The dilemma down under

2018 ◽  
Vol 14 (3) ◽  
pp. 323-339
Author(s):  
Michael E. Ricco ◽  
Patrik Hultberg
Keyword(s):  
Market Entry ◽  
International Management ◽  
Establishing Operations ◽  
Graduate Courses ◽  
Content Type ◽  
Profit Center ◽  
7Th Edition ◽  
Distributive Negotiation ◽  
Actual Negotiation ◽  
The Uk

Synopsis The dilemma down under is a two-party distributive negotiation with integrative potential. A large airline, Transpacific Airlines (TPA), created an internal tour operator brand named Transpacific Vacations as a separate profit center. After licensing its brand to Global Tour Services and establishing operations in the UK, negotiations to take over the internal tour operations of TPA-Australia are about to begin. The case involves the negotiation between Mr Edwards, representative of GTS, and Ms Bentley, representative of TPA-Australia. Research methodology The dilemma down under is based on a real negotiation with altered names and facts. All names of companies have been changed. All names of protagonists have been changed. The year of the case has also been altered. The case was created after an extensive interview with an individual engaged in the actual negotiation. Relevant courses and levels Students in courses related to negotiation and/or decision making. The case also works in international management/strategy courses where students are asked to apply market entry mode decisions along with the accompanying negotiations. The case is most appropriate for undergraduate courses, but can be used for graduate courses. The case can easily be used with common negotiation textbooks, such as Negotiation, 7th edition by Lewicki et al. (2014). Theoretical bases The exercise will be able to reinforce basic distributive negotiation concepts, including identifying issues, positions, interests, alternatives to a negotiated agreement, reservation (resistance) points, target (aspiration) points and opening bids, while at the same time challenge students to look for integrative potential among and across the issues. The case also provides an opportunity to explore the connection between negotiation and international market entry choice.

Getting back on track: change management at AfrobitLink Ltd

2017 ◽  
Vol 13 (1) ◽  
pp. 120-151
Author(s):  
Olugbenga Adeyinka ◽  
Mary Kuchta Foster
Keyword(s):  
Change Management ◽  
Organizational Behavior ◽  
Attribution Theory ◽  
International Management ◽  
Rapid Expansion ◽  
Field Analysis ◽  
Graduate Courses ◽  
Content Type ◽  
Upper Level ◽  
Management Theories

Synopsis AfrobitLink Ltd was an information technology (IT) firm with headquarters in Lagos, Nigeria. AfrobitLink started as a very small IT firm with less than two dozen staff. Within a few years of its founding, AfrobitLink established itself as a dependable organization known for delivering high-quality IT services. However, starting in 2004, AfrobitLink experienced rapid growth as it expanded to serve the telecommunications firms taking advantage of the deregulated market. This rapid expansion resulted in many challenges for AfrobitLink. The firm rapidly expanded into all 36 states in Nigeria, hiring a manager to oversee the company’s operations in each of the states. Poor hiring practices, inadequate training, excessive spans of control, low accountability, a subjective reward system, and other cultural issues, such as a relaxed attitude to time, resulted in low motivation, high employee turnover, poor customer service, and financial losses. By 2013, the firm was operating at a loss and its reputation was in shambles. Generally, the culture was toxic: employees did not identify with the firm or care about its goals, there were no performance standards, employees were not held accountable, self-interest and discrimination prevailed. The organization was in a downward spiral. Consultants were hired to help sort out the firm’s problems but these efforts yielded few results. Ken Wilson, the founder’s son, was hired in 2014 as VP of Administration to help get the firm back on track. As a change agent, Ken had to decide how to address the issues facing the firm and how to achieve profitable growth. Research methodology Primary sources included interviews with the company CEO, his wife, his son, and a volunteer staff member. Secondary sources included the company website. The names of the people and the firm in the case have been changed to provide anonymity. Relevant courses and levels This case is intended for use in graduate courses (although it can also be used in upper level undergraduate courses) in change management/organization development, organizational behavior, leadership, or international management. For graduate courses, students may focus on application or integration of several theories or concepts. For upper level undergraduate courses, students may focus on application of a single theory or concept. Below are suggested texts or readings for each type of student by subject. Theoretical bases Change management theories (e.g. Lewin’s force field analysis (Schein, 1996), Kotter’s eight-step change management process (Kotter, 2007), The change kaleidoscope approach (Balogun and Hailey, 2008)), social identity theory (Tajfel, 1981), attribution theory (Kelley, 1972), leadership theories (e.g. Hersey and Blanchard, 1969), intercultural/international management theories (e.g. Hofstede, 1980, 1991).

