Search results

1 – 10 of 14
To view the access options for this content please click here
Article

Nuria Gisbert-Trejo, Jon Landeta, Eneka Albizu and Pilar Fernández-Ferrín

The changing nature of work dynamics demands that managers keep up-to-date in skills, knowledge, and competencies. Besides, nowadays these professionals need to understand…

Abstract

Purpose

The changing nature of work dynamics demands that managers keep up-to-date in skills, knowledge, and competencies. Besides, nowadays these professionals need to understand the business beyond the frontiers of their own organizations. This phenomenon has led to new forms of alternative mentoring for managers and entrepreneurs, as companies battle for talent in a globalized way. Professional associations, consultancy firms, and other agents are starting to offer mentoring programs in which the mentor and mentee often belong to different organizations or take place within a group.

Design/methodology/approach

The purpose of this study is to present a conceptual model for alternative mentoring for managers. This model is a new approach to mentoring, and it will try to clarify some of the bases of a phenomenon that is increasingly present in the managerial field.

Findings

The paper also suggests some advantages of alternative mentoring when compared to traditional mentoring.

Originality/value

This paper contributes to a better understanding of new forms of alternative mentoring while providing practitioners in the field with a better understanding of key issues for alternative mentoring.

Details

Human Resource Management International Digest, vol. 26 no. 1
Type: Research Article
ISSN: 0967-0734

Keywords

To view the access options for this content please click here
Article

Nuria Gisbert-Trejo, Jon Landeta, Eneka Albizu and Pilar Fernández-Ferrín

The purpose of this study is to present a conceptual model that comprises the four phases of an inter-organizational mentoring (IOM) process.

Abstract

Purpose

The purpose of this study is to present a conceptual model that comprises the four phases of an inter-organizational mentoring (IOM) process.

Design/methodology/approach

This study used a focus group of 19 expert coordinators on IOM programs who met once at the Basque College of Economists. The session was recorded and notes were taken and distributed to all participants.

Findings

Based on the focus group, the authors developed a four-phase model of IOM. The phases this conceptual model proposes for IOM are awakening, transcendence, organizational bond and maturity.

Practical implications

These four phases should help mentors to guide mentees in the completion of an effective IOM process. This model is a re-conceptualization from the traditional mentoring phases, as the nature of the mentoring process is different. However, getting to understand the phases of IOM will enlighten the understanding of this phenomenon that is a growing option for managers in their career development as IOM helps managers to acquire skills and competencies.

Originality/value

This work contributes to the comprehension of this new form of alternative mentoring, clarifying for mentees and mentors, what process they are going to follow. Additionally, it provides clear criteria for inter-organizational program coordinators on how to organize these kinds of programs. In the opinion of the authors, this paper is original because it provides an in-depth understanding of IOM, which is an HRD technique that has barely been studied to date.

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 2
Type: Research Article
ISSN: 1477-7282

Keywords

To view the access options for this content please click here
Article

Pilar Fernández-Ferrín, Belén Bande, David Martín-Consuegra, Estrella Díaz and Elisabeth Kastenholz

This study's main objective is to analyse the role of the consumer's ethnocentrism as a potential segmentation basis and to detect product origin-sensitive groups. The…

Abstract

Purpose

This study's main objective is to analyse the role of the consumer's ethnocentrism as a potential segmentation basis and to detect product origin-sensitive groups. The relationship between the consumer's regional ethnocentrism, local and regional identity and corresponding valuation and purchase of food products from a region is also examined.

Design/methodology/approach

The responses of 358 consumers residing in two Spanish regions are analysed by means of a mediation analysis and a cluster analysis.

Findings

The results suggest the convenience of considering ethnocentric consumer tendencies, also at the regional level, when studying attitudes, valuation, information search and effective purchase of foods of diverse categories and origins.

Originality/value

The main contributions of this work derive from the assessment of consumer ethnocentrism at a subnational level (which is much less present in the literature) and the evidence of its usefulness for segmenting the market and detecting groups of origin-sensitive consumers, which can be useful to companies that produce and market food products in different regions.

