Top Five: Social Marketing

April 17, 2015 by

CaptureThe 4th World Social Marketing Conference takes place in Sydney, Australia starting this Sunday.

According to the conference website, the mission of the World Social Marketing Conference is to act as a vehicle to help build a global movement dedicated to capturing, spreading and nurturing good practice in Social Marketing, as well as increase the efficiency and effectiveness of Social Marketing practice at both operational and strategic levels. Keynote speakers include Ashfaq Rahman of the Social Marketing Company, author Joel Bakan, Roberto Venturini of the State Government of Victoria’s Department of Health and Human Services, and Adrian Bauman of University of Sydney.

To celebrate the World Social Marketing Conference, we’re pleased to bring you the current top five most-read articles from Social Marketing Quarterly. These articles are available to read for free through the month of April.

“Using the Extended Parallel Process Model to Understand Texting While Driving and Guide Communication Campaigns Against It” by Magdalena Cismaru from March 2014

home_cover“Social Marketing: A Systematic Review of Research 1998–2012″ by V. Dao Truong from March 2014

“What Can Social Marketers Learn From the Accomplishments of Behavioral Economics?” by Lynne Doner Lotenberg published in OnlineFirst on February 26, 2015

“Smokey the Bear Should Come to the Beach: Using Mascot to Promote Marine Conservation” by Daniel Hayden and Benjamin Dills from March 2015

“Social Marketing and If You Can’t Fix It, Feature It! by Moshe Engelberg, Teresa Sanchez, and Jessa Engelberg from March 2015

You can have all the latest research from Social Marketing Quarterly sent directly to your inbox. Click here to sign up for e-alerts! Social Marketing Quarterly is now on Twitter! Follow them at @SMQJournal.

Top Five: Marketing Education

April 15, 2015 by

logo35This morning saw the start of the Marketing Educators Association 2015 Conference in Las Vegas, Nevada!

MEA is the premier international organization devoted to advancing the practice and scholarship of marketing education. The organization’s mission is to provide worldwide leadership in promoting the development and sharing of scholarship that enhances marketing education and advances marketing knowledge and practice.

In honor of this annual conference, we are pleased to bring you the top five most read articles from Journal of Marketing Education.

“Social Learning Theory: A Multicultural Study of Influences on Ethical Behavior” by Richard C. Hanna, Victoria L. Crittenden, and William F. Crittenden from April 2013.

JME(D)_72ppiRGB_powerpoint“Self-Directed Learning: A Tool for Lifelong Learning” by Stefanie L. Boyer, Diane R. Edmondson, Andrew B. Artis, and David Fleming from April 2014.

“The Future of Marketing Education: A Practitioner’s Perspective” by David Finch, John Nadeau, and Norm O’Reilly from April 2013

“Together We Innovate: Cross-Cultural Teamwork Through Virtual Platforms” by Rikke Duus and Muditha Cooray from December 2014.

“Assessing Teamwork Skills for Assurance of Learning Using CATME Team Tools” by Misty L. Loughry, Matthew W. Ohland, and David J. Woehr from April 2014.

Want to know about all the latest news and research like this from Journal of Marketing Education? Click here to sign up for e-alerts!

Read Group and Organization Management’s Special Conceptual Issue for Free!

April 13, 2015 by

home_coverWhat are the causes and consequences of workplace boredom? Can the schema theory offer fresh insights into how psychological contracts are formed? What is the value of considering variance in the type of creativity found in creative ideas? You can find the answers to these questions and more in Group and Organization Management‘s 2015 Conceptual Issue.

Lucy L. Gilson and Caren B. Goldberg discuss what makes a paper conceptual in their introduction to the Special Issue.

The simplest question to answer is that of whether conceptual papers are simply papers without data. Yes, conceptual papers do not have data, because their focus is on integration and proposing new relationships among constructs. Thus, the onus is on developing logical and complete arguments for associations rather than testing them empirically. The “but not quite” part of the response to this question centers on the fact that there are plenty of papers that have no data, but which, nonetheless are not what we would consider conceptual papers.

Much has been written on what constitutes a good theory paper. For example, Whetten (1989) noted that conceptual papers should be judged on the basis of seven criteria: (a) What’s new? (b) So what? (c) Why so? (d) Well done? (e) Done well? (f) Why now? and (g) Who cares? Weick (1989) posited that writing theory is an iterative process based on disciplined imagination rather than a focus on validation. And Van de Ven (1989) built upon Weick’s recommendations describing good theory building as that which seeks to address or resolve tensions, inconsistencies, and contradictions surrounding an issue. Interestingly, Cropanzano (2009) described theory papers as more interesting when they “underscore commonalities that build coherence” (p. 1306).

