Search results

Previous studies of worker-owned firms claimed that participatory democracy only thrives in small, homogeneous groups. This article focuses on a successful 30-year-old worker-owned company with more than 200 employees to explain how broad and deep democratic control, a large workforce, and member diversity are brought together. Drawing attention to its combination of training, infrastructure, compensation for management functions, and workplace culture, I argue that an equitable distribution of power and resources does not require hierarchical management, friendship relations, size limits, or member homogeneity. The article highlights the need for greater scholarly attention to worker ownership possibilities for the current multiracial and multicultural working population.

This study explores the relationship between brand image and brand equity in the context of sports sponsorship. Keller's (1993, 2003) customer-based brand equity models are the conceptual inspiration for the research, with Faircloth, Capella, and Alford's (2001) conceptual model – adapted from the work of Aaker (1991) and Keller (1993) – the primary conceptual model. The study focuses on the sponsorship relationship between the New Zealand All Blacks and their major sponsor and co-branding partner, adidas. The sporting context for the study was the 2003 Rugby World Cup held in Australia. Data were collected from two independent samples of 200 respondents, utilizing simple random sampling procedures. A bivariate correlation analysis was undertaken to test whether there was any correlation between changes in adidas' brand image and adidas' brand equity as a result of the All Blacks' performance in the 2003 Rugby World Cup. Results support the view that Keller (1993, 2003) proposes that brand image is antecedent to the brand equity construct. Results are also consistent with the findings of Faircloth et al. (2001) that brand image directly impacts brand equity.

This study proposes a multilevel framework to test the mechanisms and boundary conditions of the relationships between positive group affective tone (PGAT) and individual/team creativity.

Data are collected from 122 research and development (R&D) teams (including 305 members and 122 team leaders). Hierarchical linear modeling analyses and hierarchical regression analyses are performed to test hypotheses.

The results show that PGAT facilitates individual creativity via enhanced work engagement, and increases team creativity via team information exchange. Supporting the substituting perspective, we found that the positive indirect effects of PGAT on individual/team creativity were attenuated when supervisory support is high.

Although all variables were collected at the same time and the individual-level variables were collected from the same source, our findings highlight the mechanisms explaining the beneficial effects of PGAT on individual/team creativity, and how supervisory support can substitute for such effects.

In order to make the individuals and teams more creative, the organizations need to promote PGAT via the selection of appropriated leader and members or team social events. Moreover, supervisors support is particularly salient in enhancing team creativity when PGAT is low.

This study is the one of the first study to test the motivational/social mechanisms linking the relationship between PGAT and individual/team creativity, and the competing theoretical perspectives regarding how supervisory support can moderate the PGAT–creativity linkage.

Really creative posts on the social media accounts of brands or political parties can produce gratifyingly viral results that can boost brand engagement, loyalty, profits and votes. This makes it a highly attractive new marketing tool. However, when brands or parties get creativity on social media wrong it can damage reputation. This chapter examines two aspects of this trade-off between the viral and the virtuous. Firstly, the authors explore the regulations around labelling brand posts as adverts and show that they are very unclear, tempting brands to bend the rules or allowing them to inadvertently break them. Secondly, the authors consider memes: a content marketing technique widely used in political and commercial brand posts. The authors analyse the three creative elements core to memes along with successful and unsuccessful examples. The authors end by suggesting that regulators clarify the codes and invite readers to weigh up the pros and cons of using creative content marketing in brand posts.