Search results

PurposeAims to map business‐to‐business strategic actions to illustrate how manufacturers and resellers of new fast moving consumer goods interact when responding to environmental feedback to their decisions and to assess the effectiveness of alternative implemented decisions in assisting organizational growth.Design/methodology/approachThis report presents a detailed example of causal mapping analysis for a manufacturing entrepreneurial case study; the example covers processes linking events, decisions, and activities in business start‐up, growth, and failure of the enterprise.FindingsFor the case study illustrating the mapping approach, between the start‐up to the demise stages a shift does occur in the number of decision areas judged very good to very bad; for example, product design decisions shift from very good to remarkably good to very bad among the three stages. Pricing strategy was judged very bad consistently across the three stages.Research limitations/implicationsFor research on entrepreneur behavior, additional work on inter‐coder reliability is needed to confirm the consistency of both creating concepts and coding linkages in such maps. Detailed causal maps are needed in large samples of entrepreneur case studies to test the propositions. The application presented here is exploratory only. Causal mapping analysis represents a tool useful in case study research and theory construction from such case study data and such analysis deserves wider use among researchers desiring to open up research in decision making.Originality/valueWhat really is happening and why? To help in answering, mapping thought‐decisions‐outcome dynamics over several stages of new product innovation and diffusion occurring among manufacturers and resellers provides an explicit sensemaking approach for executives.

Matching case identification hypotheses and case-level data analysis -- Constructing algorithms for forecasting high (low) project management performance -- Accurate outcomes performance screening in strategic management -- Modeling human resource outcomes -- Customers' assessments of retail traditional local markets: Strategy outcomes performance screening -- Cultures' outcomes on entrepreneurship, innovation, and national quality-of-life -- Indexes

To clarify their own thinking, gain confirmation, and plan, customers tell stories about their interactions with sales and service associates. These stories are told often via blog sites, social-media platforms (e.g. TripAdvisor) as well as informally to friends and family members. Read original first-person stories of problems, opportunities and outcomes with a multiple-choice exercise following each story, as well as a critical review by an independent researcher. This volume describes customers' reports of their experience of interactions with sales/service associates. Chapters also offer a descriptive theory of storytelling narratives of these encounters. Gain an international view with stories by Asian, European, New Zealand/Pacific Rim, and North American customers. The volume highlights small details that have significant impact on customer satisfaction enhancing the reader's abilities to detect nuances in multiple international contexts, understand how customers evaluate sales/service reps' behavior well as providing opportunities to solve real problems. This is a valuable book in the field of customer relationship management that is also interactive

For decades, scholars have bemoaned the low relevancy and impact of most research in the leading journals in business, management, and marketing. The majority of the research that gets published, perhaps 70% of it, hardly has any measurable scholarly impact in terms of citations. Rather than low relevancy, "Bad to Good" posits that the deeper issue is the pervasive use of bad research practices appearing in most articles in almost all ranked journals in the sub-disciplines of business.With the objective of reducing the high volume of bad practices in research in finance, management and marketing, the book offers tools for improving theory construction and empirical testing of theory especially by early-to-mid scholars. "Bad to Good" covers 24 common bad practices, explaining why they are bad and how to replace them with good practices.Arch Woodside is a leading voice on how to improve business research. He served as the Editor-in-Chief of the "Journal of Business Research" (JBR) for forty years. In 2016 the JBR ranked first among the top-twenty journals in marketing in the Google.com/scholar h-5 index (an impact metric) and seventh among the strategic management sub-discipline.

Case-based causal mapping of bad and good decisions -- Best and worst practices in management performance audits:constructing and testing an algorithmic model -- System dynamics research of bad and good decision processes and outcomes -- Decisions about decisions: leveraging the internet to distribute influence in organisational buying centres -- Making decisions well and badly: how stakeholders' discussions influence individual executives' decision confidence and competence

Intends to advance knowledge and sense-making skills in interpreting cultural, organizational, and personal influences relating to tourism and hospitality behaviors. This title looks at how explicit tourism assessments are being conducted and how to go about accomplishing prescribing and applying advanced assessment metrics.

This volume provides specific answers to hard questions about how to create valid metrics to measure the effectiveness of tourism advertising and the usefulness of destination marketing websites. It provides reviews, analysis and comparisons of tourism literature, advertisements and websites as well as check lists and tips for practical application

Presents answers to the following questions: how do tourists go about seeking high novelty and yet return to the same destination? How do some firms in the same industry end up embracing industrial tourism while other firms reject such business models? Ho