From curious to connoisseur: a longitudinal segmentation of attendees at a Chinese wine festival

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fangfang Shi ◽  
Shaojun Ji ◽  
David Weaver ◽  
Ming-Feng Huang
Keyword(s):  
Design Methodology ◽  
Market Development ◽  
Market Segments ◽  
Content Type ◽  
Longitudinal Approach ◽  
Occasional Drinker ◽  
Chinese Wine ◽  
Practical Implications ◽  
Over Time

Purpose This study aims to examine the components and evolution of the Chinese wine festival market using the Dalian International Wine and Dine Festival (DIWDF) as a case study. Design/methodology/approach Adopting a longitudinal approach, survey data were collected from attendees of the first, fifth and seventh DIWDF in 2012, 2016 and 2018, respectively. Cluster analysis segmented attendees by wine and festival experience and consumption features. Comparative analysis was conducted to examine segment differences by demography, festival motivation, satisfaction and intention. Changes in segments over time were examined across the three times. Findings The following three clusters were identified: “wine-novice fest-newbies,” “occasional drinker fest-goers” and “wine-lover fest-enthusiasts.” Over the study period, the proportion of “wine-lover fest-enthusiasts” increased significantly while the percentages of the other two segments decreased, demonstrating the evolution of the Chinese wine festival market and their consumer impacts. Practical implications This study offers straightforward indicators of market value via consumption features for both wine businesses and festival organizers. The characteristics of the segments and their inter-linkage have important implications for developing product mix, targeting strategies, festival service design and market development. Originality/value This is the first known empirical research globally to investigate relationships among market segments both horizontally (differences between segments) and vertically (development over time) and to incorporate both wine- and festival-related consumption features.

Initiating, challenging and improving knowledge in organizational contexts

2018 ◽  
Vol 41 (3) ◽  
pp. 278-295 ◽  
Author(s):  
Stefania Mariano
Keyword(s):  
Design Methodology ◽  
Organizational Knowledge ◽  
Current Debate ◽  
Improve Performance ◽  
Content Type ◽  
Organizational Contexts ◽  
Managerial Practices ◽  
Practical Implications ◽  
Over Time

Purpose The purpose of this study is to investigate how organizational knowledge interacts with artifacts and what determinants, driving processes and outcomes govern these interactions in organizational contexts. Design/methodology/approach A case study is used and data collected is from a US engineering and consulting company. Findings Findings suggested three major driving processes specifically initiating, challenging and improving and several related determinants and outcomes that governed the interaction between organizational knowledge and artifacts over time. Research limitations/implications This study has limitations related to the nature and dimension of the case selected. Practical implications This study provides a means to explain how organizations hold existing knowledge and what determinants, driving processes and outcomes govern the interactions between knowledge and artifacts to assist managerial practices and improve performance. Originality/value This paper contributes to the current debate on organizational knowledge and provides some empirical evidence of how knowledge interacts with artifacts in organizational contexts.

Individual intellectual capital versus collective intellectual capital in a meta-organization

2016 ◽  
Vol 17 (2) ◽  
pp. 279-297 ◽  
Author(s):  
José Vale ◽  
Manuel Castelo Branco ◽  
João Ribeiro
Keyword(s):  
Intellectual Capital ◽  
Design Methodology ◽  
Content Type ◽  
Intellectual Assets ◽  
Managerial Implications ◽  
The Individual ◽  
Practical Implications ◽  
Level Of Analysis ◽  
Over Time

Purpose – The purpose of this paper is to discuss and analyse how intellectual capital (IC) is created and deteriorated in a meta-organization by assessing the interdependency between the collective IC of the meta-organization and the individual IC of its members. Design/methodology/approach – A case study conducted in a seaport is adopted to explore how creation or deterioration of IC at one level of analysis affects the IC at the other. Four different illustrations are provided, depicting different instances of articulation between both types of IC. Findings – Evidence suggests that, in a meta-organization, IC appears as a function of both individual and collective IC dimensions. Changes in the meta-organization’s IC or in its members’ IC may have different impacts on each other, generating intellectual assets or intellectual liabilities at both levels. Evidence also suggests that those changes in IC should be analysed in a longitudinal way, since both levels affect each other in different ways over time. Research limitations/implications – Despite the validity of the interpretations provided in the context of the case study, generalization to other situations should be conducted only in a theoretically framed manner. Practical implications – This study provides important strategic and managerial implications for meta-organizations and their members, who are concerned with their performance. Originality/value – Although there have been some efforts to apply the traditional IC methodologies to a bigger scope, such as regions or nations, some meso level empirical contexts are yet far unexplored, such as the case of meta-organizations. Furthermore there is a gap in management sciences’ research on seaports.

