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We examine how school districts in California help their high schools respond to state accountability requirements. We discovered two contrasting forms of district interventions: those aiming to increase schools’ internal coherence and those encouraging direct but narrower responses to state requirements. Drawing on interviews in six districts and eight high schools, we find that many district efforts focus on immediate responses to state requirements to raise test scores. Yet, our analysis suggests that without strong district efforts to increase internal coherence, interventions aimed at eliciting school responses will be less beneficial over time.

This study aims to investigate how an organic cotton production network learns to maintain its hybrid network and its sustainability in the face of internal and external pressures.

A qualitative case study was conducted in Justa Trama, a Brazilian‐based organic cotton production network formed by six members with different roles and organisational logics.

The study contributes to the literature on hybrid organisations by suggesting that in the case of networks, a compromise strategy is required at the internal level and a manipulation strategy is required at the external level. The network has to learn how to engineer a compromise among internal members and to enforce change among external institutions to maintain its sustainability.

The study was performed in Brazil, a country with serious social and environmental problems. The study thus informs managers of social economy organisations on how to deal with internal and external pressures to maintain their organisation's sustainability as well as policy makers on the importance of these alternative organisations and the importance of specific legislation to stimulate this type of initiative.

The body of research on how hybrid organisations learn to deal with the mutual influence of internal organisational responses and changes in external institutions is limited. Furthermore, this mutual influence has rarely been studied in the context of networks, in which multiple members have to work together to achieve organisational and network‐level objectives as well as to respond to institutional pressures.

This paper is based on a benchmarking exercise involving some 164 QFD practitioners within Ford Motor Company and 27 selected external QFD companies. The predominant response “cell” was from Vehicle Centre 1, Power‐Train Systems Engineering, although there was both a US and non‐power‐train response content. The benchmarking focused on four parts: (1) criteria of success; (2) learning experience; (3) teamwork; and (4) future of QFD.

Quality function deployment (QFD) is a bridge between the customer and the product (process/service) development community. The QFD technique translates customer requirements obtained from market research into product measurables using matrix diagrams and product development teamwork. Ideally this process continues throughout the product development cycle, from design to production, using a series of QFD phases, prioritising and trading off the key measurables at each step. The ideal result should be both perceived and actual improvements to quality, functional performance and reduced cost on key attributes to prompt higher customer satisfaction. Use of QFD is therefore seen as both a strategic and a tactical tool within a competitive market. The problem facing many QFD practitioners, including Ford Motor Company, is that the cost, complexity and commitment required to deliver effective QFD‐driven targets in a timely manner either exceed available resources or represent a cultural anathema.

Following a discussion of the major findings from the Ford survey on usage pattern, the results were then benchmarked with a 1991 QFD usage survey conducted by MIT with 100 US companies.

The concept of QFD was developed in the mid‐1960s in Japan, with many Japanese companies now automatically incorporating QFD as an integral part of company‐wide quality practice. In contrast, many Western companies, having used QFD only since the mid‐1980s, either have already abandoned QFD in frustration or are in the process of radically rethinking its practice within their own changing quality improvement environments.

Senior and middle management support, including the release of resources, remains a critical component of successful QFD implementation. There is also a need to integrate a more flexible and timely QFD process within the requirements of the established product development process. All this depends on well‐trained, cross‐functional and multi‐disciplined teams with unified goals and focus.

Given resource constraints such as time and staffing, hotels cannot respond to all negative online reviews (NORs). Therefore, this study investigates (1) what types of NORs hotels should prioritize responding; and (2) what response strategies are more effective in handling different types of NORs to minimize the negative ramifications.

Four experiments in the context of hospitability were used to test the hypotheses.

Our findings show that NORs with implicit conclusions (e.g. “I do not believe that is a good choice, you know what I mean.”) are more dissuasive than NORs with explicit ones (e.g. “Do not buy it.”) because the former NORs are perceived as more objective than the latter NORs. More importantly, our results show that firms do not need to respond to explicit NORs. When responding to implicit NORs, firms should prioritize those related to service failures caused by external (e.g. weather, technological misfunction) rather than internal (e.g. poor management, employee skills) factors.