scholarly journals Internationalization and knowledge management strategies of service firms: impact of regulatory environment in regional markets

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Christopher Findlay ◽  
Hussain Gulzar Rammal ◽  
Elizabeth Rose ◽  
Vijay Pereira
Keyword(s):  
Market Entry ◽  
Mutual Recognition ◽  
Management Strategies ◽  
Professional Service ◽  
Service Firms ◽  
The European Union ◽  
Structured Interviews ◽  
Professional Service Firms ◽  
Content Type ◽  
The Uk

Purpose This study aims to the influence and impact of regulations and highlights the barriers to market entry faced by Australian professional service firms in the European Union (EU) and their strategies to manage and transfer tacit knowledge. Design/methodology/approach The authors collected data by reviewing relevant regulatory documents and conducting semi-structured interviews with key informants from Australian architecture firms and senior representatives from the professional, trade and regulatory bodies in Australia and Europe. Findings Historically, Australian professional service firms use the United Kingdom (UK) as their EU base. The mutual recognition of qualifications and prior experiences are barriers to intra-organizational expatriation and knowledge transfer. The study identifies the dual nationality of the architects as a way of circumventing the residency/nationality restrictions. Originality/value The study discusses Brexit and how the uncertainty surrounding the UK and EU’s agreement adds to the complexity for non-European firms’ market entry and operations in the region.

Medical treatment and best interests: judicial interpretation of values, wishes and beliefs under the Mental Capacity Act 2005

2020 ◽  
Vol 22 (3) ◽  
pp. 165-173
Author(s):  
Owen P. O'Sullivan
Keyword(s):  
Medical Treatment ◽  
Clinical Decision ◽  
Case Law ◽  
Decision Makers ◽  
Best Interests ◽  
Content Type ◽  
The Supreme Court ◽  
Mental Capacity Act 2005 ◽  
Mental Capacity Act ◽  
The Uk

Purpose The prominence of the best interests principle in the Mental Capacity Act 2005 represented an important transition to a more resolutely patient-centred model regarding decision-making for incapable adults (“P”). This paper aims to examine the courts’ consideration of P’s values, wishes and beliefs in the context of medical treatment, reflect on whether this has resulted in a wide interpretation of the best interests standard and consider how this impacts clinical decision makers. Design/methodology/approach A particular focus will be on case law from the Court of Protection of England and Wales and the Supreme Court of the UK. Cases have been selected for discussion on the basis of the significance of their judgements for the field, the range of issues they illustrate and the extent of commentary and attention they have received in the literature. They are presented as a narrative review and are non-exhaustive. Findings With respect to values, wishes and beliefs, the best interests standard’s interpretation in the courts has been widely varied. Opposing tensions and thematic conflicts have emerged from this case law and were analysed from the perspective of the clinical decision maker. Originality/value This review illustrates the complexity and gravity of decisions of the clinical decision makers and the courts have considered in the context of best interests determinations for incapacitated adults undergoing medical treatment. Subsequent to the first such case before the Supreme Court of the UK, emerging case law trends relating to capacity legislation are considered.

Repositioning the customer support services: the next frontier of competitive advantage

2020 ◽  
Vol 54 (7) ◽  
pp. 1787-1804 ◽  
Author(s):  
Jagdish Sheth ◽  
Varsha Jain ◽  
Anupama Ambika
Keyword(s):  
Competitive Advantage ◽  
Customer Service ◽  
Support Services ◽  
Conceptual Approach ◽  
Content Type ◽  
Profit Center ◽  
Support Unit ◽  
Customer Support ◽  
Cost Center ◽  
New Framework

