Search results

This study examines the results of a program intended to act as a selection tool for mass merchandisers and a development tool for small manufacturers. The evaluation program assessed the management practices and products of potential suppliers. Based on past experience, buyers for mass merchandisers consider small manufacturing enterprises a poor risk as potential suppliers of retail goods. As part of the evaluation process, firms were asked 34 closed-end questions regarding their management practices, and each product was evaluated on 41 specific qualities necessary for the mass merchandising market. Of the 1,690 firms that participated in this project, about 5 percent had their products accepted by a national mass merchandiser. A review of the evaluation data reveals that firms needed high performance in both areas of evaluation to be successful in the marketplace, not just a strong firm or a marketable product. However, each of these areas separately had a statistically significant effect on the success of the product in gaining a retail buyer’s attention.

The purpose of this paper is to investigate the role of market orientation for small manufacturers vying to be suppliers in the mass retail marketplace. It examines the mediating effect of product‐related factors (market readiness and market level) on the market orientation‐performance relationship. The paper also assesses the performance of these manufacturers using measures such as buyer review and actual product acceptance.

This paper uses the results of a program, designed to evaluate and develop small manufacturers for the mass retail marketplace, to test the effect of a market orientation philosophy and product‐related factors on small firm performance.

It is found that while a market orientation is critical for the success of these manufacturers, product‐related factors have an even greater value in assessing their performance. Specifically, an evaluator's assessment of a product's readiness for the marketplace and his/her recommendation for the type of market it should enter were much better at predicting product performance for the small manufacturers taking part in the program.

The paper shows that small firms wanting to supply the mass‐merchandising marketplace should not rely solely on market orientation when trying to compete at this level. Market orientation may improve your market readiness, but it does not predict success for small manufacturers. Instead, low market orientation levels and poor product‐related factors strongly predict failure.

To the authors' knowledge no other articles examine market orientation's effect on small manufacturing performance using specific product‐related measures as a mediating variable.

Aims to verify the usefulness of a “balanced approach”.

This study examined 236 small manufacturers that had attempted to become suppliers to the mass merchandiser market. Each firm was asked to complete a self‐assessment instrument and allow its product to be independently evaluated by a trained marketing professional.

The results suggest that, while the balanced approach is useful in evaluating small suppliers, the reliance on only firm‐related items is not as effective as an approach using an instrument that also includes product‐specific measures. Firms with superior management and products were more successful in reaching a merchandiser's shelves than those with poor ratings in each area.

This study not only evaluated management areas similar to the ones recommended by Kaplan, Norton, and Kanji, but also included an assessment of product attributes. The study suggests that a balanced approach to performance assessment includes both firm and product measures. Buyers and suppliers in the mass merchandising industry could use this approach to more accurately assess the strengths and weaknesses of a potential relationship.

A study was undertaken to determine if there were quality differences between ventures that were forwarded on to a mass merchandiser for buyer review and those that were not. The sample ventures were manufacturers participating in an independent evaluation program for a major US midwest mass merchandiser. The quality issues were based on common management practices and on the marketability of the product being offered to the firm. Ventures that were forwarded for subsequent buyer review were found to be superior in both areas of concern. A separate analysis was run to determine if any gender‐based differences were notable in the evaluation process. With few exceptions, male‐ and female‐owned ventures were of comparable quality when forwarding status was controlled. However, using regression analysis, product quality was found to have the greatest impact on whether or not a female‐owned venture was forwarded, while the quality of the entire venture (product and management practices) was of greater significance for male‐owned ventures.

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.

Microfoundations of institutions are central to constructing place – the interplay of location, meaning, and material form. Since only a few institutional studies bring materiality to the fore to examine the processes of place-making, how material forms interact with people to institutionalize or de-institutionalize the meaning of place remains a black box. Through an inductive and historical study of Boston’s North End neighborhood, the authors show how material practices shaped place-making and institutionalized, or de-institutionalized, the meaning of the North End. When material practices symbolically encoded meanings of diverse audiences into the church, it created resonance and enabled the building’s meanings to withstand environmental change and become institutionalized as part of the North End’s meaning as a place. In contrast, when the material practices restricted meaning to a specific audience, it limited resonance when the environment changed, was more likely to be demolished and, thus, erased rather than institutionalized into the meaning of the North End as a place.

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.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.