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The purpose of this paper is to highlight the increased impact that academic research can gain when collaborating and sharing knowledge with corporate stakeholders and marketing practitioners, through the lens of managing tier demotion and deceitful behaviors in a channel marketing program. In particular, this paper highlights that true impact (defined as being meaningful change) can only be achieved when the research findings are operationalized and deployed as a business solution.

The approach taken in this paper is to challenge the traditional paradigm where field research is led by academics and places the corporate stakeholder at the centre of the research, where they have a leading role. This involves identifying, selecting, collaborating and engaging with key corporate stakeholders early in the research project, thus gaining their input and support so that the research recommendations secure the necessary funding to be successfully deployed.

The authors highlight two research projects focused on tier demotion and disengagement and deceitful behaviour driven from incentivise and gamifying learning. A new tier demotion process involving a highly customised customer care charter has been deployed and resulted in a re-engagement rate of 81% from those channel partners who were demoted (a rise from 40%). Deceitful behaviour detection tools were also deployed, resulting in 4,300 possible deceptive cases being investigated and resolved in Year 1, reducing to 451 in Year 6.

The change in research approach where field research places the corporate stakeholder at the centre of the research will add to the complexity of the research project, impact on timelines and introduce more stakeholders into the research team, which may have wider implications to the original research goal.

This transition will require academics to know more about their corporate partner, the corporate landscape, adding to the complexity of the research project and cede some control over the project.

Whilst academic research contributes to a body of theoretical concepts, equally important is bringing to life the research findings to show actual impact and meaningful change within the research setting. The present research approach has since been applied to multiple channel loyalty programmes across numerous industries increasing revenue and driving the success of the respective programmes. One key learning would be to engage more corporate stakeholders as part of the research project from the outset. The author neglected the legal and trust and compliance team and they had a significant impact on what findings were eventually implemented.

The Ministry of Agriculture, Fisheries and Food funded the project increasing vegetable and fruit consumption between 1994 and 1996. The project was carried out in three phases comprising a nationwide survey of attitudes towards increasing fruit and vegetable intake, a community‐based intervention trial and a workplace intervention trial. This paper reports qualitative data from focus group work with participants of the phase 2 community intervention describing some of the realities and challenges associated with achieving five a day in a free‐living setting.

The purpose of this paper is to draw on the resource-based view of the firm from strategic management and apply it to a study of competitive advantage in the project management context. Confirmatory factor analysis (CFA) is used to examine the factors that constitute strategic characteristics of project management resources and outcomes of the project management process.

This study gathered data from 437 North American project management professionals using an existing survey tool from prior research involving a smaller sample.

The final model derived from CFA demonstrated construct validity, meaning acceptable convergent and discriminant validity. It showed only minor differences from a prior exploratory factor analysis (EFA). The final model consisted of two factors representing valuable project management characteristics, one factor representing rare project management characteristics, one factor representing inimitable project management characteristics, three factors representing organizational support for project management assets, one factor representing project-level performance and one factor representing firm-level performance.

Limitations of the study include self-report bias and the use of a panel for data collection.

This study draws managerial attention to project management characteristics that constitute a source of competitive advantage.

The study validates a survey tool from previous research, reflects few deviations from factor structure of the prior EFA, and sets the stage for future research to elaborate on the conceptual model. It extends understanding of the characteristics of project management assets that lead to a firm’s competitive advantage.

AN interesting comment from the Salisbury and South Wilts team of industrialists who put the first Local Productivity Council Circuit Scheme into operation in their area suggests that this scheme may prove invaluable in awakening general interest in, and in giving practical impetus to, increased productivity at all levels.

Film provides an alternative medium for assessing our interpretations of cultural icons. This selective list looks at the film and video sources for information on and interpretations of the life of Woody Guthrie.

Entrepreneurs nurture their ambitions of founding tech start-ups that facilitate significant innovations despite vulnerability and considerable uncertainty by resolutely addressing multiple challenges to avert failures. The paper aims to answer how soon do tech start-ups fail, given their lifecycle comprising multiple stages of formation and what attributes hasten failure of tech start-ups over their lifecycle? These questions have not been answered adequately, particularly in the context of India's emerging economy, where an aspiring start-up ecosystem is striving to flourish at an exceptional rate.

The study addressed two specific objectives: (1) Does life expectancy vary between life-cycle stages? and (2) What attributes impact tech start-ups' failures? Primary data were gathered from 151 cofounders (101 who have experienced failure and 50 who are successful and continuing their operations) from India's 6 leading start-up hubs. The survival analysis techniques were used, including non-parametric Kaplan–Meier estimator, to study the first objective and semi-parametric Cox proportional hazard regression to explore the second objective.

The survival probability log-rank statistics ascertain that life expectancy is different across the life-cycle stages, namely emergence, stability and growth. The hazard ratios (HRs) throw light on attributes like stage, revenue, conflict with investors, number of current start-ups, cofounder experience, level of confidence (LoC) and educational qualifications as the key attributes that influence start-up life expectancy over its lifecycle.

The empirical study on tech start-ups' life expectancy has practical implications for entrepreneurs and investors besides guiding the ecosystem's policymakers. First, the study helps entrepreneurs plan for resources and be aware of their start-up journey's potential pitfalls. Second, the study helps investors to establish the engagement framework and plan their future funding strategy. Third, the study helps policymakers to design and establish progressive support mechanisms that can prevent a start-up's failure.

First and foremost, start-up life expectancy study by life-cycle stages provide detailed insights on start-ups' failures. The theoretical framework defined is replicable, scalable and distinctly measurable for studying the start-up failure phenomenon. The life expectancy of tech start-ups by life-cycle stage is a critical empirical contribution. Next, the attributes impacting start-up life expectancy are identified in the context of an emerging economy.

That there has been an unprecedented growth in accumulated knowledge, and a corresponding growth in the size of library collections has been recognized as a truism in library literature for at least the past 20 years. Today we continue to see the emergence of new fields and subfields, with each contributing to the exponential growth of the amount of material published. Librarians find their time sliced thinner and thinner as more and more demands are placed upon them due to growing job responsibilities as well as the need to keep current both in their subject specialities and with the technical developments in librarianship. Newer interdisciplinary fields create an even greater problem because of the broader range of expertise required by the various disciplines that comprise these fields.

This paper examines the regulatory requirements for the management of customer complaints in financial services. It describes the outcomes of new research, which show that most financial services companies are some way from being able to meet these new regulatory requirements. It identifies the processes that must be followed to fulfil these requirements and outlines the type of system that is likely to be able to support meeting these requirements. Finally, it identifies that the probable reason for the neglect of this area is the heavy involvement of most financial services companies’ customer service functions in meeting the needs of the sales process (before, during and after the sale) rather than the more traditional role of customer service ‐ listening to customers and solving their problems.

Do it right, and your investment in information technology can have ail sorts of strategic payoffs. Do it wrong, and you'll be paying, dearly, for nothing. Here's a guide to evaluating IT and measuring its impact.