scholarly journals Bridging the gap: reflections on theorizing with managers

2017 ◽  
Vol 51 (7/8) ◽  
pp. 1153-1160 ◽  
Author(s):  
Peter S.H. Leeflang
Keyword(s):  
Public Policy ◽  
Personal Experience ◽  
Design Methodology ◽  
Empirical Studies ◽  
Decision Makers ◽  
Marketing Practice ◽  
Content Type ◽  
Marketing Managers ◽  
Quantitative Studies

Purpose The purpose of this paper is to reflect on Nenonen et al.’s paper on theorizing with managers. This paper discusses differences between marketing science and marketing practice and gives suggestions to reduce the theory–praxis gap. It gives examples of quantitative studies that have been performed with practioners and use the choices proposed by Nenonen et al. to draw conclusions. Design/methodology/approach This paper is based on personal experience of the author, which is supported by a substantial number of empirical studies. Findings Cooperation with marketing managers/decision-makers is most successful when the initiator is the practitioner. Public policy and litigation are the most promising areas for cooperation. It is difficult to publish the outcomes of these “joint” studies in top journals. Originality/value This study extends and continues the results of the study by Nenonen et al.

Innoterms: a conceptual typology of attitudes that influence the implementation of adopted management innovations

2019 ◽  
Vol 34 (3) ◽  
pp. 19-22
Author(s):  
Eben David November
Keyword(s):  
Personal Experience ◽  
Design Methodology ◽  
Employee Attitudes ◽  
Decision Makers ◽  
Successful Implementation ◽  
Content Type ◽  
Conceptual Reasoning

Purpose Aims to develop a typology of employee attitudes toward the introduction of externally sourced management innovations. Design/methodology/approach Draws on reflection upon personal experience and conceptual reasoning to develop the innoterms typology. Findings This paper suggests that addressing innoterms is integral to the successful implementation of externally sourced management innovations. Originality/value This paper provides a valuable framework for decision-makers to consider before the implementation of management innovations.

Overcoming resistance to product rebranding

2015 ◽  
Vol 24 (6) ◽  
pp. 621-632 ◽  
Author(s):  
Véronique Collange ◽  
Adrien Bonache
Keyword(s):  
Indirect Effect ◽  
Consumer Attitudes ◽  
Higher Order ◽  
Brand Name ◽  
Negative Effects ◽  
Marketing Practice ◽  
Content Type ◽  
Name Change ◽  
Marketing Managers ◽  
The Impact

Purpose – The purpose of this article is to understand how and why consumers resist or accept product rebranding. It seeks to identify and to quantify the drivers of attitudes toward this marketing practice to guide marketing managers in the execution of an effective changeover. Design/methodology/approach – The research is conducted in three stages. First, a qualitative study is run among 45 consumers to identify variables that might influence attitudes toward product rebranding. Second, a review of literature on the emotion of surprise is carried out to specify the relationships between the variables previously identified and to formulate hypotheses. Third, a quantitative study is conducted among 480 consumers to test the hypotheses and to quantify the impact of each variable. Findings – Surprise impacts attitudes toward product rebranding through a three-way process (automatic, higher-order cognitive, higher-order affective): a direct negative effect, an indirect effect mediated by incomprehension about the reasons for the change and an indirect effect mediated by the negative emotions generated by the change. Moreover, trust in firms diminishes the negative effects of anger, fear and sadness on attitudes toward product rebranding. Research limitations/implications – The research offers a better understanding of processes involved in the building of consumer attitudes toward brand name change. However, it only constitutes a first step in the attempt to understand the phenomena. Practical implications – This practice of brand name change is increasingly popular, but marketing managers are skeptical about the best way to implement it. The paper provides a better understanding of consumer reactions to product rebranding, so that marketing managers can make better decisions. It reveals guidance for successful brand name changes. Originality/value – This paper is the first to propose and to test a comprehensive model of the mental processes involved in the building of consumer attitudes toward product rebranding.

