Search results

The purpose of this paper is to introduce a representation scheme that helps original equipment manufacturers and their customers choose between different constellations of visibility‐based service.

The paper uses conceptual modeling and analysis of visibility‐based service infusion using demand‐supply chain representations.

In the context of service infusion, increased visibility refers to the improved tracking, retention, and sharing of evidence on which service requirements are based. A representation model of three distinct provider‐customer constellations is conceptualize that reflects specific types of visibility: collaborative service supply chain management: condition‐based maintenance as a service: and visibility‐based asset management. The representation is a useful tool for comparing manufacturers' optional service strategies from the perspective of the demand‐supply chain view. The constellations vary in terms of the type of visibility provided by the customer, the provider's use of this visibility, and the potential benefits and costs of transitioning between constellations.

The demand‐supply chain representations of visibility‐based service infusion are based on conceptual modeling and a literature review. Empirical research is needed to validate the use of the proposed representation for purposes of making comparative choices, and for exploring other purposes in decision making beyond that of comparative choice.

A tool for customers considering the benefits of visibility‐based services, comparative representation of constellations can help providers formulate better strategies for introducing visibility‐based services in a customer relationship.

The study combines supply chain theory with the service infusion literature in a novel way to produce a framework for comparative representation and decision making in visibility‐based service infusion.

The purpose of this paper is to explore empirically and theoretically collaborations, which small entrepreneurial firms establish with other firms, stemming from innovation processes within the original firm.

The article advances “entrepreneurship as practice” (EaP) using practice theory, employing specifically the concept of constellations. Three specific constellations emerge, each characterized by particular practices, purposes and outcomes. The empirical material stems from a collective case study of 32 entrepreneurial firms regarding 40 innovation projects.

The findings suggest that innovation practices in entrepreneurial firms stimulate new collaborations forming specific constellations, which in turn lead to learning and further innovation.

The theoretical framework developed extends EaP and practice theory by casting light on how constellations are, their forms, shapes and outcomes. The findings extend existing research on collaboration for innovation and contribute to practice theory by modeling different constellations and their structures.

The practical implications of the findings for entrepreneurial firms arise from understandings of how different constellations may influence further learning and innovation.

The originality of the study is the identification and exposition of distinctive constellations of collaboration stemming from entrepreneurial innovation. This study exposes that innovation is differently open, whether the collaboration is interdependent, incorporated into the collaboration or independent from the other collaborative partners, with implications for learning and for innovation outcomes. The findings give insight into the enabling and limiting factors of each constellation, factors which may facilitate or hinder learning and innovation.

In October 2004, Mr. Richard Sands, CEO of Constellation Brands, evaluated the potential purchase of The Robert Mondavi Corporation. Sands felt that Mondavi's wine beverage products would fit into the Constellation portfolio of alcohol beverage brands, and the opportunity to purchase Mondavi for a highly favorable price was quite possible due to recent management turmoil at that company. However, should it be purchased, strategic and operational changes would be necessary in order to fully achieve Mondavi's potential value. In making a decision, students need to consider the attractiveness of the wine industry, its changing structure, its share of the overall market for beverages, and rival firms' strategies. As rival bidders may emerge for Mondavi's brands, Constellation must offer a price that demonstrates its serious intent to acquire Mondavi.

This contribution aims to evaluate structural team constellations (STCs) – a team intervention related to the better known family structure constellations.

In total, 67 team members from 14 working teams carried out an STC. They were surveyed at three measuring points by means of a questionnaire on their evaluation of task and relationship conflicts and on their satisfaction with the therapeutic alliance with the constellator.

Stable decreases were shown in both conflict variables. Participants who evaluated the conflict variables more positively over the course of time were also more satisfied with the therapeutic alliance with the constellator.

Given the low time requirements involved, STCs can be considered recommendable compared with other team interventions.

Although constellations are experiencing a boom in German‐speaking countries, there are hardly any studies in English on this method. This paper is one of the first contributions towards the establishment of the method in the Anglo‐American area.

The purpose of this paper is to explore the effects of fashion weeks on brand constellations of participating fashion companies in social media.

The study analyses how brand constellations take form for seven Swedish fashion companies before, during and after Fashion Week Stockholm. In total, 3,449 user-generated contents referring to the sampled brands were collected and analysed.

On average, brand constellations of participating companies are increasingly incorporating other participating brands as a result of the fashion week. Based on the presented results, four brand constellation outcomes for participating fashion companies are identified: brand constellation amplification, concentration, division and dilution.

As this paper is focussed on the Swedish market, additional results from fashion weeks taking place in other cities would be beneficial to verify the four brand constellation outcomes.

The results question the resilience of professionally curated brand constellations due to the emergence of user-driven constellations that also shape the position of fashion brands. Therefore, this development can potentially have a considerable impact on often carefully orchestrated brand positioning strategies executed by fashion companies.

