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  • 1
    Electronic Resource
    Electronic Resource
    Working smarter: the impact of technology on marketer motivation (1999)
    Bradford : Emerald
    Empowerment in organizations 7 (1999), S. 56-67 
    Details
    ISSN: 0968-4891
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The variables impacting marketers' motivation to work smarter are examined. These influencing variables are the manager's venturesomeness, job challenge, effort and skill results, as well as self-esteem. The model is empirically tested using 273 responses to a questionnaire distributed to marketers using a purchased, national mailing list. The empirical tests were done using a structural equations approach and maximum likelihood estimation. The results indicate that the motivation to work smarter is directly and positively impacted by the manager's job challenge, effort and skill results, and venturesomeness. The manager's self-esteem has positive, indirect impacts on the motivation to work smarter through each of the manager's venturesomeness, effort and skill results, and job challenge. Based on these results, recommendations on how marketers can be encouraged to work smarter are made.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14634449910277810
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  • 2
    Electronic Resource
    Electronic Resource
    A review of servant leadership attributes: developing a practical model (2002)
    Bingley : Emerald
    Leadership & organization development journal 23 (2002), S. 145-157 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Servant leadership is an increasingly popular concept in the repertoire of leadership styles. While an intuitively attractive concept, it is systematically undefined and not yet supported by empirical research. Reviews the servant leadership literature with the intent to develop a preliminary theoretical framework. Builds a foundation for categorizing and appraising the functional and accompanying attributes of servant leaders. Once categorized, a formative, rational servant leadership attribute model is constructed. The authors call for further development of the model and empirical research to support it.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730210424
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  • 3
    Electronic Resource
    Electronic Resource
    Forgiveness in the workplace (2002)
    Bingley : Emerald
    Industrial and commercial training 34 (2002), S. 278-286 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Most of us have some appreciation for the healing nature of forgiveness in our personal lives, even if we do not always practice it! But, in the world of work it is an act even more rare than the expression of authentic gratitude and appreciation. It is the intention of this paper to show that, in this new economy, which is characterized by escalating speed of change, increasing alienation and a growing search for meaning, it makes good business sense to practice the art of forgiveness. True forgiveness supports the retention of valued employees, allows for greater creativity and innovation, leads to increased profitability, and generates greater flexibility in adapting to changing market conditions.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850210447282
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  • 4
    Electronic Resource
    Electronic Resource
    Transformational versus servant leadership: a difference in leader focus (2004)
    Bingley : Emerald
    Leadership & organization development journal 25 (2004), S. 349-361 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This article examines transformational leadership and servant leadership to determine what similarities and differences exist between the two leadership concepts. The authors posit that the primary difference between transformational leadership and servant leadership is the focus of the leader. The transformational leader's focus is directed toward the organization, and his or her behavior builds follower commitment toward organizational objectives, while the servant leader's focus is on the followers, and the achievement of organizational objectives is a subordinate outcome. The extent to which the leader is able to shift the primary focus of leadership from the organization to the follower is the distinguishing factor in classifying leaders as either transformational or servant leaders. This article also looks at the next stage of developmental issues in servant leadership, such as the challenges facing empirical investigation and measurement, and the changes that are occurring in current thinking about the servant leadership approach. Ultimately, the case is made that although different, both transformational leadership and servant leadership offer the conceptual framework for dynamic leadership.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730410538671
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  • 5
    Electronic Resource
    Electronic Resource
    The sales introspection technique: principles and application (2002)
    Bingley : Emerald
    Marketing intelligence & planning 20 (2002), S. 168-173 
    Details
    ISSN: 0263-4503
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper introduces a training technique that is designed to improve salespersons' selling skills through introspection and discovery of success drivers and inhibitors. We present the technique and the theoretical foundations that support it. We also discuss how the technique may be implemented and provide a case example to demonstrate the application of the training mechanism.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02634500210428021
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  • 6
    Electronic Resource
    Electronic Resource
    The state of customer management performance in Malaysia (2002)
    Bingley : Emerald
    Marketing intelligence & planning 20 (2002), S. 378-385 
    Details
    ISSN: 0263-4503
