Showing papers in "Business Horizons in 2005"

TL;DR: In this article, the authors identify and classify the components of business models cited in the literature into four primary categories: strategic choices, the value network, creating value, and capturing value.

TL;DR: The term social entrepreneurship is used to refer to the rapidly growing number of organizations that have created models for efficiently catering to basic human needs that existing markets and institutions have failed to satisfy as discussed by the authors.

TL;DR: The need for corporate social responsibility (CSR) as brand insurance comes from changing social expectations, affluence, and globalization as discussed by the authors, which can damage, even destroy, brand image among networked stakeholders who are affluent enough to buy branded products and services.

TL;DR: In this paper, the authors posits that emotional intelligence (EQ), analytical intelligence (IQ), and leadership behaviors are moderated by cultural intelligence (CQ) in the formation of global leadership success.

TL;DR: In this article, the authors examine successful viral marketing cases and identify a number of strategies underpinning this chaotic phenomenon, providing insight into how marketers can use it to position their brands, change their image, and increase adoption rates.

TL;DR: A study involving over 200 senior managers demonstrates that overall firm performance is strongly influenced by how well a firm's business strategy is matched to its organizational structure and the behavioral norms of its employees as mentioned in this paper.

TL;DR: The concept and practice of cause-related marketing, as well as some of its social-ethical complexities have been discussed in this article, with suggestions for increasing the effectiveness of this popular marketing tool and form of corporate philanthropy.

TL;DR: In this article, a contextual analysis of the use of employee branding as a source of sustainable competitive advantage at Southwest Airlines is presented, and key success factors are identified for those who wish to make employee branding a strategic focus within their organizations.

TL;DR: In this article, the authors focus on what makes a merger successful and what is the appropriate manner of evaluating merger success, and use extensive field research of the merger of J.P. Morgan and Chase Manhattan Bank in 2000 to illustrate the drivers of merger success and how to improve and value the contributions of mergers.

TL;DR: In this article, the authors explain how large team size affects teamwork and suggest four ways to keep teams small: (1) create a multiteam project; (2) creating a core team and an extended team; (3) outsource tasks and define team-external contributions; and (4) keep members on the team only for specific project phases.

TL;DR: In this article, a Holistic Consumer Experience Management (HCEM) framework is proposed to combine the two major perspectives (strategic communications and strategic brand management) of Integrated Marketing Communications (IMC), which can enhance the holistic consumer experience and create a holistic brand value structure.

TL;DR: In this paper, the sport sponsorship relationship between a sponsor and a sports entity is analyzed as a form of co-marketing alliance and factors deemed critical to alliance success, including strategic compatibility, goal convergence, commitment, and satisfaction, are defined and explored through a series of depth interviews.

TL;DR: Overseas outsourcing of jobs is far more complicated than is generally understood as discussed by the authors, and the negative side of outsourcing results from companies doing so simply because “everybody is doing it.”

TL;DR: In this article, the authors identify five important lessons from the stakeholder model for today's business leaders, which are particularly timely, given the inappropriate behavior that has occurred in the business world during recent years.

TL;DR: Customer-centric pricing as mentioned in this paper requires the simultaneous and continuous assessment of product attributes, customer perceptions, and the circumstances of time and place by listening to customers' actions, which is a means of assuring that companies assess the value they create for customers and extract that value from the marketplace.

TL;DR: In this paper, the authors argue that the prevailing theory that a good governance environment begets FDI is incomplete, and that investors choose direct investment over indirect (portfolio) investment because the former can be better protected by private means.

TL;DR: In this article, it is argued that from an ethical point of view, industrial espionage can be assessed according to three main considerations: the tactics used in the acquisition of information, the privacy of the information concerned, and the consequences for the public interest as a result of the deployment of information by the intelligence gatherer.

TL;DR: In this paper, the authors present an argument that India could be a viable alternative in competition with other countries on the world stage, in spite of its problems, the Indian government and people are determined to increase Indian contribution to the world economy.

TL;DR: In this article, the authors discuss how a service provider can develop and maintain a yield management system through completion of eight interrelated steps and discuss the advantages associated with the use of yield management pricing.

TL;DR: The authors argue that the U.S. market may have become locked in a sub-optimal equilibrium in which most consumers are no longer familiar with the full range of what beer is and can be.

TL;DR: In this paper, the authors developed a framework that integrates several key variables, including the changing need for proximity, the regulatory environment, firm-level security and intellectual property rights concerns, and the socio-political context within which the offshoring phenomenon is unfolding, to examine what types of healthcare and information technology jobs are most and least at risk to outsourcing.

TL;DR: In this article, the authors identify and explore the practices junior managers consider to be most critical for senior managers to employ when implementing coaching as a performance improvement practice, which is a frequently cited, but less often effectively implemented, developmental tool for enhancing managerial performance.

TL;DR: In this paper, the authors address three potential consumer behavior tendencies: perceived time scarcity, competition for consumers' attention, and quest for authenticity, and conclude that both time and attention are closely related to measurable attributes of interactive environments, while the ideals of authenticity may influence behavior less directly.

TL;DR: In this article, the authors examine the management approach to segment reporting from a user perspective and conclude that, despite more segment data being reported, the potential of the new management model to significantly benefit users is compromised by uneven compliance among reporting companies.

TL;DR: The possibility of dramatic change in face-to-face communication cannot be completely discounted as discussed by the authors, and if technology ever manages to deliver what it has promised, there could be a significant shift toward digital communication.

TL;DR: In this article, the authors present a cost-based analysis of whether a company should set up its own sales force or outsource it, which assumes that the direct sales force is a fixed cost and that the outsourced sales force's cost varies with sales.

TL;DR: In this article, the authors argue that mainstreaming a brand by targeting later adopters results in a short-term fashion cycle rather than creating long-term brand value and that marketers must first understand the value system underlying this adoption and then fit the marketing program to these values.

TL;DR: The field of strategic management has advanced substantially in both the theoretical domain and empirical research over the last 25 years as discussed by the authors, and the evolution of the field in the last few decades has been dramatic.

TL;DR: This paper conducted interviews with 10 executives who acquired a once popular brand name and successfully relaunched it into the market, concluding that nostalgia targeting is not enough; the revived brand must be repositioned to satisfy today's customer values.