Details

British Food Journal, vol. 122 no. 3
Type: Research Article
ISSN: 0007-070X

Keywords

To view the access options for this content please click here
Article

Izaskun Rekalde, Jon Landeta, Eneka Albizu and Pilar Fernandez-Ferrin

The purpose of this paper is to present an analysis of the results of applying executive coaching (EC) as a management competency training and development strategy…

Abstract

Purpose

The purpose of this paper is to present an analysis of the results of applying executive coaching (EC) as a management competency training and development strategy, setting up a comparison with other known training and development methods.

Design/methodology/approach

A dual sample is used. On the one hand, information is collected from a sample of 100 managers who participated as coachees in an EC process. On the other hand, the study provides the opinions of 236 HR managers as prescribers and promoters of company executive training and development actions.

Findings

The results suggest that EC is an effective management training and development method (MTDM). Furthermore, it is confirmed to be more effective than the rest of the techniques analysed in relation with sustained and observable management behaviour changes, whilst also providing advantages and drawbacks in its use.

Practical implications

Coaching seems to provide the most effective method for altering a selected number of concrete managerial behaviours, although its cost, length, and specificity limit its capacity to be used exclusively as a tool for continuous and generalised management training.

Originality/value

In addition to incorporating two different samples and points of view within the analysis, this work contributes evidence regarding behaviours addressed in EC processes – a feature that has received little analysis in the academic literature – and breaks new ground by comparing the results of this method with other MTDMs in terms of their degree of effectiveness in attaining observable and lasting behaviour changes.

Details

Management Decision, vol. 55 no. 10
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Article

Nuria Gisbert-Trejo, Jon Landeta, Eneka Albizu and Pilar Fernández-Ferrín

The purpose of this paper is to explore the essential mentor characteristics for effective inter-organizational mentoring. This kind of HR development technique, where…

Abstract

Purpose

The purpose of this paper is to explore the essential mentor characteristics for effective inter-organizational mentoring. This kind of HR development technique, where mentor and mentee belong to different organizations, is becoming increasingly popular and so far has been scarcely studied.

Design/methodology/approach

First, a rigorous literature analysis to identify primary mentor characteristics for managers and professionals has been performed; second, a Delphi analysis has determined their relevance according to the opinion of 125 experienced mentors, mentees and program coordinators that have carried out inter-organizational mentoring processes in Spain; and third, an exploratory factor analysis has reclassified the mentor characteristics into a smaller number of factors.

Findings

In total, 29 relevant mentor characteristics have been identified and valued. The foregoing characteristics are related to seven underlying dimensions or factors that serve to characterize an effective mentor for inter-organizational mentoring programs.

Originality/value

The research extends the existing literature regarding mentor characteristics of those mentors who are engaged in inter-organizational mentoring. In addition, this work offers a valuable contribution to inter-organizational mentoring research based in a Delphi method that includes both academic and practitioner perspectives in a cultural context that may have not received previous attention. The findings can be valuable for both academics who investigate this topic of growing interest, and for practitioners who must face the selection and training of mentors.

Details

Industrial and Commercial Training, vol. 51 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

To view the access options for this content please click here
Article

Belén Bande, Pilar Fernández-Ferrín and Sandra Castro-González

Although trust is considered a dyadic and bidirectional phenomenon, the majority of trust research has not considered it as such. The purpose of this paper is to…

Abstract

Purpose

Although trust is considered a dyadic and bidirectional phenomenon, the majority of trust research has not considered it as such. The purpose of this paper is to contribute to closing this research gap by analyzing the influence of supervisor’s propensity to trust on salesperson trust in supervisor, considering the mediating role of servant leadership (SL). Additionally, the authors delve into the relationship between trust in supervisor and salesperson turnover by examining the moderating effect of perceived ethical climate (EC).

