Congratulations to the 2017 Family Business Review’s Outstanding Article

We would like to welcome and congratulate authors, Daniel T. Holt of Mississippi State University, Kristen Madison of Mississippi State University, and Franz W. Kellermanns of the University of Nother Caroline at Charlotte and WHU-Otto Beisheim. Their article, “Variance in Family Members’ Assessments: The Importance of Dispersion Modeling in Family Firm Research”  published in the Family Business Review, recently won the Family Business Review’s 2017 Outstanding Article Award. Below is the abstract of the article, which will be free to read for a short time.

fbra_30_2.coverThe extent to which assessments are shared across family members and generations has been questioned, suggesting that the variability in the family members’ perceptions may convey important family-level information. With this in mind, we theoretically and methodologically introduce dispersion modeling which is designed to use this variance as an important explanatory variable, presenting a framework that can guide scholars in its application. Using field data to apply the framework, we illustrate how this modeling approach helps us understand the dynamic interactions within family firms, and then we offer future research ideas that are best suited to dispersion composition modeling.

Stay up-to-date with the latest research from the Family Business Review and sign up for email alerts today through the homepage!

Writing Up Research – Five Criteria for Persuasive Writing

ORM_72ppiRGB_powerpointIn order to write up appealing and convincing qualitative research, what should you keep in mind? Authors Karsten Jonsen of IMD, Lausanne, Switzerland, Jacqueline Fendt of ESCP Europe, Paris, France, and Sébastien Point of Université de Strasbourg, France identify the five criteria to consider in their top-read article published in Organizational Research Methods entitled “Convincing Qualitative Research: What Constitutes Persuasive Writing?

As is pointed out in the article, qualitative (exploratory) research has expanded in management science and is indeed critical to understanding organizational behavior and the behavior in organizations. Not just an activity embarked on following the research, “writing is perceived as central to qualitative research: how the story is experienced, (de)constructed, and proposed—and how it is in turn received and interpreted by the reader.” In this study, the authors examine the works of management and organizational scholars who have published their exploratory research in top journals to discover what can be learned from them. They present examples along with actionable writing heuristics and strategies towards the goal of bringing forward compelling qualitative studies to benefit the field. In the end, they “purport that qualitative research can be narrated with creativity and imagination, in line with its epistemological stance, and still be considered meaningful and academically rigorous by reviewers and scholars.”

Take a look for yourself.

Read the article for free

Article details
Convincing Qualitative Research: What Constitutes Persuasive Writing?
Karsten Jonsen, Jacqueline Fendt, and Sébastien Point
First Published May 14, 2017
DOI: 10.1177/1094428117706533
From Organizational Research Methods

Stay up-to-date with the latest research from ORM and sign up for email alerts today through the homepage!

 

What is The Last Question?

Edge.org is an online version of “The Reality Club” and acts as a living document on the Web to display the activities of “The Third Culture.” Since 1998, Edge.org has continued to feature the Annual Question and has invited contributors to reflect and respond. This year, Edge.org features its final question: “What is the last question, your last question, the question that you will be remembered by?”

ZiyadZiyad Marar, President of Global Publishing at SAGE and author of Judged: The Value of Being Misunderstood contributed his insight:

“How will people focus more on forming the right question before rushing headlong towards the answer?”

In today’s fast-paced and information-rich world, it is now becoming more vital to slow down and reflect on what matters. A desire for an answer should not harm the process by which ascertain it.

To read more of these insightful questions click here!

Survey Asks About Sci-Hub, ResearchGate, Video Discovery

2018-02-06 13_18_19-Social Science Space - A space to explore, share and shape the issues facing soc[The following post is re-blogged from SAGE Social Science Space. Click here to view the original article.]

Here are some factoids about scholarly publishing you might not know: Google Scholar is used more than plain old Google by scholars (but yes, Google use wins out everywhere else). Despite the explosive growth of smartphones, access to scholarly content by mobile phone accounts for only about 10 percent of use. And while abstracting and indexing services are declining, they remain the most important starting point for scholarly search.

How do we know these things? Because you told us.

Since 2004, Renew Publishing Consultants has surveyed researchers, students, teachers, lecturers, professors, journalists, managers, clinicians, medics, librarians, government officials, and engineers, working across all sectors and in all regions to learn about the uptake of academic content. Their last survey carried out by researchers Tracy Gardner and Simon Inger was in 2015, and this year they are hosting a fifth survey.

