Cara Peters, Jeremy A. Shelton and Jane B. Thomas
The purpose of the present study is to examine the connection between the self‐concept and fashion consumer behaviors of senior females.
Abstract
Purpose
The purpose of the present study is to examine the connection between the self‐concept and fashion consumer behaviors of senior females.
Design/methodology/approach
Participants for the study (n=200) were recruited from 12 chapters of the Red Hat Society located in the Southeastern USA; they completed a self‐administered survey. Relational, individual and collective identities were measured via well‐established, pre‐existing scales. Statistical findings were used to examine how senior females with unique identities (i.e. relational, individual, and collective self‐concepts) differ in terms of their shopping behaviors and fashion orientation.
Findings
Statistical results from this study indicate that apparel purchase decisions for senior females are complex and involve issues beyond style, fit, and price. Information on how the identity groups differed from one another in the various shopping behaviors and their interest in fashion is identified.
Research limitations/implications
This study provides an examination into the complex self‐concept of older females and its link to fashion‐related consumer behaviors. Recommendations on how specific apparel retailers can better target senior females are presented.
Originality/value
Research regarding the complex fashion needs, and purchase decisions of senior females, is sparse. This research contributes to the literature on fashion and apparel by examining how different identities relate to various fashion consumer behaviors for women over 50.
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Keywords
Dong Liang, Wenjie Wang and Peter J. Thomas
Numerical and experimental results for different oncoming base-flow conditions indicate that nonuniform trailing edge blowing (NTEB) can expand the performance range of…
Abstract
Purpose
Numerical and experimental results for different oncoming base-flow conditions indicate that nonuniform trailing edge blowing (NTEB) can expand the performance range of compressors and reduce the thrust on the rotor, while the efficiency of the compressor can be improved by more than 2 per cent.
Design/methodology/approach
Relevant aerodynamic parameters, such as total pressure, ratio of efficiency and axial thrust, are calculated and analyzed under conditions with and without NTEB. Measurements are performed downstream of two adjacent stator blades, at seven equidistantly spaced reference locations. The experimental measurement of the interstage flow field used a dynamic four-hole probe with phase lock technique.
Findings
An axial low-speed single-stage compressor was established with flow field measurement system and nonuniform blowing system. NTEB was studied by means of numerical simulations and experiments, and it is found that the efficiency of the tested compressor can be improved by more than 2 per cent.
Originality/value
Unlike most of the previous research studies which mainly focused on the rotor/stator interaction and trailing edge uniform blowing, the research results summarized in the current paper on the stator/rotor interaction used inlet guide vanes for steady and unsteady calculations. An active control of the interstage flow field in a low-speed compressor was used to widen the working range and improve the performance of the compressor.
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Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Abstract
Purpose
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
For the vast majority of organizations, training is crucial to their prospects of achieving and sustaining competitive advantage. According to American writer Thomas J. Peters, training is so important that firms can never “overspend” in this area. Maybe so. But against an increasingly tougher economic background, company leaders are naturally looking to make employee development as cost‐effective as possible. To this end, a mounting number of organizations are turning towards online training to provide the solution. And why not? The mechanism permits a flexible approach that enables training to be supplied exactly when and where it is required. These just‐in‐time capabilities can mean a hefty saving on the distribution costs associated with the more conventional training courses. Any satisfaction at cutting the budget will, however, be short‐lived unless the format proves effective.
Practical implications
Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
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.
Details
Keywords
This article reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Abstract
Purpose
This article reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
In today's increasingly sink or swim business environment, only those organizations making the most of their key assets can hope to remain competitive. And as no one should need reminding that employees rank pretty highly on any list of such assets, its vitally important to focus on continually developing the skills and capabilities of the workforce. Thomas J. Peters once recommended dedicating huge resources to training. According to the US management consultant, there is no such thing as overspending in this area. Sure, it may be hard to disagree with his sentiments but most organizations have nowadays to cut their cloth accordingly. That means the training budget is inevitably subject to the same squeezing as everything else. But even in a world where you generally get what you pay for, less does not actually always have to mean less.
