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Using Multivariate Statistics

Basics of qualitative research: Grounded theory procedures and techniques

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

The author systematically examines one of the important issues of information — establishing the market price. He introduces the concept of «search» — where a buyer wanting to get a better price, is forced to question sellers. The article deals with various aspects of finding the necessary information.

Economics of Information

行銷硏究 : Marketing research

© The Authors, 2017. This paper offers insights into the role and processes associated with knowledge sharing, as part of the development of volunteers at a substantial heritage site. The marked growth in the numbers and importance of volunteers in the heritage sector in the UK has fuelled interest and research in volunteer management, but researchers have paid little attention to the important area of the processes through which volunteers develop the skills and knowledge that they need to deliver their role. In order to contribute to addressing this gap, this paper reports on research conducted at a major heritage site in the UK. Data was gathered through onsite interviews with management and focus groups with volunteers. Questions explored the sources of knowledge utilised by volunteers, the knowledge sharing processes involved and how this contributed to their development. Whilst some managers are more committed to embedding learning opportunities in the everyday volunteering experience than others, and volunteers vary in their interest in developing new skills or transferring their existing knowledge and skills into their role as a volunteer, there is a general acknowledgement that knowledge sharing is pivotal to volunteer development. Informal learning was found to be the principal vehicle for the acquisition of knowledge by volunteers. This took place in many situations such as shared breaks, mentoring and community of practice situations, although the nature of volunteer roles determined the extent of social contact. Managers were fully aware of their critical role in knowledge sharing and attempted to facilitate such informal learning through formal and informal mentoring whilst also instigating some formal training and cascading information. Volunteers also took the initiative in setting up a dropbox for knowledge sharing, and in managing a social club, both of which they regarded as a vehicle for networking, informal learning and benchmarking. However, volunteers were less enthusiastic about the introduction of an intranet specifically for volunteers.

Knowledge sharing in context: The case of volunteer development at a heritage site

Community, coupled with commerce, content and communication are widely discussed as the essential components of successful web presence. Those organisations that control popular virtual communities are in a position to dominate business transactions over the Internet. Community means customer commitment, return visits, repeat purchases, recommendations to other parties and an audience. The challenge for business is to establish consumer communities, or to piggyback on existing online communities. Approaches to value creation through communities need to ensure that value is created for merchants and community members. Key issues in managing online communities are technology, member content, member engagement, member privacy, corporate value, and critical mass.

Online communites: stabilising e-business

Purpose – This article aims to offer insights into the range of innovations in food sector SMEs, anddemonstrate the way in which managers classify their innovations on the basis of Francis andBessant’s classiﬁcation of innovations into the following four types: product, process, position, andparadigm.Design/methodology/approach – As part of a larger questionnaire-based survey on innovation infood sector SMEs, respondents were asked to provide examples of their recent innovations and tocategorise them as product, process, position, or paradigm innovations.Findings – Food sector SMEs offered a wide range of examples of innovation. They were able toclassify their innovations into product, process, position or paradigm innovations. Further, there isevidencethatfoodsectorSMEsareengagedinarangeofinnovationtypes,althoughagreaternumberofexampleswereofferedforproductinnovationthanforothertypesofinnovation.Additionally,thereis evidence of overlap and complementariness between different types of innovation.Originality/value – Although the food sector plays an important role within the UK economy,innovation in food and drink sector SMEs has received relatively limited attention. This article offersinteresting insights into the reality of innovation in food sector SMEs. In addition, it demonstrates theapplicability of Francis and Bessant’s model of types of innovation to SMEs in this sector.Keywords Food sector, Innovation, Small to medium-sized enterprises, Types of innovation,Classiﬁcation, Food productsPaper type Research paper

British Food Journal Emerald Article: Food sector SMEs and innovation types

This paper reports on the use of the card-based game method in
semi-structured interviews in three separate research projects. The essence
of the method is simple; cards are created with words or images to represent
the concepts or terms that are central to the topics in a semi-structured
interview; the cards then act as visual cues to facilitate focus and prompt
reflection. Of greater interest is the application of the approach in specific
contexts, and the benefits that accrue from its application. This paper then
reports on the use of the card game method in the following three research
projects: Marketing in software SME’s – the method was used in interviews
with owner/managers and employees to empirically test a theoretical
qualitative framework and the dimensions of entrepreneurial marketing (EM);
to generate definitions of the dimensions, to provide insights into attitudes
and behaviours, and to assess firm priorities. Place brand management – the
method was used in interviews with place brand managers to empirically
confirm a theoretical model of the strategic place brand management
process, to provide insights into the practice, extent of engagement, and
issues and challenges in each branding component. The adoption and
management of e-books in academic libraries – the method was used in
interviews with academic librarians in order to test and establish a framework
of the steps in e-book management, to explore the libraries’ current and
future engagement with each of the steps, and, to identify problems and
challenges. This research demonstrates that the card game method can be
used to provide qualitative validation of theoretical models, and can be
applied variously to elicit and explore definitions, priorities, processes,
challenges, issues, difficulties, views on the future, and critical success
factors. In conclusion, it is recommended that further use of the card game
method and other innovative techniques that involve the interviewee in
activities should be undertaken by other researchers, in order to explore and
develop an understanding of their full potential.

Using card-based games in semi-structured interviews

Part 1 Development and environment: introduction history and development hardware and software system parameters. Part 2 The BookshelF system: catalogue module acquisitions modules circulation module serials module management information BookshelF user group support service. Part 3 BookshelF in context - case studies: BookshelF in the academic library - Paisley College of Technology BookshelF in the public library - Dumfries and Galloway public libraries BookshelF in the special library - Equal Opportunities Commission Institute of Personnel Management. Appendices: further reading user list specification for Paisley College of Technology.

Jennifer Rowley

Papers

Knowledge sharing in context: The case of volunteer development at a heritage site

Online communites: stabilising e-business

British Food Journal Emerald Article: Food sector SMEs and innovation types

Using card-based games in semi-structured interviews

Bookshelf: A Guide for Librarians and Systems Managers