Search results

The purpose of this paper is to investigate the role of preferences when small and medium enterprises (SMEs) are confronted with the practical problems associated with implementing frequent and large-scale changes to their working policies and practices. This paper aims to alleviate some of the concerns as claimed in positioning and change agency theory by introducing “preferential role positioning” to organizational change.

This study uses a qualitative case study approach and change agency and positioning theories to find out the extent to which staff and management experienced the practical difficulties and challenges and what resolution actions they took. Eighty-five semi-structured interviews were conducted in 2004/2005 and 2011 with the staff and management of four SMEs in the UK. An interpretative analysis was conducted on the case data in the tradition of Husserl and Schutz. In the first set, participants were asked to elucidate the difficulties faced in their roles and how these were experienced whilst the second focused on impacts and strategies. Three independent researchers reviewed and interpreted the qualitative data and helped with the coding and thematization.

This paper's main results are based on the data's three stages showing how SME members chose to deal with the practical difficulties namely “new structures and procedures” (stage 1); “new ways of communicating” (stage 2) and “new collaborations” (stage 3). The combination of the stages' aspects led to the emergence of “preferential role positioning” as the study's theoretical contribution to the gap on preferences in organizational change research.

The eighty-five interviews from UK-based SMEs constrained the sample size thereby limiting the number of questionnaire categories asked. The findings and their analysis cannot be generalized to non-SMEs that seek to address similar difficulties.

Managers need to be aware of the adverse impacts of using draconian, top-down disciplinary and punishment measures/structures as a way to implement change. Other practical lessons include the fact that managers should contextualize people's anxieties, dissatisfaction, resistance and disengagement as a platform from which social knowledge can be generated with all change agents in order to resolve implementation challenges in the longer term. Staff developed the ability to deal with some practical issues such as navigating through the new departmental structures, new working procedures and new ways of talking with management and with each other to implement change more successfully.

The social value of the findings demonstrates that preferences can be imported from other social science disciplines into Organizational Studies to show the value of what people can contribute and how they choose to do so (i.e. via what discourse, using what types of interactions and capabilities to do so). In addition, the results show that management need to consider employees in their plans as they try to implement change firstly to facilitate greater interaction and success, secondly to minimize implementation difficulties and thirdly as a recognition that there are multiple change agents and multiple role-enacting positions in developing sociological knowledge that can be of value.

This study's three-stage approach has shown that a successful implementation and management of change in SMEs should also include a bottom-up recognition of the difficulties, adversities, conflicts and tensions and a resolution to deal with the structural and communicative constraints via dialogue and “preferential role positioning”.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper determines the impact of employee preferences during organizational change exercises. The UK SME results show how psychological change journeys can be divided into three progressive stages. Firstly, establishing new structures and procedures; secondly, implementing new ways of communicating; and thirdly, experiencing new collaborations. The equalizing concept of preferential role positioning proved to be powerful in giving employees an authoritative, collective change agent voice. This proved more effective – in shaping and progressing a change program's discourse and its policies – than any management attempts to silence employees through disciplinary processes.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper aims to analyze the role played by two dimensions of entrepreneurs' private social capital in the survival, growth and innovativeness of entrepreneurial service ventures: local size and preferential attachment degree.

Data were collected by a questionnaire, the unit of investigation being the private entrepreneur in the service sector in the city of Shanghai. The questionnaire allows the authors to identify the social network of the entrepreneurs, estimate the empirical degree distribution for the entire sample, and estimate local size and preferential attachment degree.

There is empirical evidence that entrepreneurs do not create social networks with preferential attachment structure and a large local size of the network increases the chances of survival of new ventures; however, the chance to become a dynamic venture is only related to entrepreneurs' preferential attachment degree.

Any entrepreneurial strategy should include an investment plan to generate a minimum level of social capital or guanxi. Additionally, efficient strategy to generate social capital for dynamic entrepreneurship should focus on the creation of quality social capital. The underestimation of the role of social capital seems to have a deeper impact when analyzing the phenomenon of entrepreneurial innovation.

This conclusion suggests that the role of social capital in the entrepreneurial process could be underestimated systematically, since most of the literature only considers local measures of social capital. This underestimation seems to have a deeper impact when analyzing the phenomenon of entrepreneurial innovation.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This paper examines the competition between buying firms for the supplier’s competitive resources. The purpose of this paper is to examine how indirect capabilities – the ability to access external resources – can help in obtaining preferential resource allocation from suppliers.

Partial least squares structural equation modeling is used to analyze data of 163 buying firms that assess preferential resource allocation from suppliers.

Two indirect capabilities (a buying firm’s selection capability and relational capability) positively influence the firm’s competitive advantage. These relations are significantly mediated by preferential resource allocation of suppliers. The impact of preferential resource allocation appeared stronger for manufacturing firms than for service firms.

This study’s data set represents the buyer’s assessment of suppliers’ resource allocation. Future research should aim for dyadic data for further validation. In addition, due to sample size limitations, this study’s data does not allow sector segmentation. A larger study that provides insights into segmentation is suggested for future research.

The results inform managers about the relevance of the competition for supplier resources with rival firms that share suppliers, and the influence of this competition on firm competitiveness. Managers should not only focus on the supplier itself, but also on the capabilities of the supply chain management (SCM) function to recognize and integrate the supplier resources.

This study adds to the extended resource-based view literature by integrating the notion of supplier resource competition. In addition, the study shows the importance of indirect capabilities for obtaining preferential resource allocation from suppliers. Finally, the authors show the importance of separating between service and manufacturing when examining SCM practices.

