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21 – 30 of over 47000It is all too easy in the hectic world of business to get too involved with the day‐to‐ day managing of processes and events. When this happens it is difficult tosee the wood for…
Abstract
It is all too easy in the hectic world of business to get too involved with the day‐to‐ day managing of processes and events. When this happens it is difficult to see the wood for the trees and the automatic pilot syndrome takes over. This does not suggest that you do not know what you are doing ‐ on the contrary you are probably as switched on to whatever activity you are managing as anyone could be. What you could be missing, however, is the explanation as to why you are doing it. If this sounds familiar to you, what might be needed is a detached period from your work. By this I mean stay on the high ground for a while so you can get an overview of what you are doing and, more importantly, why you are doing it. How many managers, I wonder, get the opportunity to question what they are doing? If you allow yourself to slip into complacency then you and your organization will soon lose competitive advantage.
Jaron Harvey, Mark C. Bolino and Thomas K. Kelemen
For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the concept…
Abstract
For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the concept of what citizenship behavior is, and its antecedents, correlates, and consequences. While these behaviors have been and will continue to be valuable, there are changes in the workplace that have the potential to alter what types of OCBs will remain important for organizations in the future, as well as what types of opportunities for OCB exist for employees. In this chapter we consider the influence of 10 workplace trends related to human resource management that have the potential to influence both what types of citizenship behaviors employees engage in and how often they may engage in them. We build on these 10 trends that others have identified as having the potential to shape the workplace of the future, which include labor shortages, globalization, immigration, knowledge-based workers, increase use of technology, gig work, diversity, changing work values, the skills gap, and employer brands. Based on these 10 trends, we develop propositions about how each trend may impact OCB. We consider not only how these trends will influence the types of citizenship and opportunities for citizenship that employees can engage in, but also how they may shape the experiences of others related to OCB, including organizations and managers.
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This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into nine sections covering abstracts under the following headings: Marketing Strategy;…
Abstract
This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into nine sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales Management/Sundry; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution.
This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into seven sections covering abstracts under the following headings: Marketing Strategy;…
Abstract
This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into seven sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales Management; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution.
Cleopatra Veloutsou and Francisco Guzman
By outlining the evolution of brand management research over the past 25 years, as reported in the Journal of Product and Brand Management (JPBM), this paper aims to analyze the…
Abstract
Purpose
By outlining the evolution of brand management research over the past 25 years, as reported in the Journal of Product and Brand Management (JPBM), this paper aims to analyze the changes in the way branding has been approached in research, highlight the current challenges the discipline faces and suggest future research avenues that will hopefully further enrich brand management knowledge.
Design/methodology/approach
This paper includes internal historical literature review and commentary.
Findings
After a thorough analysis of the journal’s content, the contribution that the JPBM has made in the development of brand management knowledge over the past 25 years is highlighted. Eight major shifts in brand management research and thought, and three overarching difficulties and challenges, are identified.
Research limitations/implications
By solely focusing on the contributions published in the journal, by no means this review is exhaustive and includes all the contributions to the discipline. Its contribution is limited to the analysis of the work, and the evolution of brand management thinking, recorded in the JPBM.
Originality/value
The paper highlights the evolution of brand management thought and presents imperatives and challenges to guide future research in brand management.
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For western companies pursuing, or considering pursuing competitive strategy through Keiretsus recent indications from Japan of problems between Keiretsu partners will provide…
Abstract
For western companies pursuing, or considering pursuing competitive strategy through Keiretsus recent indications from Japan of problems between Keiretsu partners will provide food for thought.
This section contains a range of topics from diverse, international, primary journals, including: an evaluation of PR effectiveness; a look at total quality management at…
Abstract
This section contains a range of topics from diverse, international, primary journals, including: an evaluation of PR effectiveness; a look at total quality management at Girobank, which was the first bank to win a British Quality Award; an examination of the principles of competitive marketing based on a case study; a discussion of how companies can sustain competitive advantage; and a report on retail‐oriented risk for bank branch operations.
This special “Anbar Abstracts” issue of the European Journal of Marketing is split into seven sections covering abstracts under the following headings: Marketing, Europe and…
Abstract
This special “Anbar Abstracts” issue of the European Journal of Marketing is split into seven sections covering abstracts under the following headings: Marketing, Europe and International Business; Marketing Strategy; Supply Chain Management; Product Management; Services Marketing; Marketing in the Public Sector; and Marketing and Information Technology.
Manto Gotsi and Constantine Andriopoulos
While the corporate rebranding momentum is accelerating, corporate decisions are not currently informed by strong theory and academic research in this area. To broaden the…
Abstract
Purpose
While the corporate rebranding momentum is accelerating, corporate decisions are not currently informed by strong theory and academic research in this area. To broaden the understanding, the purpose of this paper is to generate empirical insights into the key pitfalls in the corporate rebranding process.
Design/methodology/approach
An exploratory qualitative study included 14 personal semi‐structured in‐depth interviews with executives involved in the corporate rebranding of a leading telecommunications firm, and a review of relevant archival materials.
Findings
The analysis highlighted common reports of four key pitfalls in corporate rebranding. These are: disconnecting with the core; stakeholder myopia; emphasis on labels, not meanings; one company, one voice: the challenge of multiple identities.
Research limitations/implications
This presents a single case study but one which provides empirical insights that advance theoretical thinking in corporate rebranding, and highlights interesting avenues for further research.
Practical implications
This study highlights: the importance of marketing and organisational research in designing new corporate brands; the value of engaging staff in the rebranding process from a very early stage; the need to ensure that internal processes and systems encourage employees to endorse the new corporate brand values through their attitudes and behaviours.
Originality/value
Corporate rebranding campaigns are not only expensive exercises, but also critical for sustaining competitive advantage in light of changing corporate priorities. This is one of very few papers that provide insights on the pitfalls in the corporate rebranding process.
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