Our studies focus on the language styles of Chinese NORs, and future research should investigate how language styles influence dissuasion in other languages.

Our results show that NORs with implicit conclusions negatively impact consumer attitude and thus hurt performance more significantly than those with explicit conclusions. Therefore, firms should allocate limited staffing and resources to NORs with implicit conclusions. When responding to implicit NORs, firms should select NORs that can be attributed to external factors.

Our findings shed light on the importance of the language styles of NORs and provide marketers with insights into how to handle NORs. Our results reveal that consumers perceive higher objectivity of NORs when these reviews are implicit than when they are explicit. Furthermore, this study contributes to the online review literature by suggesting that firms should tailor their response strategies for NORs based on the reviewers’ language styles.

The importance of decision maker interpretations in determining organizational responses to performance downturn is underscored and incorporated into a model proposed by Ford and Baucus (1987). In this study, we adapted a Ford and Baucus model to examine 25 organizations in an area of economic downturn. Managerial perceptions of the business environment were related to internal and external organizational responses. Findings were interpreted as supporting the portion of the model dealing with active responses. Logical relationships between variables were observed. Moreover, a series of linkages was suggested. While the model shows distinct categories of responses, an important finding of this research is that firms' responses could not be characterized as falling exclusively into any one specific category as predicted by the model. Instead, we found complex networks of internal and external strategies.

This paper uses questionnaires from and interviews to examine the level of co‐operation and co‐ordination between directors of internal audit departments, and partners and managers in external audit firms in Saudi Arabian companies. The results revealed that external auditors expressed concern about the independence, scope of work and small size of many internal audit departments. Internal auditors considered co‐operation between internal and external audits to be limited, although external auditors were more positive about the extent of co‐operation when the internal audit department was of high quality. The extent of reliance by the external auditor on the work of the internal auditor varied with the quality of the internal audit department. External auditors suggested that the objectivity, competence and work experience were important factors affecting the reliance decision. They felt that the internal audit function in many Saudi companies lacked professionalism and independence from management, which adversely affected its work and the potential for reliance thereon.

The purpose of this empirical paper is to investigate internal marketing from a behavioural perspective. The impact of internal marketing behaviours, operationalised as an internal market orientation (IMO), on employees' marketing and other in‐role behaviours (IRB) were examined.

Survey data measuring IMO, market orientation and a range of constructs relevant to the nomological network in which they are embedded were collected from the UK retail managers. These were tested to establish their psychometric properties and the conceptual model was analysed using structural equations modelling, employing a partial least squares methodology.

IMO has positive consequences for employees' market‐oriented and other IRB. These, in turn, influence marketing success.

The paper provides empirical support for the long‐held assumption that internal and external marketing are related and that organisations should balance their external focus with some attention to employees. Future research could measure the attitudes and behaviours of managers, employees and customers directly and explore the relationships between them.

Firm must ensure that they do not put the needs of their employees second to those of managers and shareholders; managers must develop their listening skills and organisations must become more responsive to the needs of their employees.

The paper contributes to the scarce body of empirical support for the role of internal marketing in services organisations. For researchers, this paper legitimises the study of internal marketing as a route to external market success; for managers, the study provides quantifiable evidence that focusing on employees' wants and needs impacts their behaviours towards the market.

The objective of this paper is to provide insights into internal auditors’ perceptions and experiences regarding their role as assurance providers in the Tunisian public sector through the detection, correction and reporting of internal control weaknesses and wrongdoings.

A qualitative research is conducted based on organizational role theory and using semi-structured interviews with 13 chief audit executives across 13 Tunisian public-sector organizations. A thematic analysis of the responses of interviews is then performed.

The content analysis of internal auditors’ responses shows that ambiguity surrounds the role of Tunisian internal auditors within the public sector because they must serve multiple customers (e.g. informal groups in Tunisian society, managers and audit committees) with conflicting expectations. In addition, the authors find that they adopt a strategy of trade-off between commercial and professional values, tending to prioritize top managers’ interests at the expense of other stakeholders. Responses provided by interviewees reveal that the absence of legal protection of internal auditors is one major obstacle explaining their failure to perform their role as assurance providers.

