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The mythological ‘Daily Me’. At the recent NetMedia 97 conference at City University I watched a presentation by Steve Yelvington, Editor of the Star Tribune Online in Minneapolis. He was describing the development of an intelligent agent system called MOM (My Own Matrix) that the Star Tribune is developing to serve the needs of its readers.

The public relations industry is aware of the need for research and evaluation. It has not kept up with the relevant research and technologies which can provide a wide range of powerful R&E solutions. A number of other disciplines are becoming expert at evaluating PR. The history of development of R&E solutions for the PR industry is one of excellent opportunities largely misunderstood and little used even by a number of evaluation vendors. Reviews some current practices and offers the application of new technologies to aid the development of effective corporate communication. The proposed technology can be drawn from content and semantic analysis research and search engine development, neural networks and data‐mining software. This combines to offer powerful and effective planning research and evaluation solutions in a period of transition from print to Internet public relations practice.

This paper uses practice theory to strengthen the theoretical relationship between customer engagement (CE) and value cocreation (VCC), thereby demonstrating how customers may become engaged and remain engaged through VCC practices.

The study adopts a problematization approach to identify shared assumptions evident in service-dominant logic (SDL) and CE research. Practice theory, as a higher-order perspective, is used to integrate the iterative and cyclical processes of VCC and CE, specifically through the theoretical mechanism of habitus.

Habitus acts as a customer value lens and provides a bridging concept to demonstrate how VCC and CE are joined via sensemaking processes. These processes determine how customers perceive, assess, and evaluate value, how they become engaged through VCC, and how their experience of engagement may lead to further VCC practice. The temporally bound experiences, states, and episodes are accumulated and aggregated through an enduring customer value lens comprised of habituated dispositions, interests, and attitudes.

This work responds to calls for research to strengthen the theoretical link between VCC and CE and to take account of customers' lived realities and their contextualized experiences. A key suggestion for future research is the use of a rope metaphor to stimulate thinking about the complex, temporally unfolding, and interrelated processes of VCC and CE.

The customer value lens and CE rope are introduced to simplify the complex, abstract, theoretical research on VCC and CE for a nonacademic audience. To understand how customers' value lenses are formed and change, and how a CE rope is strengthened, firms, service designers, and practitioners need to understand sensemaking processes through customer narratives and to use platforms and feedback to support and trigger sensemaking.

This paper provides a theoretical mechanism to explain the iterative and cyclical nature of VCC and CE processes and how accumulation and aggregation occur in these processes. In doing so, it demonstrates that CE occurs by virtue of, and is typified by, sensemaking processes that reproduce and shape a customer's habituated value lens, which perceives, assesses, and determines VCC and thus provides a basis for further customer engagement.

The role of discipline in achieving higher academic and workplace performance is receiving increasing attention; however, research into student discipline has historically centred on schools. The purpose of this paper is to explore how university students from multiple faculties and at different stages of academic progression understand discipline in higher education, with the aim to investigate how graduates could become more disciplined and more work ready.

This study adopted a qualitative exploratory approach. Semi-structured interviews were conducted with university students and analysed using thematic analysis.

The students viewed discipline as internally driven as opposed to being enforced externally, which is often the case in schools. Five main themes were identified as discipline dimensions: “focus”, “intention”, “responsibility”, “structure” and “time” (F.I.R.S.T.).

A new concept of discipline is presented, underpinned by a conceptual framework comprised of self-determination, goal-setting, self-efficacy, self-regulation and time management principles. A “Threshold Concept of Discipline”, a hierarchical four-layered concept that develops over time for every individual with the ultimate level being “Creative Discipline”, is proposed. These findings illuminate learning strategies that higher education institutions can use to further enhance learning and increase the work readiness of their graduates. Such strategies can empower students who aspire to perform at a higher level and to become true professionals.

For those who manage products with “brand” names, either consumer or B2B, it's a struggle to dilute manage‐ment theory and strategy lessons down to typical tasks faced day‐to‐day.

The purpose of this paper is to introduce the literary authority of qualitative management accounting field research (QMAFR) and its interconnectedness with the scientific authority of this form of research.

The paper adopts a non‐positivist perspective on the writing/authoring of QMAFR. The paper illustrates its arguments by analysing how the field is written/authored in two well‐known examples of qualitative management accounting research, using Golden‐Biddle and Locke's framework as a way of initiating an understanding of how field research attains its “convincingness”.

The paper finds that these two examples of QMAFR attain their convincingness by authoring a strong sense of authenticity and plausibility, adopting writing strategies that signal the authority of the researcher and their figuration of the “facts”.

The paper argues for a more aesthetically informed consideration of the “goodness” of non‐positivist QMAFR, arguing that its scientific and aesthetic forms of authority are ultimately intertwined.

This paper has practical implications for informing the ways in which QMAFR is read and written, arguing for greater experimentation in terms of its narration.

The value of this paper lies in its recognition of the authorial and aesthetic nature of QMAFR, as well as it potential to encourage debate, reflection and changed practices within the community of scholars interested in this form of research.

