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The purpose of this paper is to propose a tool that generates authority files to be integrated with linked data by means of learning rules. AUTHORIS is software developed to enhance authority control and information exchange among bibliographic and non-bibliographic entities.

The article analyzes different methods previously developed for authority control as well as IFLA and ALA standards for managing bibliographic records. Semantic Web technologies are also evaluated. AUTHORIS relies on Drupal and incorporates the protocols of Dublin Core, SIOC, SKOS and FOAF. The tool has also taken into account the obsolescence of MARC and its substitution by FRBR and RDA. Its effectiveness was evaluated applying a learning test proposed by RDA. Over 80 percent of the actions were carried out correctly.

The use of learning rules and the facilities of linked data make it easier for information organizations to reutilize products for authority control and distribute them in a fair and efficient manner.

The ISAD-G records were the ones presenting most errors. EAD was found to be second in the number of errors produced. The rest of the formats – MARC 21, Dublin Core, FRAD, RDF, OWL, XBRL and FOAF – showed fewer than 20 errors in total.

AUTHORIS offers institutions the means of sharing data with a high level of stability, helping to detect records that are duplicated and contributing to lexical disambiguation and data enrichment.

The software combines the facilities of linked data, the potency of the algorithms for converting bibliographic data, and the precision of learning rules.

The textiles, clothing, and footwear (TCF) industry has struggled in Australia since the government commenced dismantling tariffs. By sourcing from Asia, middlemen undercut established suppliers, and retail chains set benchmark low prices with their imported “house” labels. The policy‐makers predicted that local producers would become more efficient, and export to make up for lost sales, but the media paints a picture of rising imports, retrenchments, and factory closures. The research objective was to discover what strategies the survivors (actually) employ in adapting to the pressures of globalisation.

More than 30 companies were involved in the study, ranging from small family businesses to subsidiaries of big multinationals. Each case study was based on an interview with a senior executive, normally followed by a plant tour. This methodology suits a fresh topic, as it avoids preconceptions and imposes no bounds.

Results show that the policy change was based on “pie in the sky” forecasts. Increasingly, TCF production is transferred to cheap offshore locations, generally via subcontracting plus the “badging” of foreign designs. To survive, local factories should focus on quality and customer service, preferably in niche markets (like uniforms), or for specific customer groups, and develop technologically advanced products. A move down the supply chain into retailing can also assist. Large multinational corporations that engage in foreign direct investment dominate the management literature.

This paper presents a different perspective, neglected in international operations management, whereby domestically oriented businesses attempt to defend themselves against the adverse consequences of globalisation.

At the end of the case discussion, students would be able to: design key account selection criteria for the organization’s vast clients; analyse the application of key account management (KAM) strategies in a business-to-business (B2B) segment for revenue growth for a medium-scale enterprise; recognize the significance of KAM in a B2B space for a scale enterprise; and assess the proficiency of Univ Manufacturers (UM) for KAM in addressing the existing challenges and managing business growth.

Tarun, the proprietor of UM, has recently received two big orders, one from Ram Enterprise, a long-standing client since 2011 of INR 2m (10% profit margin) and another order from a new client based in Chennai, a growing pharmaceutical products company, of order size of INR 2.3m (15% profit margin). Both the orders were required to be completed within 15 days. The new client with higher value and better returns could help UM enter the south India market, whereas business from the existing client was also profitable. Despite both orders being necessary for business survival and expansion, fulfilling them on schedule posed a huge challenge. Tarun wanted to fulfil both orders. He knew similar situations might arise in future. He advocated prioritizing customers, which made him contemplate KAM. On what basis he should categorize his customers was a big question. Tarun felt that it was time for UM to strategize relationship management with his customers. He wanted to optimize the partnerships. Tarun knew he wanted to introduce KAM, but was firm-level internal capabilities were enough for key account execution. What would be the feasible outcomes if KAM is applied at UM? What must he do to prevent such situations in the future?

This case can be used in B2B marketing and sales management courses. The dilemma can be explained as part of a marketing course for postgraduate and executive programs.

Teaching notes are available for educators only.

CSS 8: Marketing.

The purpose of this paper is to determine how the presence of cleaning staff affects perceptions and satisfaction of train passengers. Day-time cleaning is becoming increasingly popular in (public) service environments. It is however unknown how the presence of cleaning staff in the service environment affects perceptions and satisfaction of end-users.

Two experimental field studies were performed. Data for the first study were collected on the trajectory between the train station of Assen and the station of Groningen (N = 506) in the northern part of the Netherlands. Data for the second study were collected on the trajectory between train station “Amsterdam Amstel” and train station “Utrecht Centraal” (N = 1,113) in the central part of the Netherlands. In the experimental condition, two cleaners collected waste and performed minor cleaning activities (i.e. empty trash bins, cleaning doors and tables) during the journey. After the first study, cleaners received hospitality training and corporate uniforms.