This study provides preliminary evidence of the challenges faced by internal auditors working in public-sector organizations in an emerging African setting. The findings of this study also emphasize the need to rethink the concept of independence of the internal auditing function within the Tunisian public sector given the apparent inability of internal auditors to alter their commercial focus. Furthermore, the results may increase the awareness of professional institutions about the necessity of enacting rules reinforcing internal auditors’ protection that may strengthen the role played by internal auditors within public-sector organizations.

This study aims to compare the performance of self-service kiosks in a quick-service setting with the performance of cashiers. In particular, this study explores both internal responses and external responses between the two ordering methods with the moderating role of crowdedness.

This study develops a theoretical framework based on the stimulus-organism-response (S-O-R) model. A 2 × 2 field experiment was conducted in a real quick-service outlet to collect data.

The results reveal that customers reported a better experience when using self-service kiosks compared to placing orders with cashiers. However, cashiers generated more revenue for the quick-service outlet than kiosks. Significant interaction effects were found for external responses. Customers spent more time placing orders with cashiers than with kiosks in less crowded periods, while cashiers generated more sales than kiosks during busier periods.

This study enriches the hospitality and tourism literature by applying the S-O-R framework in an experimental design incorporating both internal and external responses. The findings on the interaction between ordering methods and crowdedness on external responses provide practical insights for quick-service restaurant operators to find a balance between technology and human services.

自助服务机可否超越收银员? 以刺激 – 机制 – 反应 (SOR) 模型作为理论框架的点餐体验研究

本论文在快餐环境下比较自助服务机与收银员的业绩表现差异。具体而言, 本研究从内部和外部反映两方面探索了两种不同点餐方法以及就餐环境拥挤程度作为调节变量。

本研究借用刺激 – 机制 – 反应 (SOR) 模型作为理论框架, 以快餐店为环境进行了2x2 实验。

研究结果显示, 相比较餐饮收银员, 消费者对自助服务机更加较积极的顾客反应。但是餐厅收银员会产生相对较高的销售额。针对对外反应, 研究结果呈现显著的交互作用。 消费者在相对不拥挤的环境下更愿意花时间借助自助服务机点餐, 但是收银员比自助服务机在高峰时段更能产生较高销售额。

本研究借助SOR的理论框架用实验法来研究消费者内部和外部反应, 从而进一步充实了酒店和旅游文献。基于点餐方法和拥挤程度的交互作用, 本研究结果为快餐产业实现人工和科技的平衡提供了实践意义。

自助服务机 S-O-R 理论框架 快餐厅 拥挤程度 内部反应 外部反应

研究型论文

This paper seeks to further the understanding of the domain of the IMO construct in a developing country, as suggested by Lings and Greenley. It seeks to build on their proposed construct and provide empirical evidence of its impact in the context of the Indian banking industry.

The behavioral dimensions of the construct are confirmed in a manner consistent with established market orientation (external) construct. The paper validates scale pertaining to the wants and needs of bank employees for effective intelligence generation and dissemination as well as for effective response implementation.

The authors find a positive significant relationship between internal market orientation and staff attitude and perceived customer satisfaction. Further, the impact of staff attitude on employee job satisfaction is also significant.

Internal market orientation, with the passage of time, may not be as prevalent and exhaustive as it is now because the nature of the marketing environment is extremely dynamic. So, there is a need to make changes as time evolves so that this scale remains focused with a high level of reliability and validity.

To generate internal market intelligence, bank management should not only rely on internal customer surveys, but also the intelligence obtained through a variety of formal and informal means, such as meetings and discussion with internal customers; analysis of sales reports and worldwide customer databases; and formal market research, such as employees ' attitude surveys and sales response in a test market.

The present research would be of value to managers across the world for identifying key requirements of internal customers, which need to be evaluated consistently from time to time, for different strategic actions.