Perceptions unfolded: managerial implementation in perception formation

2018 ◽  
Vol 31 (6) ◽  
pp. 710-725 ◽  
Author(s):  
Caroline Howard Grøn
Keyword(s):  
Design Methodology ◽  
Dynamic Nature ◽  
Content Type ◽  
Dynamic Character ◽  
Implementation Approach ◽  
Pros And Cons ◽  
And Performance ◽  
Practical Implications ◽  
Over Time

Purpose The literature so far has shown that perceptions of managerial interventions matter for motivation and performance. However, how these perceptions are formed and develop over time is less clear. The purpose of this paper is to fill part of this gap. Design/methodology/approach The paper uses a panel case study to investigate how perceptions of a managerial intervention are formed and developed over time among daycare workers in a Danish municipality. Findings The paper reveals the dynamic nature of preferences and the centrality of the local manager in perception formation, illustrating that it is not necessarily the implementation style (soft/hard) that is important as much as the managerial involvement in the initiative. Practical implications Whereas managers are still well advised to consider the pros and cons of a hard vs a soft implementation approach, this paper also underlines the importance of constant managerial involvement not only to ensure implementation but also to continuously impact the way managerial interventions are perceived. Originality/value The paper adds to the existing knowledge about perception formation by using a panel case study, hence illustrating the dynamic character of perception formation.

The elusive practice of driving post-acquisition company performance

2020 ◽  
Vol 37 (1) ◽  
pp. 29-31
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Company Performance ◽  
Content Type ◽  
Hands On ◽  
Pertinent Information ◽  
Strong Culture ◽  
Practical Implications ◽  
Over Time

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This case study paper unpacks the factors that can drive or impede post-acquisition growth. Based on the findings of a detailed case study of healthcare company Alcon, it's clear that a strategy of micromanaging a newly acquired company that has a strong culture, is already performing favorably, and has well established management, is a strategy that's likely to lead to underperformance by demoralizing the unit's employees over time. A hands-off approach may be best applied here therefore. Yet where an acquired company is already underperforming and the acquirer has skills and resources that the target lacks, a hands-on approach makes more sense. Originality/value The briefing saves busy executives, strategists 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.

The outcomes of providing lean training to strategic suppliers: a Swedish case study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ewout Reitsma ◽  
Peter Manfredsson ◽  
Per Hilletofth ◽  
Roy Andersson
Keyword(s):  
Training Program ◽  
Design Methodology ◽  
Potential Outcomes ◽  
Future Research ◽  
Structured Interviews ◽  
Content Type ◽  
Lean Practices ◽  
Practical Implications ◽  
Over Time

PurposeThe aim of this study is to investigate the outcomes of a leading Swedish truck maker (referred to as “TruckCo” for confidentiality reasons) providing lean training to its strategic suppliers.Design/methodology/approachA single in-depth case study is conducted, using on-site semi-structured interviews with representatives from TruckCo and its suppliers for data collection.FindingsThe lean training program resulted in four main outcomes. First, financially unstable suppliers were less receptive to the lean training program than financially stable suppliers. Second, the suppliers became easier to collaborate with over time, through improving their internal ways of working and thus creating more trust in terms of reliability. Third, the suppliers improved their ability to identify possible problems that could jeopardize deliveries. Fourth and finally, the suppliers improved their delivery precision.Research limitations/implicationsOne limitation of this study is that its findings are based on a single in-depth case study. Another limitation is that all the involved companies originate from Sweden. These limitations should be considered in attempts to replicate or further test the reported findings.Practical implicationsThis study provides insights into how a manufacturer can teach lean management to suppliers, and how suppliers can be involved in a manufacturer's journey towards a leaner supply chain. Furthermore, the study reflects more generally on the potential outcomes of a manufacturer providing lean training to suppliers.Originality/valueThis study highlights both TruckCo's and the suppliers' view of the outcomes of the lean training program and discusses how different suppliers adopt the taught lean practices. Avenues for future research are proposed as well.