The 2015 research focused on journal and book content discovery. In the end there were more than 40,000 respondents, and the effort was supported by academic publishers (including SAGE, the parent of Social Science Space), societies, and intermediaries. The latest research will take on the very contentious issue of measuring perceptions of Sci-Hub and ResearchGate in discovery and delivery, and will also ask about how readers discover academic video content.

“Discovery,” said Inger, “is still one of the major issues facing the research community. Key to overcoming some of the challenges we face is understanding in detail how readers discover academic content.”

So far, according to Renew, 13 organizations have agreed to assist the effort. “We are delighted there has been such a lot of interest in our research,” said Gardner. “We have welcomed back a number of publishers who supported our previous work but are also looking forward to working with publishers who haven’t been involved before. We would not be able to carry out this work without their support.” There is still time to get involved if you would like to take part; click here or contact simon@renewconsultants.com or tracy@renewconsultants.com for more information.

The resulting research report and the research data will be freely available at the completion. The 2015 report is published under a CC-BY NC license and can be downloaded from here.

 

How Machine Learning Impacts Organizations

server-2160321_1920 (1)[We’re pleased to welcome authors Dr. Ajay Aluri, Dr. Bradley S. Price, Dr. Nancy H. McIntyre of West Virginia University. They recently published an article in Journal of Hospitality & Tourism Research entitled “Using Machine Learning to Cocreate Value through Dynamic Customer Engagement in a Brand Loyalty Program,” which is currently free to read for a limited time. Below, Dr. Aluri reveals the inspiration for conducting this research :]

2JHTR07_Covers.pdfWhat motivated you to pursue this research?

The ability to see how machine learning impacts organizations has always been an interest of the authors. We know that customer engagement is dynamic and behaviors change rapidly, and we know that making managerial decisions inside of this dynamic model is extremely difficult. This made us believe that machine learning could be used to identify these changes in behaviors and more importantly help organizations identify what customers value. Machine learning models can behave in a dynamic way as well, which we thought may be able to match the dynamic behavior of engagement. Many researchers look at the use of social networking information or other text information, such as survey data when making decisions, but there can be issues with each of these. It was our goal to see if we could use the information in a CRM and update predictions for customer behavior as new information entered the system, with the final goal of understanding and influencing behavior that co-creates value for organizations and customers. We hoped that this would be of interest to a broad range of industry practitioners and academic researchers.

In what ways is your research innovative, and how do you think it will impact the field?

Hospitality and tourism businesses traditionally use historical customer data to make dynamic decisions and predictions about customer behavior. This study used an innovative machine learning approach to co-create value through dynamic customer engagement. It was implemented at a major hospitality venue to successfully identify what customers value in a loyalty program. This research study offers methodology for adjusting offers, promotions, and rewards to influence customer engagement behaviors in real time, which bridges research gaps on the application of machine learning in the hospitality and tourism industry. This research method offers an innovative approach to solving the challenges with big data, and in the future, hospitality and tourism professionals will be able to use algorithms to develop highly targeted marketing strategies that are needed in the industry, particularly businesses that utilize the massive amount of customer information in loyalty programs.

What advice would you give to new scholars and incoming researchers in this particular field of study?

Our advice for researchers entering this field is to understand that machine learning methods can behave in a dynamic manner as well. That means different input variables may matter at different times in the system. Variables that may be meaningless as your system starts could gain importance or play a role at later times. Understanding the methods of machine learning and how variable impact is decided is extremely important as well. As we stated in the paper, this study changes the way hospitality and tourism venues and businesses—hotels, resorts, theme parks, cruise ships, convention centers, etc.—view customer engagement and use machine learning to predict the behavior of a customer at different engagement opportunities. Furthermore, managers can now use this information to publish offers or promotions via different mediums in real-time to engage with the customers in ways that would directly or indirectly influence their loyalty. Taking time to make sure the right methods are used is a key component, and may times that means developing new machine learning methods that exploit the specifics of the problem.

 

Stay up-to-date with the latest research from the journal and sign up for email alerts today through the homepage!