Digitally fuelled interdependences of brand constellations by professionals and consumers attest to the dilution of borders between consumers and producers.

This paper contributes to the field of fashion marketing and management by identifying four different brand constellation outcomes in social media for participating fashion companies as a result of fashion weeks and how to managerially handle these respective outcomes.

Challenging, novel, and educational experiences are critical contributors to effective leader and follower development, in part, because such developmental experiences enable people to reconceptualize their perceptions about the traits and characteristics of effective leaders, or their implicit leadership theory (ILT). To understand how ILTs develop throughout developmental experiences, we examine the ILTs of 276 undergraduate students at the beginning and end of their first year of college. Using an open-ended ILT response format, a unique ILT trait of integrity emerged along with the dominant ILT traits of sensitivity, charisma, and dedication identified in previous literature. Overcoming limitations of the factor-based ILT approach, we investigate the development of ILT constellations, allowing a holistic picture of ILTs and how they throughout a developmental experience. Based on cluster analyses, four constellations of ILT themes emerged. Participants shifted to different ILT constellations after a year in college, moving from a non-descript, varied constellation toward constellations with clearly defined, dominant themes. Exploratory analysis revealed that completion of leadership coursework partially explains the shift towards more descript ILT constellations. Results have implications for new methods of future research using the ILTs constellation perspective and the practice of undergraduate leadership education in facilitating leader development among college students.

The purpose of this paper is to investigate how the service constellation perspective affects innovation strategies and potentially contributes to the innovation literature, proposing a research agenda.

By analyzing the notion of a service constellation, the authors provide an overview of major implications for service innovation research and practice.

Firms and service innovation researchers need to focus on the perceived consumer value of the constellation rather than on individual services. The authors illustrate how service innovation from the constellation perspective requires coordination and synchronization between projects and different approaches to portfolio management and screening.

Adoption of the service constellation perspective creates new opportunities.

The purpose of this paper is to examine the role that enduring consumer emotional traits play in brand constellation formation. Theories of self-image and brand-image congruence are used as the foundation to explain how complex brand constellations are a reflection of emotional dispositions.

A clustering technique based on 24 consumption emotion set items was used to analyze data from 287 consumers and 66 different consumer brands. A conjoint analysis was also performed to examine the degree of brand congruence within each cluster.

Results reveal four unique consumer clusters (Sad, Passionate, Joyful, and Balanced Middle) with unique brand constellations and differing degrees of brand congruence. Of significance is the Sad cluster, which shows a strong brand congruence to seemingly hedonic products.

Given the nature of self-reported data, an inherent potential bias because of a single source for both dependent and independent variables exists. Also, this research design is based on an inductive form of reasoning, and thus, results may not be falsifiable.

Implications of brand constellations based on emotional dispositions for marketing theory and practice are discussed. Given this exploratory research on brand constellations defined by emotional disposition, limitations and avenues for future research are also presented.

In this paper, the consumer’s enduring psychological traits act as the grouping mechanism, and from this psychometric profile, brands group to reflect the collective self-image of consumers based on emotional disposition. By introducing the emotional disposition approach to constellation formation, the authors demonstrate that psychometric variables offer a new methodology by which brands may be categorized.

Using a cluster analysis to essentially reverse-engineer consumption patterns is novel and reflects a valid approach toward demonstrating how otherwise unrelated brands may be consumed together.

This paper introduces a new approach to diagnosing issues, be they individual, departmental, or for the whole group of companies. It gives a very basic outline about constellations and focuses on their practical uses. Some key themes are highlighted that underpin the approach. The author shows how the underlying ideas associated with constellations can be used without necessarily doing a constellation. Using this approach speeds up the process of understanding issues. The underlying themes may also inform your way of approaching work without having to undertake a constellation. “Organisational constellations” is a relatively new technique within organisations, particularly in the UK. It is so powerful in its clarity of diagnosis, speed and potential for option‐testing that all managers and directors would benefit from its use.

To achieve persistent superior performance, a firm needs competitive advantages, a constellation of them. Superior firms typically do not do just one thing well, they often excel in multiple aspects. Nurturing an evolving constellation of multiple advantages and undertaking timely renewals help carry the firm through competition over time. To maintain healthy dynamics of a firm’s constellation of advantage, the following tasks should be carefully attended to: establishment of dominant advantage which defines the firm’s core purpose and identity; accumulation of supporting advantages to complete the constellation; amplification of complementary advantages for maximum performance; trade‐off among competing advantages for long‐term viability; and renewal of both dominant and supporting advantages, in adaptation to changes in the firm, competition, and the general environment. Knowledge of the relationship between and interaction of multiple advantages is essential for managing a firm’s advantage constellation, a critical challenge facing general managers.