The presence of cleaning staff positively influenced train passengers’ perceptions and satisfaction. Effects were stronger in the second study, after the second consecutive intervention (i.e. hospitality training, corporate uniforms). In both studies, the presence of cleaners positively influenced passengers’ perceptions of staff, cleanliness and comfort. The perception of atmosphere was only significant after the intervention.

The findings of this study allow in-house and corporate facility managers to better understand the possible effects of the presence of their cleaning staff on end-user perceptions and satisfaction.

The study’s value lies in its human centred approach by demonstrating the importance of day-time cleaning. This area of research has been largely neglected in the field of facilities and (public) services management research.

The implications of multiple organizational identities for branding research have been scarcely considered. This paper aims to explore what sources of identity internal stakeholders use to construct organizational identities and corporate identities, and identify how diversity emerges in the perceived identities across various stakeholders.

The empirical study includes 59 in-depth interviews with internal stakeholders in a business-to-business service company.

Employees may perceive identity diversity as a strategic benefit for the company, and employees may not identify with a uniform corporate identity. The corporate identity could become more identifiable for employees through managerial recognition of different dimensions of identity diversity, such as multiple professional and locational identities.

The study bridges insights between organizational identity and corporate identity and problematizes identity coherence and consistency as strategic principles for corporate branding by proposing an alternative approach guided by identity diversity. Additionally, the study discusses identity diversity-based approaches to internal branding and co-creation in branding.

The United States Air Force’s (USAF) unpaid civilian auxiliary, the Civil Air Patrol (CAP) wears USAF uniforms and performs search and rescue missions looking for downed aircraft. After CAP members miswore the USAF uniform (Cheng, 1996), the USAF instituted a top‐down uniform change making the CAP uniform more distinct from the USAF uniform. CAP members, who affirmed that they were to be motivated solely by a desire to perform CAP’s mission, and not motivated by wearing USAF uniforms, quit and withdrew commitment. This participant observation ethnography studies how USAF’s misunderstanding of volunteer motivation and the symbolism of organizational uniforms led to dysfunctional organizational change. An alternative solution that makes positive symbolic change is proposed.

Accounting conventions, norms, and standards play an important role in modern society in various areas related to the measurement of economic performance, allocation of capital, regulation of commercial activity, and taxation. From a historical perspective, the emergence of accounting standards-setting bodies at national and international levels is a recent phenomenon, dating perhaps only to the early years of the twentieth century. Accounting standards setting as a whole has been influenced by several key factors, including the practices of commercial enterprises and professional accountants, rules and regulations created by law, and academic theories regarding the nature of assets and the measurement of business income. The purpose of this chapter is to trace the historical development of accounting standards setting in the United States during the first part of the twentieth century, until approximately 1939, which marked the creation of the Committee on Accounting Procedure of the American Institute of Accountants, which was most likely the first accounting standards-setting body in the industrial world. From 1900 to 1939, there were significant debates about the advisability and feasibility of uniform accounting standards and the manner in which such standards ought to be implemented. These debates formed the basis for subsequent national and international accounting standards-setting bodies and are worthy of detailed examination.

Designers have used Corporate Visual Identity Systems (CVIS) to widen the communications mix. Using name, symbol and/or logo, typography, colour and slogan, a CVIS helps transmit a company’s visual identity through fixed assets, such as buildings, vehicles and other business collateral. This wider view of business communications adds an eighth P, publications, to the seven Ps of service marketing: product, price, place, promotion, participants, physical evidence and process. Managerial literature suggests that firms who standardise their CVIS anticipate communications benefits beyond the usual marketing mix. A comparison of multinational companies with and without standardised CVIS supports this view.

Corporate governance plays a critical role in solving agency problems. However, previous findings on how governance mechanisms lead to high firm performance are inconclusive. Additionally, this relationship has not been well addressed in the context of transitional countries where governance systems and mechanisms are weak, leaving a gap for research. Hence, this study aims to shed light on the effects of four key governance components, namely, ownership concentration, chief executive officer duality, board size and gender diversity, on firm performance.

This study reports on the econometric panel data analysis and fuzzy-set qualitative comparative analysis (fsQCA) of 1,424 firm-year observations from listed companies in Vietnam covering the period of 2010–2017.

The econometric panel data analysis confirmed the net effects of single solitary governance components. FsQCA revealed equifinal configurations of components that explain high firm market- and accounting-based performance.

These findings are relevant for firms in transitional and emerging markets, aiming to adopt the most suitable internal mechanisms to pursue their performance objectives and for regulators interested in enhancing the advantages of the capital market.

This study provides empirical evidence that firm performance can be improved when the appropriate corporate governance mechanisms are selected. As there are equifinal paths leading to the desired outcome of high performance, firms from different industrial and national contexts should mindfully apply any uniform corporate governance code.