Suchergebnisse

Internal marketing (IM) focuses on acquiring and retaining customer‐oriented employees. Critics of internal marketing claim that the term is simply a synonym for good human resources management. The concepts of internal marketing and human resource effectiveness (HRE), at both a strategic and technical level, are considered and suitable measures identified. Data are collected from the Australian public sector and a moderated regression analysis is used to investigate the hypothesized relationships. The study provides empirical support that there is a valid and distinct demarcation between IM and HRE, and that IM is an important antecedent to HRE.

Cognizant of the need to provide for situations ranging from high to low consumer involvement, this article proposes seven new models that recognize different purchase situations and varying attitude formation processes. Specifically, four high involvement models, two variants of a medium-to-lower involvement model, and two low involvement models are proposed. Each model provides for both first-time and repeat-purchase situations. All seven have been developed with the intention of providing advertisers with frameworks upon which to develop integrated marketing communication strategies. In addition to providing for a variety of purchase situations including differing levels of involvement, the models recognize situations where product trial is possible/not possible, as well as differences between first-time and sequential buying situations. They also distinguish between conceptual and experiential attitudes and accordingly, emphasize the importance of conation (direct experience) in the process of attitude formation.

The relevance of entrepreneurship in the public sector is considered. In investigating relationships a review of the literature is undertaken and a model is proposed to examine the effects of certain environmental variables and centralisation on entrepreneurship and ultimately, performance. The proposed model is based on work conducted by Covin and Slevin [1991], reconsidered within a public sector context. Research is conducted among Australian public sector entities. A structural equation model is used to examine the hypothesised linkages. Implications of the findings are discussed, limitations are noted and directions for future research are outlined. ; peer-reviewed

Amid rapid changes in the tertiary education sector witnessed in recent years, issues such as performance and accountability are becoming increasingly important. Among other things, market orientation has often been linked to performance. Investigates the degree of market orientation and its effect on performance at Australian and New Zealand universities. Results confirm a positive relationship between market orientation and overall performance: providing support for the relevance of market orientation to universities. Confirms the importance of the responsiveness dimension. Another interesting finding is that there is no significant difference in the level of market orientation between business and non‐business schools or departments in universities in Australia and New Zealand. Implications, limitations and directions for further research are also discussed.

Reports that the increased calls for transparency and accountability in government organizations underscores the need for a market orientation even among government departments. Considers the degree of market orientation and its effect on the organizational commitment in government departments in the Australian public sector. Results provide empirical support for a relationship between market orientation in the public sector and organizational commitment. Draws implications from and discusses directions for future research.

Increased calls for transparency and accountability in government organizations underscores the need for a market orientation even in the public sector. The degree of market orientation and its effect on performance and on organizational commitment in government departments in three Australian states is considered. Results provide empirical support for a direct relationship between market orientation and performance and evidence of the mediating role of organizational commitment. Implications are drawn and directions for future research are discussed. ; peer-reviewed

ABSTRACTUnlike traditional media, social media rely on high levels of consumer engagement, involvement, co‐creation and propagation. By the very act of forwarding a viral message, there is an implicit endorsement of the content and the credibility of the message is enhanced. However, the fundamental factors affecting a recipient's decision to forward a viral message have received scant attention. To address this gap, a study was undertaken using three YouTube videos as exemplars of viral peer‐to‐peer stimuli often shared within digital social networks. Findings suggest that sender involvement and the amount of online communication across the tie are the most critical factors influencing propagation propensity. Tie strength, while still significant, was found to be less important, while knowledge of sharing YouTube videos online had no significant impact. This study provides the first empirical evidence regarding the factors affecting the forwarding of digital content across social networks. Copyright © 2011 John Wiley & Sons, Ltd.