Purpose This paper aims to analyze the present status of customer support services (CSS) and advocate the re-positioning of support services from an administrative cost center to a strategic profit center. Authors demonstrate how customer support or after sales services can be a source of competitive advantage and revenue generation for firms. Design/methodology/approach The study adopts a conceptual approach grounded in theoretical foundations of service dominant logic, customer loyalty and customer centricity along with practical illustrations from the industry. Findings Following the tenets of theory, review of existing research and analysis of the industry practices, the authors propose a new framework to enable the repositioning of customer service function. The key propositions include establishing customer support as separate business unit and insights center, introducing a new role of a C-level chief customer support officer to lead the customer support unit, adopting a customer-centric culture and process, enabling frontline IT support and investing in frontline employee skills development. Research limitations/implications Academics should examine the potential of customer support, where the strategic importance is low at present, leading to customer dissatisfaction. The new approach and positioning of customer support calls for a new direction for research in this area focusing on enablers, challenges and further implications. To succeed in this competitive era, firms should be conscious of the value of customer service and undertake concrete actions to generate value for all stakeholders. Practical implications Industry can use the new framework and re-position CSS of the organizations. The CSS unit can be different from other business units in the organizations. The CSS would evolve and emerge from the live customer insights. CSS unit can be managed by the C level chief CSS officer. Customer-centric culture would be developed and front line processes can be made customer-oriented by the officer. Thus, this paper and framework would provide new customer-centric directions to the organizations for effective functioning. Originality/value This is the original piece that has emerged from the experience and expertise of the authors.

Complementarity of capabilities across cultures

2019 ◽  
Vol 26 (4) ◽  
pp. 567-585 ◽  
Author(s):  
Thomas Anning-Dorson
Keyword(s):  
Cultural Context ◽  
Structural Equation ◽  
Social Institutions ◽  
Equation Modeling ◽  
Service Firms ◽  
Complementarity Effect ◽  
Content Type ◽  
Cultural Contexts ◽  
Customer Involvement ◽  
The Uk

Purpose The purpose of this paper is to investigate how service firms across two different cultural contexts use their customer involvement capabilities to create competitive advantage. The study further assesses the possible complementarity effect of innovation and involvement capabilities in enhancing firm competitiveness. Lastly, the study draws on the complementarity of capabilities and social institutions to examine whether different cultural contexts explain the use of involvement capability among service firms. Design/methodology/approach The study sampled service firms from an emerging economy (India) and high-income economy (The UK), which have different cultural contexts (collectivism/individualist) to assess the hypothesized relationship. Data collection processes were adapted to the contexts to optimize reliability and relevance. Multi-group structural equation modeling was used in analyzing the data. Findings The study finds that cultural contexts explain the positive relationship between customer involvement capability and firm competitiveness such that in collectivist cultures, involvement capability is more positively related to competitiveness but negative in individualistic contexts. However, in both contexts, service firms can through capability bundling increase firm competitiveness. The study found that the complementarity effects of innovation and involvement capabilities were found to be positive in both contexts. Originality/value This study departs from previous studies by arguing that customer involvement is a complementary capability that helps exploit the potential of innovation capability of service firms. This study further demonstrates that cultural context defines the effectiveness of involvement capability in achieving firm competitiveness.

When is positive action not positive action? Exploring the conceptual meaning and implications of the tie-break criterion in the UK Equality Act 2010

2014 ◽  
Vol 33 (1) ◽  
pp. 97-113 ◽  
Author(s):  
Nick Johns ◽  
Sara MacBride-Stewart ◽  
Martin Powell ◽  
Alison Green
Keyword(s):  
Empirical Support ◽  
Equality Of Opportunity ◽  
Equal Opportunities ◽  
Content Type ◽  
Positive Action ◽  
Legal Innovation ◽  
Positive Discrimination ◽  
The Uk ◽  
Conceptual Meaning ◽  
Practical Implications