This study aims to investigate an under-researched area, the impact of causal attributions (i.e. causal stability and company-related/-unrelated attributions) on salespeople’s job satisfaction following their performance appraisal.

A pre-test and a between-subjects experimental study test the effect of accurate or biased perceptions of causal attributions on salespeople’s job satisfaction. Data collected from 209 salespeople provide evidence that they make perceptual attribution errors in their appraisals of the performance outcome they achieve or do not achieve.

When salespeople correctly attribute their performance, causal stability affects their job satisfaction. However, company-related attributions affect their satisfaction only in the case of a poor performance outcome. As expected, salespeople who make biased attributions experience misattributed or “unwarranted” satisfaction or dissatisfaction, a higher or lower satisfaction level than they would have experienced had they made proper causal attributions.

Using Weiner’s theory of emotion and motivation as a theoretical framework, this study confirms that cognitive appraisals of event outcomes (in this case performance reviews) impacts salespeople’s emotional experience. Furthermore, causal ascriptions following the salesperson’s performance appraisal affect job satisfaction.

This study discusses how managers can ensure the continued satisfaction of their salespeople, which constitutes a stable source of motivation, by understanding their performance attributions.

This study introduces a new concept of misattributed job satisfaction or dissatisfaction. While anecdotally some scholars have investigated when salespeople play “the blame game”, this study shows how salespeople correctly or incorrectly ascribe blame for the outcomes and the impact on job satisfaction.

Human capital theory suggests that any increase in skills translates into greater productivity of the workforce. Non-cognitive skills, in particular, play a critical role in many domains in life. The aim of this study is to gain a greater understanding of one such skill, discipline. Viewing discipline as a tool for enhancing learning, personal development and increasing overall achievement, this study offers an alternative way to measure discipline in higher education.

This paper presents the results of an online survey of 537 current students and recent graduates from the United States, South Korea and China. Principal component analysis was used to test the overarching assumption that student discipline is composed of five dimensions. Multiple analysis of variance (ANOVA) with post hoc analyses and t-tests were applied to test for country and gender-related differences between the three country groups. Cluster analysis was used to profile the respondent groups based on similarities across the samples.

The results confirm that student discipline is a construct comprising five discipline dimensions – focus, intention, responsibility, structure and time (F.I.R.S.T). In addition, the identification of low, medium and high discipline levels among the respondents provides support for the recently introduced concept of a layered “threshold of Discipline”.

A F.I.R.S.T. discipline measurement questionnaire for capturing student discipline – underpinned by a conceptual model encompassing self-determination, goal setting, self-efficacy, self-regulation and time management principles – was developed and tested. Suggestions for enhancing graduate work readiness through increasing levels of the skill of discipline are outlined.

The paper revisits the intellectual roots of grounded theory and aims to analyze the consistency of the method used in grounded theory research in accounting. About 23 papers are identified and analysed.

The paper is an analytical review of the research literature. It uses four fundamental canons of grounded theory to analyze accounting research.

Some accounting researchers who have used the label “grounded theory” for their research have misunderstood or not applied the core canons of grounded theory established by Glaser and Strauss and developed with diversity in other disciplines. Most claim to follow the specific approach of Strauss and Corbin, but the published research shows limited explication of method.

Since Parker and Roffey in 1997, there has been no analysis and re‐evaluation of the burgeoning academic accounting literature using grounded theory. While celebrating the growth of this research, the paper does raise concerns about the lack of consistency of grounded theory research in accounting with the central canons of grounded theory, and it provides some directions for future grounded theory research by encouraging accounting researchers who wish to use grounded theory to engage more strongly in understanding the method and providing transparent explanations of their data collection and analysis methods.

The purpose of this paper is to extend the People Value Stream concept further by developing a view of what the world would look like through the eyes of a positive psychology employee-centred lens. The authors hope to provide a frame for further discussion, research and practical application in this area.

In this conceptual paper, the authors draw on their collective 120 plus years of experience with Lean and Human Resource Management through leading, teaching, researching and consulting in the area.

The People Value Stream concept is extended here by ideating how the “Voice of the Employee” could be used to enhance the existing knowledge of Lean. Relying on a range of cognitive psychological theories, particularly Self-Determination Theory, the authors show how it might be possible to develop a highly engaged workforce primarily by unlocking their intrinsic motivation through a “Self-Development and Growth Cycle”. This cycle is the people-improvement version of the seminal Deming process-improvement PDCA cycle. It can be applied within a job crafting “Personal Cockpit”. The authors also highlight a range of outputs and wider implications that create a pull for team leaders and senior management wishing to move to a real Servant Leader model. It will also help those developing and supporting people-related policies and procedures both within organisations and in trade unions.

This paper turns the existing literature about people within Lean upside down. To the best of the authors’ knowledge, for the first time in an academic paper, it discusses what would be the implications for the Lean world if the authors truly started understanding and deploying the explicit “Voice of the Employee” rather than just the established Lean “Voice of the Owner”-led Hoshin Kanri approach. The authors show how a lack of knowledge in these areas by the Lean community is limiting Lean’s engagement of people and its sustainability.