You can read this issue from Group and Organization Management for free through the month of June! Click here to view the Table of Contents. Want to know when all the latest research like this becomes available from Group and Organization Management? Click here to sign up for e-alerts!

Journal of Management Seeks Proposals for 2017 Review Issue

April 10, 2015 by

ink-pot-1078835-mThe editorial team of the Journal of Management would like to invite authors to submit proposals for the 2017 Review Issue. Articles for the Review Issue tend to be high-impact scholarly surveys of important research literatures. They summarize recent research, provide integrations of management literatures, and highlight important directions for future inquiries. The Review Issue is open to all areas of management, including such disciplines as strategy, entrepreneurship, human resource management, organizational behavior, organizational theory, and research methods.

Proposals should be double-spaced and include no more than seven pages of text. References, tables, and appendices do not count against this page limit. All proposals will be subject to editorial review. Please do not send complete papers- if you have a draft of your paper, please note that in the proposal.

Submissions will be evaluated with respect to the following criteria and successful proposals tend to speak to these criteria:

  • Relevance. The proposed manuscript should thoroughly review a significant and important research area within the organizational sciences.
  • JOM 41(3)_Covers.inddViability. The proposal should represent an achievable project within the tight time constraints required. Click here for more information.
  • Scope of Interest. Papers of broad interest to scholars in a variety of specialty areas are greatly preferred.
  • Organization and Coherence. The proposal should follow a logical structure, read clearly, and thoroughly represent the available research.
  • Insight for Future Work. The proposal should convey important implications for future management scholars.

Proposals should be submitted between June 1, 2015 and July 1, 2015 via Journal of Management’s online submission portal (please be sure to select Review Issue as the submission type).

Please note that proposals may not be submitted until June 1, 2015. Journal of Management will not be able to consider late submissions.

For more information, including more detail on the submission timeline, click here. To submit your paper now click here. If you have questions, please contact Journal of Management at JOM@moore.sc.edu. To be notified of all the latest news and research from Journal of Management, click here!

Sign Up for Free Trial Month for SAGE Journals!

April 8, 2015 by

SJ-200x120We are pleased to announce that for the entire month of April, you can sign up for free access to SAGE Journals!

SAGE Journals  is one of the largest and most powerful collections of social sciences, business, humanities, science, technical, and medical content in the world! It offers over 1.3 million scholarly articles for inquisitive minds to peruse from more than 800 journals.

Researchers, practitioners and life-long learners alike are encouraged to take advantage of this offer. Business and management titles available include:

JOM 41(3)_Covers.inddJournal of Management is committed to publishing scholarly empirical and theoretical research articles that have a high impact on the management field as a whole. The journal encourages new ideas or new perspectives on existing research. Articles cover domains such as business strategy and policy, entrepreneurship, human resource management, organizational behavior, organizational theory, and research methods.

ASQ_v60n1_Mar2015_cover.inddAdministrative Science Quarterly is a top-ranked, quarterly, peer-reviewed journal that publishes the best theoretical and empirical papers on organizational studies from dissertations and the evolving, new work of more established scholars, as well as interdisciplinary work in organizational theory, and informative book reviews.

cqx coverCornell Hospitality Quarterly publishes theoretically rich, research articles that provide timely hospitality management implications for those involved or interested in the hospitality industry. The quarterly is a leading source for the latest research findings with strategic value addressing a broad range of topics that are relevant to hospitality, travel, and tourism.

This offer is only good through the month of April. To get started, click here. Happy reading!

Lise van Oortmerssen on Creative Processes and Their Valuable Surprises

April 6, 2015 by

business-graphics-1428648-m[We’re pleased to welcome Lise van Oortmerssen of the University of Amsterdam. Dr. van Oortmerssen recently collaborated with Cees M. J. van Woerkum of Wageningen University and Noelle Aarts of both Wageningen University and the University of Amsterdam on their paper “When Interaction Flows: An Exploration of Collective Creative Processes on a Collaborative Governance Board,” recently published in the OnlineFirst section of Group and Organization Management.]

When I started the case study that resulted in this article, it was not creative processes that I was focused on. I had access to the board meetings of an innovative collaboration at the intersection of the ICT and creative industries, involving parties from both the private and (semi-)public sectors. The original research focus was on interaction patterns during board meetings and on trust developments among the board members. However, after I had followed the board meetings for a while, I became intrigued by the way that this group of successful, highly skilled people conducted its deliberations and how the board’s interaction patterns were connected to problem solving developments. I felt that I – ánd the readers of a future paper on this case study – could learn a lot from these innovators who were, almost passionately, dedicated to a common goal.