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: First, this paper explores the many varied, and often confusing, definitions of relationship marketing, customer relationship management (CRM) and customer management (CM). Then it reports the results of a survey that examined the CM performance of 34 companies in the consumer banking, credit card, insurance, oil (lubricants) and automotive industries in Malaysia. The research was conducted using the Customer Management Assessment ToolTM (CMATTM) developed by QCi Ltd, a management consultancy that specialises in assessing and improving CM. CM performance was found to be especially poor in insurance and consumer banking. The best performing sector was the credit card industry.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02634500210445437
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  • 7
    Electronic Resource
    Electronic Resource
    The impact of computerization on marketing performance (2000)
    Bradford : Emerald
    The @journal of business & industrial marketing 15 (2000), S. 34-56 
    Details
    ISSN: 0885-8624
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Although chiefly anecdotal, reports that performance is enhanced through technology has encouraged many marketers to adopt computer systems. To examine this issue, 183 industrial marketing executives familiar with computers were surveyed. The results suggest that, properly managed, computer usage enriches individual marketer productivity and, in turn, organizational performance. Because managers can direct this productivity through organizational activities and investments, these findings suggest a number of key implications for marketers and researchers interested in utilizing and/or expanding applications of computer technology.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/08858620010311548
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  • 8
    Electronic Resource
    Electronic Resource
    Toward the creation of an eco-oriented corporate culture: a proposed model of internal and external antecedents leading to industrial firm eco-orientation (2004)
    Bradford : Emerald
    The @journal of business & industrial marketing 19 (2004), S. 68-84 
    Details
    ISSN: 0885-8624
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Corporate recognition of the interdependence between ecological considerations and the need for sustained economic growth has enforced the need for a paradigm in which environmental considerations are included as a prerequisite for sustained operations. One of the underlying factors driving this philosophy appears to be corporate recognition of the fact that many consumers now routinely make themselves aware of the ecological reputation of the firm. The purpose of this research is to test a proposed model in which an organization's generation, dissemination and responsiveness to environmental information is contingent on both internal organizational requisites and the external environmental circumstances facing the industry. Specifically, this study examines the effects of external environmental turbulence and internal organizational factors on the organization's ability to create an eco-oriented corporate culture.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/08858620410516754
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  • 9
    Electronic Resource
    Electronic Resource
    The use of customer- and employee-based performance measures in top 500 companies (1997)
    Bradford : Emerald
    The @TQM magazine 9 (1997), S. 152-158 
    Details
    ISSN: 0954-478X
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Discusses the degree to which customer- and employee-based measures of performance are used within The Times top 500 companies, as revealed by a postal survey carried out in 1995 and from initial findings from six in-depth case studies. The inquiry was initiated as a result of the continuing wave of changes resulting from the performance measurement revolution and ongoing developments in the field of total quality management. Investigates the generation and use of the measures and assesses the commonality between management theory and reported practice. Concludes that, although best practice (in academic terms) is apparent in some companies, the use of these measures in the determination of business strategy has not yet become standard practice.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09544789710165608
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  • 10
    Electronic Resource
    Electronic Resource
    Strategic development related to the Europeanization of UK logistics and distribution service suppliers (1995)
    Bradford : Emerald
    European business review 95 (1995), S. 9-14 
    Details
    ISSN: 0955-534X
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Although barriers to free trade across the European Union (EU) havebeen dismantled since the Single European Act was signed, some stillremain which are likely to hinder UK distribution operators' strategicdevelopments in Europe. UK distribution operators have moved towardscloser integration of Continental European operations with UKactivities. Some groups are focusing on the European market to theexclusion of all other international markets, implementing the strategiclessons of Porter of cost leadership, differentiation and focus. Withinthe European market, UK logistics suppliers are tending to concentrateon the provision of the higher value-added services of distribution totargeted markets, primarily those in northern Europe, located within thefavoured "golden" band of countries. For the future, the EUis planning to integrate European road and rail networks. It is to beanticipated that this improvement in infrastructure will have positiveeffects on the European distribution industry. However, the trendtowards protecting domestic industry will constrain the development ofintegrated markets in logistics services.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09555349510147444
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