Design/methodology/approach

Information was provided by 145 salesperson–supervisor dyads from 145 companies across various industries. SEM and PROCESS procedures were used to test the proposed hypotheses.

Findings

The results indicate that a supervisor’s disposition to trust is positively related to employee trust in the leader via its impact on perceived SL behaviors. However and contrary to the expectations, supervisor’s propensity to trust is found to have a direct negative impact on trust in the supervisor, suggesting the presence of additional mediating variables. Finally, the trust dimension of EC moderates the negative influence of trust on salesperson turnover intentions.

Research limitations/implications

The findings highlight the practical benefits of fostering trust in the workplace and confirm the significant role of trust in the identification of servant leaders. In addition, the study shows that a supervisor’s disposition to trust can have a relevant effect on salesperson’s turnover intentions. Moreover, the results demonstrate the beneficial role of an ethical work climate.

Originality/value

This study offers insight into how to improve the retention of efficient employees and the role of trust, analyzed at a dyadic level, in this process. In addition, the findings suggest why servant leaders adopt this leadership style.

Details

Personnel Review, vol. 49 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

To view the access options for this content please click here
Article

Rocío Carranza, Estrella Díaz, David Martín-Consuegra and Pilar Fernández-Ferrín

The development of Information Systems (IS) and Information and Communication Technologies (ICT) is offering new opportunities for businesses to implement promotion…

Abstract

Purpose

The development of Information Systems (IS) and Information and Communication Technologies (ICT) is offering new opportunities for businesses to implement promotion strategies focused on customer attraction and retention. In this sense, mobile coupon usage has increased as a promotion tool, especially in the fast-food sector. However, the use by consumers of these coupons is not homogeneous and it is conditioned by prior experience. Thus, this study aimed to examine variations between Fast Food Restaurant (FFR) customers based on their prior experiences with the use of mobile coupon (expert vs novice users).

Design/methodology/approach

A sample of 400 fast-food customers was collected using a structured questionnaire. In order to compare the proposed relationships between expert and novice users, a multigroup approach was applied through new, recently proposed evaluation procedures designed for PLS–SEM.

Findings

The results show that the two groups of consumers (expert vs novice users) have notable differences regarding the relationship between perceived ease of use and perceived usefulness. This relationship was the strongest in both groups. However, there are no differences found in other aspects considered as antecedents to mobile coupons usage, for instance, usage intention and attitude.

Practical implications

This work emphasises the importance of considering differences based on experience between mobile coupon users. Ease of use, perceived consumer utility and increased mobile coupons in apps can be the key to driving effective business strategies based on promotional tactics by FFRs. Likewise, this study can help other researchers in their empirical applications of PLS–SEM analysis.

Originality/value

This study is the first to provide an in-depth analysis of differences based on users' experience with mobile coupons at FFRs. It is innovative in its introduction of the consumer's coupon proneness variable.

To view the access options for this content please click here
Article

Nuria Gisbert-Trejo, Eneka Albizu, Jon Landeta and Pilar Fernández-Ferrín

Inter-organizational mentoring (IOM) is a human resource development tool that is used when the mentor and mentee belong to different organizations. As mentees are the…

Abstract

Purpose

Inter-organizational mentoring (IOM) is a human resource development tool that is used when the mentor and mentee belong to different organizations. As mentees are the focus of the IOM process, the success of this type of program is highly reliant on their characteristics. Therefore, the purpose of this paper was to derive the most desirable characteristics for mentees in IOM.

Design/methodology/approach

An intensive review of the literature on mentoring for managers and business professionals was carried out to identify mentee characteristics. These characteristics were then ranked for their importance to IOM using the Hybrid Delphi method (with 130 informants taking part in a Delphi survey and 19 expert IOM practitioners taking part in Focus Group and Nominal Group Technique sessions). An exploratory factor analysis identified the three main underlying factors behind the listed mentee characteristics.

Findings

In total, 17 relevant mentee characteristics were identified and ranked and then synthesized into three essential factors for the mentee. The results were discussed in the light of existing studies.