Purpose – The purpose of this paper is to explore the claim that the tie-break criterion introduced under the Equality Act 2010 is not really positive action as is claimed by its government sponsors. It evaluates this claim by locating the tie-break into equal opportunities theory, taking into account merit considerations, and reviews its potential implications. Design/methodology/approach – A conceptual discussion of the tie-break. Findings – The paper concludes that the tie-break is not positive action, nor is it positive discrimination. It employs the framework established by Forbes (1991) and attempts to locate it in theoretical discussions of the need to refine merit to take identity characteristics into account. While it could serve to make a more sophisticated approach to merit possible it fails to achieve its implicit potential in this regard. Research limitations/implications – The paper is conceptual and will benefit from empirical support in the future. Practical implications – Practically, the tie-break promises to add some greater clarity to the muddled understanding of equal opportunities and diversity that underpins much policy and legislation. As a result it will arguably prove hard to implement and will carry other associated problems. Social implications – Socially, the tie-break, mis-represented as it currently is, promises to create greater uncertainty around the nature and purposes of equality of opportunity. Consequently, it could exacerbate tensions and hostilities and promote significant resistance to “equality” measures. Originality/value – This paper is an original conceptual piece that will shine a light on an important legal innovation. The tie-break is not what it is described to be and carries both potential and threat for advocates of equality of opportunity. In pursuing socially significant outcomes of this type, conceptual accuracy and transparency are vital, and this paper contributes to this endeavour.

Middle East luxury retail sector – opportunities or uncertainties in the future?

2016 ◽  
Vol 6 (3) ◽  
pp. 1-39
Author(s):  
Roger Moser ◽  
Gopalakrishnan Narayanamurthy
Keyword(s):  
Middle East ◽  
Multinational Corporations ◽  
International Business ◽  
Market Entry ◽  
Middle Eastern ◽  
Subject Area ◽  
Retail Sector ◽  
Senior Executive ◽  
Content Type ◽  
The Future

Subject area The subject area is international business and global operations. Study level/applicability The study includes BSc, MSc and MBA students and management trainees who are interested in learning how an industry can be assessed to make a decision on market entry/expansion. Even senior management teams could be targeted in executive education programs, as this case provides a detailed procedure and methodology that is also used by companies (multinational corporations and small- and medium-sized enterprises) to develop strategies on corporate and functional levels. Case overview A group of five senior executive teams of different Swiss luxury and lifestyle companies wanted to enter the Middle East market. To figure out the optimal market entry and operating strategies, the senior executive team approached the Head of the Swiss Business Hub Middle East of Switzerland Global Enterprise, Thomas Meier, in December 2012. Although being marked with great potential and an over-proportional growth, the Middle Eastern luxury market contained impediments that international firms had to take into consideration. Therefore, Thomas had to analyze the future outlook for this segment of the Middle East retail sector to develop potential strategies for the five different Swiss luxury and lifestyle companies to potentially operate successfully in the Middle East luxury and lifestyle market. Expected learning outcomes The study identifies barriers and operations challenges especially for Swiss and other foreign luxury and lifestyle retailers in the Middle East, understands the future (2017) institutional environment of the luxury and lifestyle retail sector in the Middle East and applies the institutions-resources matrix in the context of a Swiss company to evaluate the uncertainties prevailing in the Middle East luxury and lifestyle retail sector. It helps in turning insights about future developments in an industry (segment) into consequences for the corporate and functional strategies of a company. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes. Subject code CSS 5: International Business.

scholarly journals Social media and sentiment in bioenergy consultation

2016 ◽  
Vol 10 (1) ◽  
pp. 87-98 ◽  
Author(s):  
Victoria Uren ◽  
Daniel Wright ◽  
James Scott ◽  
Yulan He ◽  
Hassan Saif
Keyword(s):  
Social Media ◽  
New Media ◽  
Sentiment Analysis ◽  
Opinion Mining ◽  
Public Consultation ◽  
Short Paper ◽  
Consultation Process ◽  
Content Type ◽  
The Public ◽  
The Uk