Unveiling the myths of M&A integration: challenging general management and consulting practice

2015 ◽  
Vol 36 (2) ◽  
pp. 16-24 ◽  
Author(s):  
Florian Bauer ◽  
Julia Hautz ◽  
Kurt Matzler
Keyword(s):  
Design Methodology ◽  
Research Management ◽  
Integration Process ◽  
Senior Managers ◽  
Content Type ◽  
Corporate Development ◽  
General Management ◽  
Quantitative Studies ◽  
The Common ◽  
Successful Integration

Purpose – The purpose of this paper is to detect and challenge generally accepted management and consulting practice in Mergers & Acquisitions (M&As). M&As have been an important issue in strategic management and corporate development for decades. The integration process of two separate entities has been found to be of importance, and has, accordingly, received a significant amount of attention by research, management and consulting literature. Based on these insights, managers tend to rely on well-established and generally accepted rules developed by practice and consultants that should support a successful integration process and the generation of value. Nonetheless, M&As’ efforts still often fail to create value. So is the common practice of the established drivers and beneficial consequences of the integration of M&As right, or do the experiences of consultants, companies and managers reveal something different? Design/methodology/approach – To understand these challenges, the authors spent four years studying M&A projects and subsequent integration processes of more than 400 companies that engaged in M&A efforts. The data derived from four survey-based quantitative studies among more than 430 CEOs, CFOs and other senior managers in the field of M&As and personal interviews that were conducted to get in-depth insights. Findings – This extensive research on the efforts and projects of M&As over many years and including many companies reveals that successful integration processes are complex, social and culturally dependent endeavors and that the application of commonly accepted and established principles oversimplifies and disregards the interdependencies. Originality/value – The present paper unveils four established principles concerning the successful integration after M&As as tenacious myths and provides more differentiated insights into value-destroying and value-creating mechanisms in M&As.

Size does matter – span of control in hospitals

2017 ◽  
Vol 31 (2) ◽  
pp. 192-206 ◽  
Author(s):  
Christina Holm-Petersen ◽  
Sussanne Østergaard ◽  
Per Bo Noergaard Andersen
Keyword(s):  
Design Methodology ◽  
Hospital Staff ◽  
Leadership Capacity ◽  
Decision Makers ◽  
Span Of Control ◽  
Content Type ◽  
Frontline Leaders ◽  
Practical Implications

Purpose Centralization, mergers and cost reductions have generally led to increasing levels of span of control (SOC), and thus potentially to lower leadership capacity. The purpose of this paper is to explore how a large SOC impacts hospital staff and their leaders. Design/methodology/approach The study is based on a qualitative explorative case study of three large inpatient wards. Findings The study finds that the nursing staff and their frontline leaders experience challenges in regard to visibility and role of the leader, e.g., in creating overview, coordination, setting-up clear goals, following up and being in touch. However, large wards also provide flexibility and development possibilities. Practical implications The authors discuss the implications of these findings for decision makers in deciding future SOC and for future SOC research. Originality/value Only few studies have qualitatively explored the consequences of large SOC in hospitals.

How “The Three Rules” guide strategy and investment decisions at Deloitte Consulting LLP

2015 ◽  
Vol 43 (3) ◽  
pp. 7-14 ◽  
Author(s):  
Jim Moffatt
Keyword(s):  
Design Methodology ◽  
Large Scale ◽  
Investment Decisions ◽  
Decision Makers ◽  
Research Project ◽  
Content Type ◽  
First Case ◽  
Practical Implications ◽  
Thought Leadership

Purpose – This case example looks at how Deloitte Consulting applies the Three Rules synthesized by Michael Raynor and Mumtaz Ahmed based on their large-scale research project that identified patterns in the way exceptional companies think. Design/methodology/approach – The Three Rules concept is a key piece of Deloitte Consulting’s thought leadership program. So how are the three rules helping the organization perform? Now that research has shown how exceptional companies think, CEO Jim Moffatt could address the question, “Does Deloitte think like an exceptional company?” Findings – Deloitte has had success with an approach that promotes a bias towards non-price value over price and revenue over costs. Practical implications – It’s critical that all decision makers in an organization understand how decisions that are consistent with the three rules have contributed to past success as well as how they can apply the rules to difficult challenges they face today. Originality/value – This is the first case study written from a CEO’s perspective that looks at how the Three Rules approach of Michael Raynor and Mumtaz Ahmed can foster a firm’s growth and exceptional performance.

