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Alyssa M. Streller

Bio: Alyssa M. Streller is an academic researcher. The author has contributed to research in topics: Leadership style & Perspective (graphical). The author has an hindex of 2, co-authored 2 publications receiving 11 citations.

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Journal Article
TL;DR: In this paper, the authors explore key drivers that create brand equity for professional sports teams and find that operational alignment is necessary to strategic fit, while shared goals and complementary brand identification are critical in determining strategic fit and result in increased brand equity.
Abstract: [Abstract] The purpose of this case study research is to explore key drivers that create brand equity for professional sports teams. Brand equity is optimized through shared goals and complementary brand identification or personalities (Aaker, 1996). This study aimed to delve further into brand equity and explore partnership fit. The authors analyzed two professional sports marketing organizations through interviews. Findings confirm two previously accepted constructs; shared goals and brand identification. A third driver, operational alignment, was uncovered as being necessary to strategic fit. These three constructs are deemed critical in determining strategic fit and result in increased brand equity for a sport organization.

10 citations


Cited by
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Journal Article
TL;DR: Research in Organizations: Foundations and Methods of Inquiry as mentioned in this paper is an excellent book whose major purpose is to "advance research in organizations." According to the editors, "research in organizations provides a milieu of challenges and opportunities that are unique" and this is concordant with the trend towards greater competitive challenges and issues in the macroenvironment of 21st century businesses.
Abstract: Research in Organizations: Foundations and Methods of Inquiry Editied by: Richard A. Swanson and Elwood F. Holton III Berrett-Kohler Publishers, Inc. (2005) 459 pages, Softcover, $32.97 Reviewed by: Donovan A. McFarlane City College-Fort Lauderdale Organizations of the 21st century must be viewed as learning organizations since they must constantly learn from and adapt swiftly to the changes and uncertainties in the global business environment. This process of learning and adaptation amidst change and uncertainty demands a wide knowledge base and accurate information and technological know-how in an environment where failure and success alternate with simultaneous accords. The challenges facing 21st century organizations are therefore overwhelming, and thus, the need for novel and cutting-edge research becomes quite evident. Editors Swanson and Holton completely understand the exigencies for organizational research and the need for a text that bridges the gap between the practical and theoretical when it comes to organizational research as a branch of managerial science, and a lucrative pursuit in which contemporary organizations seeking innovation and leadership will turn to. Swanson and Holton have presented readers with an excellent book whose major purpose is to "advance research in organizations." According to the editors, "research in organizations provides a milieu of challenges and opportunities that are unique" and this is concordant with the trend towards greater competitive challenges and issues in the macroenvironment of 21st century businesses. Swanson and Holton present organizational leaders, managers, scholars, and researchers with a variety of methods of research and inquiry that are effective in advancing organizational research goals. The knowledge presented is based upon two major assumptions: (i) conducting research in organizations involves adapting traditional research methods and modifying them for organizational congruence, and (ii) organizational researchers must effectively be equipped with, and utilize a variety of qualitative and quantitative methods to maximize success in the research process. This theoretical, scholarly, and practical book aims to "help beginning and expanding scholars learn about research in organizations" and presents a body of knowledge uniquely tailored to match this purpose. Part One of the text makes a powerful and compelling case as it examines the Challenge of Research in Organizations and the Process of Framing Research in Organizations. Here, Swanson lays an interesting and academically infallible foundation for the text as he provides us with unique definitions of research and the research process in today's organizations. Even more profound is the rationale for conducting organizational research, its challenges, and general strategies. An interesting depiction is the Theory-Research-Development-Cycle which allows progressive refinement of ideas to evolve into practices and concepts within organizational settings. In the process of framing research in organizations, Swanson teaches us how to identify important research problems through mental models, literature and experience, and processes and outcomes. In the first two chapters the reader is presented with a short, yet comprehensive and sound knowledge of research methodology, practices and theories that can be effectively utilized in organizations. …

138 citations

Posted Content
TL;DR: A review of the existing literature on alliance portfolio literature can be found in this paper, where three key research areas are identified: (a) the emergence of alliance portfolios, (b) the configuration of alliance portfolio, and (c) the management of portfolio.
Abstract: The engagement of firms in multiple simultaneous strategic alliances with different partners has become a ubiquitous phenomenon in today's business landscape This article offers a review of the extant alliance portfolio literature and organizes it around three key research areas: (a) the emergence of alliance portfolios, (b) the configuration of alliance portfolios, and (c) the management of alliance portfolios The article also highlights existing gaps in the present understanding of alliance portfolios and outlines a research agenda by identifying key research questions and issues in the areas where further research is needed

36 citations

Journal ArticleDOI
TL;DR: In this article, the authors investigated how the collaborative context (complementarity, commitment, and compatibility) of asymmetric alliances affect the decision to digitise to enhance learning and revealed the types of collaborations under which partners can exploit digital technologies (DTs) to develop learning capabilities.