Server photo attributed to NeuPaddy. (CC)

Case in Point: Changing a brand’s image to better connect with consumers

[The following post is re-blogged from SAGE Business Cases. Click here to view the original article.]Case and Point 3How can a brand reposition itself to make it both accessible and attractive to a modern generation?

Interested in developing a larger audience, the Professional Golfers’ Association (PGA) Tour replaced its stuffy and elitist ambiance by increasing its social media presence and allowing the use of cell phones at golf tournaments. The Ladies Professional Golf Association (LPGA,) on the other hand, continues to struggle with building its audience in the United States and finding and maintaining sponsors. These branding challenges are explored in a case study from SAGE Business Cases.

Your case focuses on marketing and sponsorship issues faced by the LPGA. Can you give a brief summary of some of the LPGA’s recent struggles?

It is our impression that the new commissioner has focused on international initiatives- tour locations, sponsors, media, etc.  Also, recently there has been more internationally diverse players and winners than just US and Korea.  The international focus is appealing for foreign companies and multinational companies looking to increase their awareness.

Your case study examined how athlete endorsement deals are beneficial for the endorsed athlete and for the sponsoring company. How important is it for a sports organization to have a marketable “celebrity superstar?” Is it possible for this to be facilitated or controlled by the organization itself, or does it depend on a single athlete’s natural talent and charisma?

Both. In terms of long term consistency, a league or tour needs to stand on its own. There are many examples of sport that vacillates depending on the presence of a celebrity superstar. The best situation is a combination where there are many stars who rejuvenate the sport on a continuous basis.

Your case touches on the LPGA’s English-only policy and its lack of emphasis on international players. How can approaching policy decisions through an international perspective benefit a sports organization?

The growth of sport is international. Whether it from a players or business perspective, long term viability has to cross national borders. This is especially true with our case where the presence of international players ushered in an international expansion.

Are similar marketing and sponsorship troubles faced by other women’s sports leagues/associations, such as the WNBA?

Many women’s leagues face many of the same issues. The WNBA has a bit of a different situation. It has a steadier financial situation due to its association with the NBA and the league has some international players. The LPGA has more of an international presence and financial need for it.

Can you share any tips for new instructors using this case in their course?

This case is relevant for sport management and international business courses. The authors recommend encouraging students to be creative with their ideas but use academic research to support their recommendations.

Learn more by reading the full case study The LPGA’s Battle for Success: A Discussion of Sponsorship in Relation to the Organizational Decisions of the LPGA from SAGE Business Cases, open to the public for a limited time. To learn more about SAGE Business Cases and to find out how to submit a case to the collection, please contact Rachel Taliaferro, Associate Editor: rachel.taliaferro@sagepub.com.

Customer Value Management— a Sequential Process of Creating, Quantifying, and Capturing Value

Srishti 2We all talk about value. It is something that is mentioned on every website, on every company brochure and on every booth at trade shows. For some of us, value is financial or economic, while for others it is relationship-based or perceptual. Marketing and sales practitioners discuss value in the context of buyer–seller interactions. Strategy scholars focus on the extraction of value from the firm’s value resources (Bowman & Ambrosini, 2000). The bottom line is that we all define and understand value differently. This is why value is so difficult to comprehend, to operationalize and to improve.

One question that is still debated in various literature streams and widely discussed in firms’ practitioner circles is that ‘Is value created, captured, exchanged or appropriated?’ Scholars might be aware of these differences, but in the field of practice, it is another reality. Of course, the answer to the question is not that simple. Two critical factors influence it: How do you define value, and value for whom?

An article from the Journal of Creating Value aims to repeat, reinforce and rationalize the concept of customer value and to propose a process for managing customer value holistically and sustainably. It highlights the need for practitioners to manage customer value formally through the institutionalization. This article intends to clarify the difference between the three steps of customer value management. It posits that customer value management needs to be a formal process in organizations and that this process needs to be formally managed as well. In order to do so, organizations need to focus on the development of customer value management capabilities across the three stages of the Customer Value Management process: creation, quantification, and capture. The article concludes by stating that it cannot be just created, it is something that needs to be managed.

Register here to read full article!

Click here to read Customer Value Is Not Just Created, It Is Formally Managed for free from Journal of Creating Value

Make sure to sign up for e-alerts