Jumping to conclusions – an analysis of the NBA Draft Combine athleticism data and its influence on managerial decision-making

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tobias Berger ◽  
Frank Daumann
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Predictive Power ◽  
Principal Component ◽  
Decision Makers ◽  
Decision Quality ◽  
Managerial Behavior ◽  
Managerial Decision ◽  
Content Type ◽  
Selection Behavior

PurposeThe NBA Draft policy pursues the goal to provide the weakest teams with the most talented young players to close the gap to the superior competition. But it hinges on appropriate talent evaluation skills of the respective organizations. Research suggests the policy might be valid but to date unable to produce its intended results due to the “human judgement-factor”. This paper investigates specific managerial selection-behavior-influencing information to examine why decision-makers seem to fail to constantly seize the opportunities the draft presents them with.Design/methodology/approachAthleticism data produced within the NBA Draft Combine setting is strongly considered in the player evaluations and consequently informs the draft decisions of NBA managers. Curiously, research has failed to find much predictive power within the players pre-draft combine results for their post-draft performance. This paper investigates this clear disconnect, by examining the pre- and post-draft data from 2000 to 2019 using principal component and regression analysis.FindingsEvidence for an athletic-induced decision-quality-lowering bias within the NBA Draft process was found. The analysis proves that players with better NBA Draft Combine results tend to get drafted earlier. Controlling for position, age and pre-draft performance there seems to be no proper justification based on post-draft performance for this managerial behavior. This produces systematic errors within the structure of the NBA Draft process and leads to problematic outcomes for the entire league-policy.Originality/valueThe paper delivers first evidence for an athleticism-induced decision-making bias regarding the NBA Draft process. Informing future selection-behavior of managers this research could improve NBA Draft decision-making quality.

G-GERT network model of online public opinion reversal based on kernel and grey degree

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shuli Yan ◽  
Xiangyan Zeng ◽  
Pingping Xiong ◽  
Na Zhang
Keyword(s):  
Public Opinion ◽  
Network Model ◽  
Design Methodology ◽  
Average Frequency ◽  
Decision Makers ◽  
Content Type ◽  
Gert Network ◽  
Frequency Probability ◽  
And Control ◽  
Difficult Issue

PurposeIn recent years, online public opinion reversal incidents have been occurring frequently, which has increased the complexity of the evolution of online public opinion, and they have become a difficult issue for public opinion management and control. It is of great significance to explore the regularity of online public opinion reversal.Design/methodology/approachCombined with the grey characteristics of online public opinion information, a grey graphical evaluation review technique (G-GERT) network model is constructed based on kernel and grey degree, and the frequency, probability and time of online public opinion reversal nodes are calculated using C-marking method and Z-marking method.FindingsThroughout the online public opinion reversal events, there are all repeated outbreak nodes occurring, so the authors regard the repeated occurrence of outbreak nodes as reversal. According to the average frequency, probability and time of repeated outbreak nodes in the G-GERT network model, the authors predict the corresponding key information of reversal. It can simulate the evolution process of public opinion events accurately.Originality/valueThe G-GERT network model based on kernel and grey degree reveals the regulation of public opinion reversal, predicts the frequency, probability and time of reversal nodes, which are the most concerned and difficult issues for decision-makers. The model provides the decision basis and reference for government decision-making departments.

How would you like your Turkish coffee? Tourist experiences of Turkish coffee houses in Istanbul

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Serkan Yiğit ◽  
Nilüfer Şahin Perçin
Keyword(s):  
Design Methodology ◽  
Qualitative Case Study ◽  
Learning Experience ◽  
Empirical Studies ◽  
Value Added ◽  
Case Study Method ◽  
Culture Learning ◽  
Content Type ◽  
Place Satisfaction