18 citations

01 Jan 2018
TL;DR: Bernard et al. as mentioned in this paper explored strategies leaders of marketing and consulting firms used to reduce voluntary employee turnover in their organizations using employee turnover theory as the conceptual framework, and three themes emerged from this study: leaders understand the importance of reducing turnover, essential strategies for leaders to reduce turnover, and that employee commitment and performance management to reduce employee turnover.
Abstract: Strategies to Reduce Voluntary Employee Turnover in Business Organizations by Kevin Lance Bernard MEd, Strayer University, 2006 MBA, Strayer University, 2005 BBA, Fisk University, 2000 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University June 2018 Abstract Industry leaders in the United States have spent $11 billion annually in advertising, hiring, and training expenditures associated with voluntary employee turnover. Using employee turnover theory as the conceptual framework, the purpose of this multicase study was to explore strategies leaders of marketing and consulting firms used to reduce voluntary employee turnover. Participants were purposefully selected based on evidenceIndustry leaders in the United States have spent $11 billion annually in advertising, hiring, and training expenditures associated with voluntary employee turnover. Using employee turnover theory as the conceptual framework, the purpose of this multicase study was to explore strategies leaders of marketing and consulting firms used to reduce voluntary employee turnover. Participants were purposefully selected based on evidence of their successful experiences in reducing voluntary employee turnover in their organizations. Data were collected by conducting semistructured interviews with 6 leaders in 3 marketing and consulting firms located in the southeastern United States and by reviewing organizational documents related to strategies to reduce employee turnover, including annual reports, newsletters, policy handbooks, and financial statements. Data were analyzed using Yin’s 5-phase elements of data analysis: (a) compile, (b) disassemble, (c) reassemble, (d) clarify, and (e) conclude. Three themes emerged from this study: leaders’ comprehension of reducing voluntary employee turnover, essential strategies for leaders to reduce voluntary employee turnover, and that employee commitment and performance management to reduce voluntary employee turnover. Leaders of marketing and consulting firms and other business organizations could create positive social change through effective strategies to reduce employee turnover and unemployment. Reducing unemployment is important because unemployed individuals experience detrimental changes in family relationships, higher mortality rates, and increased physical health problems. Strategies to Reduce Voluntary Employee Turnover in Business Organizations by Kevin Lance Bernard MEd, Strayer University, 2006 MBA, Strayer University, 2005 BBA, Fisk University, 2000 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University June 2018 Dedication I dedicate this study to God and my Lord and Savior. All glory belongs to God, for, if you can believe, all things are possible to him who believes. I thank my mother, my father, and my sister who have supported and listened to me along this doctoral journey. A special dedication to Bailey, Benjamin and Jay to carry on the torch and to do even greater exploits in this lifetime. You all are the greatest! Acknowledgments I would like to thank God for giving me the opportunity for starting and completing a very difficult but satisfying journey. With more than a profound appreciation, I would like to thank my study chair, Dr. Jorge Gaytan for providing kind, personal guidance, coaching, and effective leadership throughout the whole dissertation process. Dr. Gaytan gave me hope by providing valuable advice that increased the value on my dissertation and helped me complete the doctoral journey. Dr. Gaytan, thank you for your patience and support as I learned to strengthen my resolve during this journey. I would like to thank my second committee member, Dr. Carol-Ann Faint and URR member, Dr. Matthew Knight, for the valuable advice, support, and timely feedback and the attention to detail and persistence for perfection. The expertise provided has helped me understand and acquire the essential knowledge to increase the quality of my study. I would like to thank all the participants for their time and valuable information during the interview process in this study. The last acknowledgment is to Dr. Susan Davis, Director of the Doctor of Business Administration program, for her teaching, leadership, and encouragement. “If There Is No Struggle, There Is No Progress” – Frederick Douglass

9 citations