During meetings, the board’s conversation regularly intensified GOM 39(6)_Covers.inddand sometimes even seemed to get into a flow. Such flow episodes generated new insights and often resulted in novel solutions. This dynamic became my new focus of attention. Following this new direction, the case study resulted in completely different output than I had in mind at the start. It resulted in exploring collective creative processes through communication patterns and in launching the concept of interaction flow. The research process was a creative process in itself. This is what makes me a fan of the interpretive research approach – the approach that allows keeping the eyes open to interesting surprises that emerge from the data and following these into novel research directions. It unlocks the potential for finding even more remarkable insights than you were originally looking for. And that actually happened in this case.

You can read “When Interaction Flows: An Exploration of Collective Creative Processes on a Collaborative Governance Board” from Group and Organization Management free for the next two weeks by clicking here. Want to know about all the latest research like this from Group and Organization Management? Click here to sign up for e-alerts!

LiseLise A. van Oortmerssen (PhD) lectures in Corporate Communication at the University of Amsterdam. Her main research interest is in group communication dynamics in organizational contexts, for example focusing on communication patterns in relation to trust and to creativity. She accumulated varied experience as senior advisor in public organizations.

CeesCees M.J. van Woerkum is Emeritus Professor of Strategic Communication at Wageningen University. He published in the fields of mass communication, policy science and organizational communication, mainly about topics related to the domain of life sciences.

noelleNoelle Aarts is Professor of Strategic Communication at the University of Amsterdam and Associate Professor of Communication Strategies at Wageningen University. She studies inter-human processes and communication for creating space for change, in governmental organizations, NGO’s, and commercial companies. She has published on topics such as communication of organizations with their environment, conflict and negotiation, dealing with ambivalence, network-building and self-organization.

Book Review: Martin Ruef: Between Slavery and Capitalism: The Legacy of Emancipation in the American South

April 3, 2015 by

pup-cover.originalMartin Ruef: Between Slavery and Capitalism: The Legacy of Emancipation in the American South. Princeton, NJ: Princeton University Press, 2014. 285 pp. $35.00/£24.95, cloth.

Heather A. Haveman of the University of California, Berkeley recently took the time to write a review of Martin Ruef’s book, available now in the OnlineFirst section of Administrative Science Quarterly.

From the review:

This compelling analysis of the swiftly changing economic and social institutions in the American south after the Civil War should be of ASQ_v60n1_Mar2015_cover.inddinterest to economic and organizational sociologists, stratification researchers, and labor and economic historians. Ruef’s central argument is that the emancipation of slaves generated great uncertainty for all economic actors in the south—the former slaves themselves, the planters who used to own them, the agents of the Freedmen’s Bureau who sought to smooth the transition, and white workers, merchants, and politicians who had supported slavery as a central precept of southern society. As in neoclassical economic theory, these actors were often subject to classical uncertainty (Knight, 1921), in that they could not predict the outcomes of their decisions to engage (or not) in economic transactions: although the set of possible outcomes was known, their probability distribution was unknown. But more than that, Ruef shows that these actors faced true or categorical uncertainty (Knight, 1921): the set of possible outcomes was also unknown, which made the probability distribution of outcomes not just unknown, but unknowable.

You can read the rest of the review from Administrative Science Quarterly for free by clicking here. Want to know about all the latest research and reviews from Administrative Science Quarterly? Click here to sign up for e-alerts!

Michael Pratt on Best Practices for Hiring Colleagues

April 1, 2015 by

handshake-communication-284089-mRateMyProfessor.com is an invaluable tool used by many college students when registering for classes. In just a few clicks, one can receive information on the helpfulness, clarity, easiness and even “hotness” of a professor. Unfortunately for academics looking to hire a colleague, things aren’t quite as easy. According to The Chronicle of Higher Education, this is made even more difficult when one considers that the number of Ph.D. graduates continues to grow, but the number of jobs available remains unchanged. So how can academics make sure that the candidate in front of them is the best fit for the job? Michael G. Pratt explores this problem in his essay “Assessing Candidate Quality: Lessons From Ethnography (and Accountants)” from Journal of Management Inquiry.

From the introduction:

There have been numerous repudiations of what is referred to as an “audit culture” in our profession by our peers (Walsh, 2011, p. 217; see also Baum, 2012; Macdonald & Kam, JMI_72ppiRGB_powerpoint2011), and I confess that my initial motivation for this “Provocations and Provocateurs” entry was to spend the entire article on the numerous ways we get it wrong when it comes to making critical judgments about assessing the quality of scholars and scholarship at critical junctures (e.g., hiring, annual reviews, promotion, tenure). However, a few things quickly became apparent. First, we already know a lot about what is wrong with such assessments—and have known them for some time. I will add a bit to what has been said, but on the whole, I do not think I have much new to add. Second, the topic is enormous, so I picked hiring as an example of the issues we face writ large. Third, there is much more written about problems than solutions and I was raised to not complain unless I had some idea about how to make things better. So I decided to ask myself what, if anything, I could add about addressing shortcomings regarding how we assess people—especially during hiring. The net result of these ponderings, dear reader, is in your hands (or on your screen) right now.

