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Change readiness (CR) is viewed as a multidimensional behavior that reflects the firm's competencies to do three things in response to environmental opportunities and threats in its industry: trigger identification; gearing up to take action (preparation); and the action's degree of novelty. The main purpose of this study is to propose and test an alternative conceptualization for CR.

Data were collected from 217 organizations in 14 countries. All respondents were in charge of, or involved with, their firms' strategic decisions and implementations thereof and filled out a structured questionnaire.

It was found that CR is influenced by both internal and external variables, including management orientation (entrepreneurial, centralization), environmental barriers, and technology and innovation roles in firms' business strategies. In addition, a higher degree of CR was correlated with better performance and with higher management evaluation of success in coping with environmental triggers.

The size and selection of the sample may pose limits in generalizing the study findings. Future studies may increase the number of interviews per firm, use objective assessments of performance and provide more specific information about threats and opportunities, as well as the type of industry.

The proposed CR concept is based on specific behavior rather than on attitude. CR is perceived as a strategy‐oriented construct that demonstrates the capacity of an organization to respond effectively to new developments in its environment.

The purpose of this paper is to suggest a conceptual framework to examine customer satisfaction with a technology‐based service improvement. Three factors are suggested that influence customers' acceptance of the improved service: internal, consistency and external (ICE).

Hypotheses are constructed by reviewing literature in the areas of customer satisfaction, marketing services and diffusion of innovation. An exploratory study was conducted in an academic setting, to examine changes in learning formats, and the resulting reactions. The empirical research involves three major procedures: personal interviews, focus groups and surveys.

The findings, based on both qualitative and quantitative research, support the proposed conceptual framework. It was found that students' behavioral intentions regarding a new, technology‐based learning format, can be explained by the following factors: perceived outcome and ease of use (internal factor), technology orientation and consistency of the new with the old delivery process (consistency factor), and the perceived image of the academic institute (external factor).

It is suggested that when considering service improvements, more attention should be paid to the organization's image, the consistency with the traditional service and the customer technology orientation.

Reviews the latest management developments across the globe and pinpoints 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.

Given that size, status and power are so widely coveted nowadays, it's heartwarming to learn of instances where the smaller guy has outwitted a more eminent rival. Thanks to globalization, the issue is especially pertinent in the business world where encounters between corporate versions of David and Goliath are becoming ever more frequent. On the face of things, the outcome of these gladiatorial mismatches seems inevitable. Transnational organizations muscle their way into new markets wielding advantages in the shape of superior technologies, brand reputation and economies of scale. In response, domestic incumbents have little choice than to wave the white flag and accept their fate with dignity. Or do they?

Identifies measures and strategies local firms can take to defend their position against global entrants into the domestic market. Points out actions taken to implement a companywide focus on innovation and design. Notes effective strategies for increasing demand for new products.

Points out the threat global firms pose to local culture and traditions. The potential for exploitation of labor and negative impact on employment is likewise noted.

Provides insights and practical thinking about the role of ethical values and sustainability in today's business environments.