
Extensive research has been undertaken into the proposition that certain organisational arrangements and working methods (e.g. centralisation, functional specialisation…
Abstract
Extensive research has been undertaken into the proposition that certain organisational arrangements and working methods (e.g. centralisation, functional specialisation, multi‐disciplinary teamworking and training, organisation‐wide reward systems) influence the levels of dysfunctional conflict in businesses. The present study assessed the relevance of these variables for explaining the existence of conflict between marketing and other departments within non‐profit organisations. Additionally the investigation examined the role of “psychological distance” (a construct borrowed from the international marketing literature) as a possible determinant of conflict. A total of 148 marketing managers of large UK charities completed a questionnaire exploring these matters. It emerged that several of the factors known to mitigate dysfunctional conflict in the commercial world exerted similar effects in many of the sample charities. Psychological distance was significantly associated with both the presence of dysfunctional conflict within a charity and the manners whereby conflict resulted in adverse organisational consequences.
Details
Keywords
Rita Kottasz, Roger Bennett, Sharmila Savani and Rehnuma Ali‐Choudhury
The purpose of this paper is to determine the potential contributions of corporate art collections (CACs) to the process of corporate identity management within companies.
Abstract
Purpose
The purpose of this paper is to determine the potential contributions of corporate art collections (CACs) to the process of corporate identity management within companies.
Design/methodology/approach
Respondents in 181 enterprises in nine different countries completed a questionnaire concerning the roles of CACs in symbolising a firm's core values and culture, influencing the attitudes and behaviour of employees, and developing a company's external image. A regression analysis identified the variables that determined the primary roles of CACs in particular businesses.
Findings
CACs were routinely employed to facilitate marketing communications (internal as well as external) and to project corporate identities, including aspects related to a company's core values. Additionally collections were frequently used to symbolise core values to a firm's employees.
Research limitations/implications
Less than a majority of the sampling frame returned the questionnaire. Only a single manager was approached in each enterprise. Case studies of the roles of different kinds of CAC (classical, contemporary, etc.) in disparate industry sectors are required.
Practical implications
The results demonstrate that CACs represent a powerful marketing communications weapon capable both of attracting clients and developing corporate identity.
Originality/value
More than half the Fortune 500 companies and around 2000 other major enterprises in Europe and North America now collect art. This research was the first ever to investigate the use of CACs for marketing (especially corporate identity building) purposes.
Details
Keywords
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…
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.