Purpose – This paper aims to address the following challenge: the push to widen participation in public consultation suggests social media as an additional mechanism through which to engage the public. Bioenergy companies need to build their capacity to communicate in these new media and to monitor the attitudes of the public and opposition organizations towards energy development projects. Design/methodology/approach – This short paper outlines the planning issues bioenergy developments face and the main methods of communication used in the public consultation process in the UK. The potential role of social media in communication with stakeholders is identified. The capacity of sentiment analysis to mine opinions from social media is summarised and illustrated using a sample of tweets containing the term “bioenergy”. Findings – Social media have the potential to improve information flows between stakeholders and developers. Sentiment analysis is a viable methodology, which bioenergy companies should be using to measure public opinion in the consultation process. Preliminary analysis shows promising results. Research limitations/implications – Analysis is preliminary and based on a small dataset. It is intended only to illustrate the potential of sentiment analysis and not to draw general conclusions about the bioenergy sector. Social implications – Social media have the potential to open access to the consultation process and help bioenergy companies to make use of waste for energy developments. Originality/value – Opinion mining, though established in marketing and political analysis, is not yet systematically applied as a planning consultation tool. This is a missed opportunity.

“That's not how I see it”: female and male perspectives on the academic role

2007 ◽  
Vol 22 (6) ◽  
pp. 497-515 ◽  
Author(s):  
Sue Shaw ◽  
Catherine Cassell
Keyword(s):  
Gender Differences ◽  
Business School ◽  
Design Methodology ◽  
Business Schools ◽  
School Context ◽  
Empirical Work ◽  
Original Data ◽  
Content Type ◽  
Academic Role ◽  
The Uk

PurposeThe purpose of this paper is to provide a piece of empirical work that examines gender differences in how academics make sense of performance within university business schools in the UK.Design/methodology/approachThe research reported draws on data collected using a life history and repertory grid methodology with male and female interviewees from two university business schools.FindingsThe findings are discussed in relation to how academics understand what is valued about their role and what they believe the organisation rewards and values when it comes to promotion. Gender differences are shown to exist in the ways women and men define the academic role and in what they think is important both to themselves and the institution.Originality/valueThe paper presents original data on gender differences within a business school context.

The reflexive turn in key account management

2014 ◽  
Vol 48 (11/12) ◽  
pp. 2071-2104 ◽  
Author(s):  
Markus Vanharanta ◽  
Alan J.P. Gilchrist ◽  
Andrew D. Pressey ◽  
Peter Lenney
Keyword(s):  
Empirical Studies ◽  
Negative Relationship ◽  
Success Rates ◽  
Key Account Management ◽  
Content Type ◽  
Account Management ◽  
Long Run ◽  
Key Account ◽  
And Performance ◽  
The Uk

Purpose – This study aims to address how and why do formal key account management (KAM) programmes hinder effective KAM management, and how can the problems of formalization in KAM be overcome. Recent empirical studies have reported an unexpected negative relationship between KAM formalization and performance. Design/methodology/approach – An 18-month (340 days) ethnographic investigation was undertaken in the UK-based subsidiary of a major US sports goods manufacturer. This ethnographic evidence was triangulated with 113 in-depth interviews. Findings – This study identifies how and why managerial reflexivity allows a more effectively combining of formal and post-bureaucratic KAM practices. While formal KAM programmes provide a means to initiate, implement and control KAM, they have an unintended consequence of increasing organizational bureaucracy, which may in the long-run hinder the KAM effectiveness. Heightened reflexivity, including “wayfinding”, is identified as a means to overcome many of these challenges, allowing for reflexively combining formal with post-bureaucratic KAM practices. Research limitations/implications – The thesis of this paper starts a new line of reflexive KAM research, which draws theoretical influences from the post-bureaucratic turn in management studies. Practical implications – This study seeks to increase KAM implementation success rates and long-term effectiveness of KAM by conceptualizing the new possibilities offered by reflexive KAM. This study demonstrates how reflexive skills (conceptualized as “KAM wayfinding”) can be deployed during KAM implementation and for its continual improvement. Further, the study identifies how KAM programmes can be used to train organizational learning regarding KAM. Furthermore, this study identifies how and why post-bureaucratic KAM can offer additional benefits after an organization has learned key KAM capabilities. Originality/value – A new line of enquiry is identified: the reflexive-turn in KAM. This theoretical position allows us to identify existing weakness in the extant KAM literature, and to show a practical means to improve the effectiveness of KAM. This concerns, in particular, the importance of managerial reflexivity and KAM wayfinding as a means to balance the strengths and weaknesses of formal and post-bureaucratic KAM.

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