Originality/value

The mentee characteristics and factors identified in this study will be of great practical value to coordinators of IOM programs. Also, the review of the literature and the obtained results will help other researchers who wish to expand on this topic.

Details

European Journal of Training and Development, vol. 44 no. 4/5
Type: Research Article
ISSN: 2046-9012

Keywords

To view the access options for this content please click here
Article

Pilar Fernández-Ferrín, Belén Bande-Vilela, Jill Gabrielle Klein and M. Luisa del Río-Araújo

Consumer ethnocentrism and consumer animosity provide marketing management with two useful concepts to understand the reasons behind consumers’ purchase decisions…

Abstract

Purpose

Consumer ethnocentrism and consumer animosity provide marketing management with two useful concepts to understand the reasons behind consumers’ purchase decisions concerning domestic vs imported products. The purpose of this paper is to investigate the antecedents and consequences of animosity and ethnocentrism within a single model, and respondents’ evaluations of a specific product category are solicited.

Design/methodology/approach

The study is conducted within an ideal context for the study of consumer animosity: data were collected in Belgrade shortly after the US-led NATO bombings of 1999. The surveys were carried out in person at the interviewees’ home. The sample was part of a regular omnibus panel composed of 270 adult respondents, of which 92.2 percent agreed to participate.

Findings

The findings indicate that animosity and consumer ethnocentrism are distinct constructs. Also consistent with previous research, results obtained confirm that each construct has unique antecedents and consequences.

Practical implications

Once consumer animosity and ethnocentrism levels have been measured, managers can then make decisions about whether to promote their country of origin or, alternatively, create more powerful local connections for their products. Thus, the consideration of animosity and ethnocentrism can be part of a firm’s international strategies.

Originality/value

Previous studies on consumer animosity have demonstrated through structural equation modeling that the two constructs are distinct and have distinct antecedents, but research has not examined both the antecedents and the consequences of animosity and ethnocentrism in the same study. Thus, this study investigates the antecedents and consequences of animosity and ethnocentrism within a single model.

Details

International Journal of Emerging Markets, vol. 10 no. 1
Type: Research Article
ISSN: 1746-8809

Keywords

To view the access options for this content please click here
Article

Belén Bande Vilela, José Antonio Varela González, Pilar Fernández Ferrín and M Luisa del Río Araújo

Despite the recognition that the subordinate's influence is a particularly noteworthy feature of the social context with considerable potential to affect the performance…

Abstract

Purpose

Despite the recognition that the subordinate's influence is a particularly noteworthy feature of the social context with considerable potential to affect the performance evaluation process, there are almost no studies that consider this influence in a selling context. Attempting to contribute to address these needs, the model presented here depicts a number of social and situational factors influencing supervisor's rating of salesperson's performance, primarily operating through affective processes.

Design/methodology/approach

Data were collected from 122 salespeople and their immediate managers from 35 firms pertaining to nine different industries.

Findings

SEM results indicated that supervisor‐focused impression management was positively related to the supervisor's liking of the salesperson. Consistent as well with prior research is the positive influence of supervisor's affect towards salesperson on the supervisor's ratings of sales performance, both directly and indirectly, through the effect on salesperson's perceived interpersonal skills. Finally, a salesperson's physical attractiveness demonstrated significant positive effects on performance ratings, through the influence on supervisor's liking and salesperson's interpersonal skills.

Practical implications

These results have important managerial implications: sales managers should be aware that salespeople might be using impression management tactics and that the use of these behaviours might influence the way that they evaluate their employee's performance. Managers should also remain vigilant to the potential bias based on physical appearance in hiring and supervising salespeople.

Originality/value

This study contributes to the knowledge of the social and affective variables that influence the sales performance appraisal process, an area of research that is almost unexplored.

Details

European Journal of Marketing, vol. 41 no. 5/6
Type: Research Article
ISSN: 0309-0566

Keywords

1 – 10 of 14