You can read “Assessing Candidate Quality: Lessons From Ethnography (and Accountants)” from Journal of Management Inquiry for free by clicking here. Like what you read? Click here to sign up for e-alerts from Journal of Management Inquiry and get all the latest research sent directly to your inbox!

Listen to the Podcast on Cornell Hospitality Quarterly’s 2014 Best Article Award Winner!

March 30, 2015 by

cqx coverWe’re pleased to congratulate Kathryn A. LaTour of Cornell University and Lewis P. Carbone of Experience Engineering, winners of Cornell Hospitality Quarterly‘s 2014 Best Article Award for their article “Sticktion: Assessing Memory for the Customer Experience.” The pair discussed their study on assessing memory for the customer experience in the latest podcast from Cornell Hospitality Quarterly.

You can click here to download the podcast. You can also read the article for free by clicking here.

Want to know about more research like this? Click here to browse all of the podcasts from Cornell Hospitality Quarterly and here to subscribe to the SAGE Management and Business podcast channel on iTunes. You can also sign up for e-alerts and have notifications of all the latest articles from Cornell Hospitality Quarterly sent directly to your inbox!

klatourKathryn A. LaTour, Ph.D., is an associate professor of services marketing at the School of Hotel Administration, Cornell University (kal276@cornell.edu). She is a consumer psychologist focusing on how consumers remember and learn from their consumption experiences. Her current research involves understanding how expertise is developed within the context of wine.

lou-carbone-lgLewis P. Carbone (“Lou”) is a chief experience officer at Experience Engineering, a consulting company based in Minneapolis, Minnesota, that works with many Fortune 500 companies on the design of their experience offerings (http://www.expeng.com) (lcarbone@expeng.com) He earned a bachelor’s degree in political science from Thiel College, Greenville, PA.

Preview SAGE’s Newest Business Offering: SAGE Business Researcher

March 27, 2015 by

This month SAGE launched a new online library product for business students and practitioners: SAGE Business Researcher. More thorough than a newspaper article and more timely than a scholarly journal, SAGE Business Researcher publishes bi-weekly reports written by experienced journalists on the most pressing issues in business and management.

The following is excerpted from the issue “Doing Business in India.”

Cultural Differences Confront Foreigners
By Madhusmita Bora

“You will always be offered at least a cup of tea”

In a country as diverse and as big as India, navigating bureaucracy, red tape and infrastructure hurdles aren’t the only challenges foreign investors and businesses face. To thrive in the country, outsiders must acquaint themselves with India’s cultural quirks.

Hospitality

Unlike in the West, getting down to business right away is not the Indian way. Indians take pride in their hospitality. In business dealings, it’s best to reciprocate the goodwill.

“You will always be offered at least a cup of tea before a discussion or a meeting takes place,” Kugelman says. “My advice is to take up the offer.”

A cup of tea often serves as the best icebreaker, he adds. Somewhere down the line you will most certainly get invited to homes of colleagues for a meal with the family; fostering such personal interaction can be key to long-lasting business relationships.

Stretchable Time

One of India’s quirks is the notion of time. The day always starts late.

Ranjini Manian—author of “Doing Business in India for Dummies”—says Indian employees are hardworking, but they don’t necessarily show up at work on time and are not efficient with time management. “You have to come to terms with India’s flexible working hours,” she says. “Unlike the West, there’s no rush or hurry to get things done. We are human ‘beings,’ not human ‘doings.’”

But, despite the late arrivals, work always gets done, Manian says.

Workplace Hierarchy

Indians maintain a strong sense of hierarchy at the workplace, just as they do at home.
The top bosses are often looked upon as father figures. Most Indian employees require hand-holding and cajoling when on the job. Emotion is a huge factor in business, Manian says.

Bosses in India are viewed more as benevolent dictators looking out for their employees and teams than as colleagues, Manian says. She says it is important for managers to set goals, remove hurdles through discussions and take an interest in employees inside and outside of work in order to get the best out of them.

Practice Patience

Most Westerners expect immediate feedback in business dealings and negotiations and find that they often get frustrated dealing with their Indian counterparts, wrote Eugene M. Makar in his book “An American’s Guide to Doing Business in India.”

“Be patient,” Makar counseled. “Traditional Indians are reluctant to say no and can be polite and courteous to a fault.”

Sign up to trial SAGE Business Researcher!


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