M&A deal-making: Disney, Marvel and the value of “hidden assets”

2019 ◽  
Vol 47 (3) ◽  
pp. 34-39
Author(s):  
Joseph Calandro Jr.
Keyword(s):  
Design Methodology ◽  
Corporate Strategy ◽  
Financial Analysis ◽  
Content Type ◽  
Analysis Strategy ◽  
Value Realization ◽  
Deal Making ◽  
Practical Implications ◽  
Over Time

Purpose This paper discusses the concept of hidden assets in the context of Disney’s 2009 acquisition of the Marvel Entertainment Group (Marvel), and its value realization activities post-acquisition. Design/methodology/approach The paper presents a hidden assets-based value realization analysis of the 2009 acquisition of Marvel by Disney. It draws on a previously published case study of that acquisition as well as further research conducted by the author. Findings The Disney-Marvel acquisition supports the view that hidden assets-based analysis can be a powerful M&A tool and an equally powerful value realization tool when managed strategically over time. Practical implications The Disney acquisition of Marvel is a dramatic example of how knowledge of hidden assets can be used to do a deal in a competitive marketplace and how the disciplined management of those assets over time can realize a “blue ocean” of value post-acquisition. Originality/value This is the first paper we are aware that evaluates the hidden assets of the Disney-Marvel acquisition. It follows another paper that evaluated the acquisition (Joseph Calandro, Jr., “Disney’s Marvel Acquisition: A Strategic Financial Analysis,” Strategy & Leadership, Vol. 38, No. 2 (2010), pp. 42-51), which followed a paper that evaluated Marvel’s 1996 bankruptcy filing (Joseph Calandro, Jr., “Distressed M&A and Corporate Strategy: Lessons from Marvel Entertainment Group’s Bankruptcy,” Strategy & Leadership, Vol. 37, No. 4 (2009), pp. 23-32).

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.

Marketing and Gaelic football

2016 ◽  
Vol 32 (8) ◽  
pp. 15-17
Keyword(s):  
Market Segmentation ◽  
Design Methodology ◽  
Business Success ◽  
Market Segments ◽  
Content Type ◽  
Sports Organizations ◽  
Competitive Edge ◽  
Marketing Activities ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Market segmentation has long been acknowledged as a key component in business success. An ability to recognize and exploit disparities between different consumer segments can prove a rich source of opportunity for firms. Those able to successfully match their offerings with the requirements of specific market segments often secure and sustain a competitive edge. Segmentation strategies are critical to sports organizations as well as to more conventional industries. Sports consumers come in all shapes and sizes and no one-cap-fits-all where marketing activities are concerned. Different sports attract different consumer types. The secret is to identify the unique characteristics of each sub-group and target them accordingly. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value 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.

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.

scholarly journals Bringing the national interlending system into the local document supply process – a Swedish case study

2015 ◽  
Vol 43 (2) ◽  
pp. 104-109
Author(s):  
Ylva Gavel
Keyword(s):  
System Integration ◽  
Management System ◽  
Design Methodology ◽  
Management Systems ◽  
Local Management ◽  
Content Type ◽  
Practical Implications

Purpose – The purpose of this paper is to describe how systems automating the local document supply process (such as integrated library systems and ILL management systems) can be integrated with systems automating regional document requesting (interlending). This is illustrated with a case study of DocFlow, an ILL management system developed in-house at Karolinska Institutet and its integration with Libris, the national interlending system in Sweden. Design/methodology/approach – The present paper describes how system integration between Libris and DocFlow was accomplished in practice. It also discusses various aspects of integration between systems offering automation of document supply. Findings – Integration between local document supply workflows and regional document request flows may involve techniques such as import of outgoing and incoming interlending requests, synchronization of status values between systems, exchange of messages between systems and quick links to the native interfaces of external systems. Practical implications – The paper brings up various aspects to consider when developing or procuring a system for the local management of ILL workflows. Originality/value – The paper may provide a deeper understanding of system integration, as it applies to the document supply process.

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