The military of today depends on the availability and readiness of high-technology weapon systems. As the military often has to focus on core tasks (the usage of systems), logistics and support tasks are outsourced to industry, which means that industrial suppliers gain importance for making weapon systems available and mission ready. However, companies are profit-maximizing and invest their best resources in the most promising business areas, which might be clients other than the (domestic) military customer. This raises the question of how the military can ensure that the defense industry provides the best performance: preferential treatment for the military. The purpose of this study is to investigate preferential treatment in the specific context of defense.

This paper reports on the examination of factors influencing preferential treatment for the military. The analysis uses structural equation modeling and data from a sample of German defense suppliers.

The results show that the perceived customer attractiveness has a strong effect on preferential customer treatment. Attractiveness is influenced by trust, commitment and a comparison with other customers.

There are several implications for defense theory and practice, including the need for further consideration of relational in contrast to transactional practices in military–industrial supply collaboration, as these seem highly relevant for getting the best resources for producing and maintaining weapon systems. In addition, increasing customer attractiveness, in particular if the military lacks a domestic defense industry base, is proposed.

The findings are based on a focus sample of only defense suppliers. This paper transfers the industrial discussion about the buyer–supplier relationships and preferential customer treatment to the defense logistics research context.

The study explores the evolution of Indian domestic electronics manufacturing post-economic reforms and also investigates the lack of natural growth stages among Indian start-up/SME electronics manufactures.

The theoretical framework is inspired by Dawar and Frost's survival strategy theory that local companies may follow to overcome competitive threats from MNCs. The study adopts a qualitative methodology, more precisely, a phenomenological approach to walking through policy/regulatory reforms amid market distortions, technological gaps and colonial mindset from the perspective of Indian domestic electronics manufacturers. The study has adopted Gioia method of data analysis to inductively suggest a few research propositions.

The phenomenological approach revealed eight essential structure (essence) narratives to explore the complex issue that plague the industry: make in India, made in India, preferential market access strategy, equitable market access strategy, blue ocean strategy, competitive positioning strategy, technical capability and importance of policy/regulatory arbitrage.

The situation of Indian electronics manufacturing units is comparable to the bonsai tree situation, where natural evolution in business stages does not exist; they are born and die as start-ups/MSMEs. The study advocates for equitable market access by removing market distortions. The long-term solution may lie in making available locally manufactured products as a dependable alternative to the imported products or produced locally by MNC OEMs in terms of cost, quality, technology, volume, after-sale service and integrated supply chain.

While the favorable FDI policies, digital India and make-in India initiatives have strengthened domestic electronics production, it is yet to significantly impact India's position in global trade, including manufacturing and exports.

This paper compares the relative influence of perceived brand localness (PBL) and perceived brand globalness (PBG) on customer behavioral responses of brand loyalty (BL), willingness to pay price premiums (WTPP) and positive word of mouth (PWOM) towards retail banks. It further examines the mediating effects of brand trust (BT) on these relationships.

Data were collected from 320 retail banking customers in Trinidad and Tobago and analyzed with exploratory factor analysis and multiple regression analysis (MRA).

The findings show that PBL has a more substantial impact on BL, willingness to pay a price premium and PWOM compared to PBG. The results also show that BT mediates the relationships between PBL and PBG on customer brand-related responses. The effect is more substantial for brands perceived as local.

The findings have important implications for banks in developing countries and suggest that localized positioning and branding strategies will trigger preferential brand-related responses in retail banking services. The paper ends with a discussion on the practical implications of these findings and present future research opportunities.

The paper responds to the rising skepticism and discomfort with globalization. It offers bank managers valuable insights on how global and local branding strategies affect brand-related outcomes. The study contributes to the literature by empirically comparing the effects of PBL and PBG in retail banking and demonstrating the unique contribution of BT in explaining why customers respond differently to global and local brands. It also simultaneously considers multiple customer responses.

This paper aims to explore surprising facets of consumer delight behavior. The study is the empirical juncture of three studies based on consumer survey on the Indian television market. Study 1 traces the existence of greenies in India among brownies prevailing around the globe by using the surprise-delight model. Study 2 is a pre-intervention research design confirming greenies preferences to television attributes such as screen technology, annual energy cost saving, screen resolution, screen size and free gifts. Study 3 signifies a price intervention design by allowing customers to include their preference by replacing the annual energy cost saving with price.

This paper is a harvest of studies based on discriminant analysis for identifying green and brown customers and a two-level conjoint analysis for identifying attributes contributing to green behavior.

The empirical generalization of a study comes out with unique findings of the greenies and brownies and their preference and attitude toward green attribution and substitution. A “preferential green shift” appeared as a vital output owing to knowledge–attitude–practice from these consecutive studies. This gap exists because of the price factor. The authors suggest the measures for improvement in product offering by targeting and positioning green products from the findings and the preferential green shift.

Future research may focus on other segments of products such as automobiles, i.e. cars. Despite the availability of the non-probabilistic sampling technique, the probabilistic sampling technique can be used. Finally, a larger sample size could have given a better generalization of results.

The gap in knowledge–attitude–practice was evident. This gap was caused by the presence of “price” concern. The study revealed that heavy consumer durable buyers are aware of the benefit of green, but the reality of price cannot be ignored and finally make a purchasing decision on the basis of price criteria. Hence price is recommended as another criterion to be considered in the technology acceptance models.