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Previous research suggests that the compensation offered to customers after a service failure has to be substantial to make customer satisfaction surpass that of an error-free service. However, with the right service recovery strategy, it might be possible to reduce compensation size while maintaining happy customers. The aim of the current study is to test whether an anchoring technique can be used to achieve this goal.

After experiencing a service failure, participants were told that there is a standard size of the compensation for service failures. The size of this standard was different depending on condition. Thereafter, participants were asked how much they would demand to be satisfied with their customer experience.

The compensation demand was relatively high on average (1,000–1,400 SEK, ≈ $120). However, telling the participants that customers typically receive 200 SEK as compensation reduced their demand to about 800 SEK (Experiment 1)—an anchoring effect. Moreover, a precise anchoring point (a typical compensation of 247 SEK) generated a lower demand than rounded anchoring points, even when the rounded anchoring point was lower (200 SEK) than the precise counterpart (Experiment 2)—a precision effect.

Setting a low compensation standard—yet allowing customers to actually receive compensations above the standard—can make customers more satisfied while also saving resources in demand-what-you-want service recovery situations, in particular when the compensation standard is a precise value.

This study aims to examine managers’ considerations for leveraging management research for their work and the implications of such considerations on using inquiry-based learning (IBL) in customised executive education programmes (CEEPs) offered by business schools (b-schools).

The study proposes a conceptual framework that is validated using a single case study analysis. For the case study, semi-structured interviews were carried out with the top leadership of an organisation. Using the findings of the interviews, a survey was designed and administered to the managers of the organisation to further validate the findings.

This study identifies four considerations of the managers for leveraging management research. It analyses how faculty members can use IBL to design CEEPs to meet these considerations and link management research with managerial work.

The single organisational context in which the study was carried out and the small sample size of the survey can be seen as a limitation of this article to produce generalisable considerations of managers.

The findings in this study have practical implications on the design and teaching practices of using IBL in CEEPs.

The main contribution of this study is the conceptual framework for deciding the teaching practices of IBL in CEEPs. Another contribution is its analysis at the level of individual managers, which provides novel insights about the relationship between management research and managerial work.

The aim of this study is to test the assumption that ability to handle communication and liability of newness (LoN) is enhanced by academic entrepreneurship education and/or previous start‐up experience.

The data collection includes a questionnaire with a total sample of 392 responding entrepreneurs in Sweden. Statistical analyses are made between entrepreneurs with academic entrepreneurship education respectively previous start‐up experience.

The findings show that entrepreneurs with experience from entrepreneurship education report more developed communicative skills in the dimensions of openness as well as adaptation, whereas the dimension of other‐orientation is found to be learned by previous start‐up experience. When it comes to perceived problems related to LoN the differences between the groups were not as strong as assumed. However, the differences observed imply that also for handling LoN the authors identify a combined effect of possessing start‐up experience as well as experience from entrepreneurship education. Consequently, entrepreneurs with experience from both, show in total the most elaborated skills.

One way to improve future entrepreneurship educations is to make students more aware of the mutual profit in a business agreement and how to communicate this in a marketing situation. Another suggestion is to include starting business as a course work.

This study not only meets the call for actual outcome from entrepreneurship educations in terms of changed behaviour but also for interdisciplinary research in the entrepreneurship field in integrating leadership research with focus on communication.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

This study analyzed the explicitness, the salience of ethics and the transparency of messages in firms' social reports based on their significance to strategic corporate social responsibility (CSR) communication.

Drawing on institutional theory, this content analysis investigated 750 social reports from 125 firms for a ten-year period in liberal market economies (LMEs: US, UK), coordinated market economies (CMEs: Germany, Japan) and state-led market economies (SLMEs: France, South Korea).

First, firms in CMEs showed the highest level of transparency, and in all market economies, an overall trend of increase in the level of transparency was found. Second, firms in SLMEs communicated their CSR activities least explicitly. Third, firms in CMEs showed the lowest salience of ethics.

Useful theoretical as well as practical implications are provided in relation to the institutional perspective to CSR, and cross-national CSR communication.

The purpose of this paper is to examine the role of creative destruction as mediation between the speed of innovation and competitiveness of food small and medium enterprises (SMEs). Creative destruction that is competence-based and market-based is usually done by incumbent enterprises to create barrier to entry and widen the distance with similar businesses, then the role of creative destruction as a mediation to strengthen the competitiveness is investigated.

To test this, data were collected from 161 SMEs that is the food SME population in Great Malang covering three areas namely Malang Municipality, Malang Regency and Batu Municipality. warp partial least square-structural equation modeling (WarpPLS-SEM) was applied because parameter estimation with WarpPLS-SEM is very efficient because it has greater statistical requirements than other covariant-based methods, which is more likely to deliver results that match the population condition (significant if that is in fact significant in the population).

The pace of innovation development is very important to improve the competitiveness of food SMEs. The idea of innovation is quickly realized and products that enter the market faster have a greater chance to improve competitiveness through profit and productivity. The pace of innovation development enhances the competitiveness of food SMEs. This study proves that competitiveness can be increased once the pace of innovation development is followed by creative destruction. Creative destruction in this case is done through increased competence and maintain the innovations that have been achieved by food SMEs. Increased business competence could be conducted through cost efficiency enhancing product quality and improving worker skill. It is conducted while maintaining the achieved innovation to strengthen the market network customer service and innovation in product packaging. The government’s role is proven not to strengthen the relationship of the pace of innovation development and competitiveness of food SMEs. The role of the government is reflected through credit facilities business licensing promotion marketing and training. These have been carried out by the government. Nevertheless, these activities do not generate widespread impact in strengthening the pace of innovation development to enhance the competitiveness of food SMEs.

The main limitation of this study is that it analyzes processed foods and innovations in general. Future research should investigate one type of processed food based on the typology of innovation so as to provide more effective and efficient recommendations.

This is the first known analysis of innovation speed and creative destruction for SMEs of food sector.