Practical implications
Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
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.
Details
Keywords
Sujo Thomas, Ritesh Patel and Viral Bhatt
Businesses embark on corporate social responsibility initiatives such as cause-related marketing (CRM) as a strategy to enhance behavioural intentions. This study was undertaken…
Abstract
Purpose
Businesses embark on corporate social responsibility initiatives such as cause-related marketing (CRM) as a strategy to enhance behavioural intentions. This study was undertaken due to the limited ability of the existing CRM literature to directly examine whether and how consumers’ trust affects the donation intention, specifically in the private-label grocery retailing context. This study employs social identity theory as a unified theory to explain the variables adopted and contributes to the body of knowledge on CRM-linked private-label consumption.
Design/methodology/approach
This study used SPSS 25 and AMOS to analyse the quantitative data. The structural equation modelling was adopted to test moderation and mediation effect and the sample consisted of 456 private-label grocery shoppers.
Findings
The findings of this study established that general trust in CRM alone would not translate into triggering donation intentions for CRM private-label brands and further validates the mediating role of trust in retailers’ CRM campaigns (TRCC) in shaping monetary donation intentions. Moreover, religious values confirmed a significant moderating role while translating TRCC to donation intention.
Research limitations/implications
The limitation of this study was the restricted focus on private labels. This research may be limited to only one private-label packaged product but may focus on other private-label products in future research.
Practical implications
This study has practical significance for advertising managers in designing and implementing campaigns. More specifically, it establishes that consumers who trust the CRM phenomenon and seek private-label products associated with CRM campaigns are likely to provide monetary donations towards non-profit organization (NPOs).
Originality/value
This information will help practitioners, including grocery retailers, NPO managers and advertising professionals, design effective CRM campaigns for private-label products by understanding the fundamental relationship between trust in CRM campaigns and monetary donation intentions.
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Lloyd L. Byars and Thomas C. Neil
Strategic planning is concerned with defining an organization's philosophy and mission, establishing long‐ and short‐range objectives to achieve that mission, and selecting the…
Abstract
Strategic planning is concerned with defining an organization's philosophy and mission, establishing long‐ and short‐range objectives to achieve that mission, and selecting the strategy to be used in achieving those objectives. As part of this process, developing an organization's philosophy and mission is crucial. Such a statement establishes the values, beliefs, and guidelines for the way the organization conducts its business and determines its relationship with its stakeholders—employees, customers, shareholders, suppliers, government, and the public at large.
A recent Fortune article went for the jugular, “Management consultants and business planners share a dirty little secret. Ninety percent of all strategies fail to get…
Abstract
A recent Fortune article went for the jugular, “Management consultants and business planners share a dirty little secret. Ninety percent of all strategies fail to get implemented.” The same article told the tale of a consultant who took a $3 billion company with no strategy and developed 200 separate Strategic Business Units. The issue is obvious. Given a company that couldn't execute one strategy, how do you suddenly take on 200 different ones — each requiring a different style, staff and skill?
Purpose – This chapter traces the creation of a market for strategy by management consulting firms during the second half of the twentieth century in order to demonstrate their…
Abstract
Purpose – This chapter traces the creation of a market for strategy by management consulting firms during the second half of the twentieth century in order to demonstrate their impact in shaping debates in the subject and demand for their services by corporate executives.
Design/methodology/approach – Using historical analysis, the chapter draws on institutional theory, including institutional isomorphism. It uses both primary and secondary data from the leading consulting firms to describe how consultants shifted from offering advice on organizational structure to corporate strategy and eventually to corporate legitimacy as a result of the changing economic and regulatory environment of the time.
Findings/originality/value – This study provides a historical context for the emergence of corporate and competitive strategy as an institutional practice in both the United States and around the world, and provides insights into how important this history can be in understanding the debates among consultants and academics during strategy's emergence as an academic subject and practical application.