An Institutional Rights Retention Strategy

Prorector for research and development at UiT The Arctic University of Norway informs about the institution's new Open Access Policy, in which Rights Retention takes a prominent place. All authors employed by UiT retain the rights to their peer-reviewed manuscripts, which can now be uploaded and be made available without any embargo period in the institutional repository, Munin, regardless of the policies of the publisher. In case an individual author refuses, (s)he is free to opt out, but no publisher shall have the right to force her/him to not make a manuscript publicly available in green open access through the institution's open repository. The original Norwegian policy document ("Prinsipper og retningslinjer for åpen tilgang til vitenskapelige publikasjoner ved UiT") is available through the website uit.no/publisering; an English translation will follow soon at en.uit.no/publishing.First published online: January 12, 2021

AN EMPIRICAL STUDY OF SELECTED INDIAN COMPANIES’ TALENT MANAGEMENT

Talent Management is an organizational approach which companies feel allows them to maintain and enhance the performance of their highly gifted workers. It is an effective method to employ the appropriate talent and to prepare it to assume top positions in the future, to evaluate and manage its performance and also to keep it from leaving the company. The success of any organization, which analyses the skills retention strategy used by the IT sector in India, relies on the performance of its workers. And the research that address, Talent management, IT & ITES Sector in India and based on a comprehensive literary evaluation of chosen IT businesses in India, as well as material gathered from primary and secondary sources. Indian IT Companies Talent Management, Talent Management at TCS, Infosys Talent Management, IBM Talent Management, Organization Development.

What Do We Know About Customer Churn Behaviour in the Telecommunication Industry? A Bibliometric Analysis of Research Trends, 1985–2019

The literature on telecommunications customer churn behaviour has grown in importance and volume since the early 2000s. This study performed a quantitative bibliometric retrospection of selected journals that qualified for the ABDC journal quality list to examine relevant studies published by them on customer churn research in telecommunication. Using bibliometric data from 175 research articles available in the Scopus database, this review sheds light on the publication trends, articles, stakeholders, prevalent research techniques, and topics of interest over three decades (1985–2019). According to the findings of this review, the current level of contributions are manifested through ten overarching groups of scholarship—namely churn prediction and modelling, feature selection techniques and comparison, customer retention strategy and relationship management, service recovery, pricing and switching cost, legislation, legal, and policy, word-of-mouth and post-switching behaviour, new service adoption, brand credibility, and loyalty. The existing literature has predominantly utilized quantitative methods to their full potential. For far too long, scholars, according tothe study’s central thesis, have ignored the metatheoretical consequences of relying solely on a logical positivism paradigm. In addition, we highlight research directions and the need for customer churn research to go beyond feature selection and modelling.

How Much Is the Lack of Retention Evidence Costing Trial Teams in Ireland and the United Kingdom?

BackgroundEvidence to support the use of many retention strategies in clinical trials is lacking. Despite this, trial teams still need to have some form of retention strategy in their trials to try and avoid high attrition rates. This study aimed to estimate how much this lack of retention evidence might be costing trials in Ireland and the United Kingdom.Methods We selected the top ten most routinely used retention strategies by Clinical Trial Units in the United Kingdom and made assumptions as to how each of these strategies was most likely to be conducted and the costs involved. We applied our costing model to a hypothetical trial scenario in both Ireland and the United Kingdom as well as to three published trial protocols. We developed the costing model and calculated the costs in Microsoft Excel.Results Retention strategies can be extremely expensive, some of the costliest interventions included “a timeline of participant visits for sites” (with integrated participant reminders) (€1,418.44 - €108,471.99), “routine site visits by CTU staff” (€777.67 - €14,753.48), and “data collection scheduled with routine care” (€900 - €32,503.25). Others such as “telephone reminders for questionnaire response” (€34.58 - €568.62), “inclusion of pre-paid envelopes” (€93.44 - €942.50), and “targeted recruitment of sites/GPs” (€30 - €1,620) were less costly compared to the other interventions. DiscussionThe resources invested in the use of some retention interventions may outweigh known or imagined benefits on retention. Where benefits are imagined, evaluation should be a priority. Conclusion More evaluation of the effectiveness and cost of trial retention strategies is needed to avoid widespread use of strategies that are both expensive and ineffective.

Strengthening the satisfaction loyalty link: the role of relational switching costs

The extant retail research has placed much emphasis on understanding customer switching and the concept of switching costs (SCs). However, the empirical evidence is inconclusive with respect to the moderating role of SCs in general and relational switching costs (RSCs) in particular. Therefore, this research focuses on the moderating role played by SCs on the satisfaction-loyalty link. Specifically, our study attempts to clarify the nonlinear moderating effect of RSCs. Furthermore, we investigate RSCs in greater depth, considering their two dimensions, brand relationship loss costs (BRLCs), and personal relationship loss costs (PRLCs). We find that there is an optimal level of BRLC whereas increasing PRLCs decreases the impact of satisfaction on loyalty in a linear manner, calling for a more nuanced assessment of this type of SC in future studies. Our findings contribute to a deeper understanding of the effectiveness of SCs as a retention strategy.