Purpose The purpose of this study is to examine and understand the experiences of tourists in the Turkish coffee houses in Istanbul, Turkey. Design/methodology/approach In this study, a qualitative case study method was used to analyze tourists’ comments with user-generated content technique by analyzing tourists’ comments. The data used in the study was collected through TripAdvisor, which is considered one of the most famous websites with tourist reviews and comments, between 20 May and 10 June 2020 from tourists’ reviews (n:219). Findings The findings show that Turkish coffee house experiences are heterogeneous based on the dimensions of coffee characteristics, place, satisfaction, recommendation and revisit intention, value/price and value-added experience. Moreover, value-added experience includes some sub-themes such as a memorable experience, authentic experience and culture learning experience. Originality/value There are some studies on Turkish coffee and Turkish coffee culture in the literature, but there have been no empirical studies investigating the Turkish coffee house experiences of tourists. For this reason, this study aims to examine and understand the experiences of tourists in Turkish coffee houses. Therefore, it is believed that this study will fill the current gap in the literature on tourists’ experiences of Turkish coffee houses.

A family’s battle to understand “challenging behaviour”

2017 ◽  
Vol 22 (2) ◽  
pp. 99-104
Author(s):  
David Jack ◽  
Jill Jack
Keyword(s):  
Design Methodology ◽  
Decision Makers ◽  
Lost Cause ◽  
Small Contribution ◽  
Challenging Behaviour ◽  
Content Type ◽  
Care System

Purpose This is about the authors’ son James’ life. The purpose of this paper is to share a story of misfortune and a battle to find answers in which the greatest enemy was ignorance. Such experiences are not uncommon. It is the authors hope that sharing this will make some small contribution to bringing about change. Design/methodology/approach The authors discuss the experiences of care placements, and the battle to understand “challenging behaviour”. Findings Reflecting upon James’ experiences of the care system, it is clear that the system is fragmented and operates in silos that do not work together. Decision makers were all too often individuals not qualified to assess James’ needs and therefore implement appropriate solutions. The outcome was repeated failure which resulted in the view that he was a lost cause. Originality/value Such cruelty as James has experienced should be recognised and banished forever.

Blinded by the light? Analyzing sustainability authenticity, customer service perceptions, and halo effects

2019 ◽  
Vol 30 (1) ◽  
pp. 117-139 ◽  
Author(s):  
Clinton Amos ◽  
Sebastian Brockhaus ◽  
Amydee M. Fawcett ◽  
Stanley E. Fawcett ◽  
A. Michael Knemeyer
Keyword(s):  
Supply Chain ◽  
Customer Service ◽  
Design Methodology ◽  
Corporate Sustainability ◽  
A Priori ◽  
Decision Makers ◽  
Behavioral Experiments ◽  
Content Type ◽  
Sustainability Initiatives ◽  
Practical Implications

PurposeThe purpose of this paper is to evaluate how service perceptions influence customer views of the authenticity of corporate sustainability claims. The goal of this paper is to help supply chain decision-makers better understand boundary conditions in order to design more enduring and impactful sustainability programs.Design/methodology/approachThe authors employ behavioral experiments, subjecting two theoretically derived hypotheses to verification across five diverse industries and two distinct sustainability vignettes.FindingsCustomer service perceptions emerge as a significant boundary condition to the perceived authenticity of sustainability efforts. Subjects attributed significantly higher authenticity toward sustainability efforts in above average vs below average service quality contexts. Further, respondents attributed deceptive motivations to sustainability efforts at companies with below average service.Research limitations/implicationsThe authors confirm the underlying tenet of social judgment theory, which suggests thata prioriperceptions create a zone of acceptability or rejection. Ultimately, investing in sustainability can lead to counterproductive cynicism.Practical implicationsThe authors infer that customers’ willingness to give companies credit for sustainability initiatives extends beyond service issues to any practice that influencesa prioriperceptions. Supply chain managers must rethink their role in designing both customer service and sustainability systems to achieve positive returns from sustainability investments.Originality/valueThe authors challenge the assumption that customers universally positively view sustainability efforts. If customers holda priorinegative service perceptions, otherwise well-designed sustainability programs may invoke cynical reactions. Thus, sustainability programs may not inoculate firm reputations from adverse incidents. Given they touch both service and sustainability systems, supply chain managers are positioned to holistically influence their design for competitive advantage.

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