The firm,the platform and the customer: A “double mangle” interpretation of social media for innovation

The aim of this article was to explore the relationship between human actors and technology in the context of a social media platform, developed by a leading Italian firm in the food industry, and created to keep in contact with its customers, while gathering innovative ideas from them.In order to address these issues, we adopt a theoretical approach that is deeply rooted in Pickering's “mangle” theory, and Jones' subsequent metaphor of “double dance of agency” i.e. human and material agencies. A longitudinal case study has been developed with two rounds of interviews with marketing and R&D managers. A total of 8 recorded interviews, for 22 h overall.We examined conditions in the ongoing functioning of the platform, and considered how the website's dynamic materiality configures and reconfigures the practices and possibilities of different modes of engagement by multiple users (i.e. firm employees and customers) and vice versa. Specifically, dealing with the case of a social media platform developed by a firm to gain clearly defined organizational ends, the entanglement is considered to be double. One entanglement is between the human agency of customers and the material agency of the social media platform. The other is between the human agency of the firm and the material agency of the social media platform, including all actions that human agents (i.e. firm employees) undertake in seeking to channel material agency and shape actions of other human agents, i.e. customers.     

Relationship lending and innovation: empirical evidence on a sample of European firms

This paper investigates the impact of relationship lending on innovation (the probability to innovate and the intensity of innovation). Using a unique dataset providing detailed information on bank–firm relationships across European firms, we relate different proxies of relationship lending (soft information, long-lasting relationships, number of banks and share of the main bank) to innovation. We find a very strong and robust positive effect of ‘soft-information-intensive’ relationships, a less robust positive effect of long-lasting relationships and a negative effect of credit concentration as measured by the number of banking relationships. We also find that ‘soft-information-intensive’ relationships reduce credit rationing for innovative firms, while long-lasting relationships seem to favour innovation via other relational channels. These results raise some concern on the impact of screening processes based on automatic procedures, as those suggested by the Basel rules, on firms' capability to finance innovative activities in Europe.     

Why Do Small States Receive More Federal Money? U.S. Senate Representation and the Allocation of Federal Budget

Empirical research on the geographic distribution of U.S. federal spending shows that small states receive disproportionately more dollars per capita. This evidence, often regarded as the consequence of Senate malapportionment, in reality conflates the effects of state population size with that of state population growth. Analyzing outlays for the period 1978–2002, this study shows that properly controlling for population dynamics provides more reasonable estimates of small‐state advantage and solves a number of puzzling peculiarities of previous research. We also show that states with fast‐growing population loose federal spending to the advantage of slow‐growing ones independently of whether they are large or small. The two population effects vary substantially across spending programs. Small states enjoy some advantage in defense spending, whereas fast‐growing ones are penalized in the allocation of federal grants, particularly those administered by formulas limiting budgetary adjustments. Hence, a large part of the inverse relationship between spending and population appears to be driven by mechanisms of budgetary inertia, which are compatible with incrementalist theories of budget allocation.     

A deeper look at national culture and leadership in the hospitality industry

Increased internationalization and demographic shifts have made multicultural management a prime concern for hospitality leaders. Past research suggests that cultural similarity between managers and subordinates impacts employees’ appraisal of their leaders and work-related attitudes. Extending this line of research, the purpose of this paper is to examine more closely how employees evaluate leaders with varying national cultures and identify any subsequent employee responses. First, the results of an open-ended questionnaire on cultural influences, perceived leadership and work-related outcomes administered to 112 hospitality managers and staff members in a highly multicultural environment are discussed. Next, perspectives drawn from in-depth interviews with 12 hospitality stakeholders help to synthesize the findings. The results suggest that this is a highly complex issue, which can have a significant impact on employee reactions their leaders and the service received by guests. Implications for hospitality leaders are discussed.     

Home production,market production and the gender wage gap: Incentives and expectations

We study the joint determination of gender differences in labor earnings and time devoted to home production in an economy where informational frictions give rise to incentive problems in the labor market. Our model generates novel predictions on the relation between earnings, home hours and the incidence of performance pay, which we confront with the data. The empirical evidence broadly supports our hypothesis.     

Service-leadership competencies for hospitality and tourism management

Competency models have become useful tools for management development in hospitality and tourism organizations. At the same time, these models provide limited focus on leadership behaviors that facilitate employee service performance and customer satisfaction. The present study seeks to address this issue by developing a “service-leadership” competency model for use in the hospitality and tourism context. The following study reports on the results of interviews with 110 industry managers, which yielded a model of some 100 behaviors in 20 competency areas. These competencies cluster into 3 high order categories, namely business savvy, people savvy and self savvy. The results of the study are discussed in the context of extant research.     

Internalization of Environmental Practices and Institutional Complexity: Can Stakeholders Pressures Encourage Greenwashing?

This paper analyzes the determinants underlying the internalization of proactive environmental management proposed by certifiable environmental management systems (EMSs) such as those set out in ISO 14001 and the European Management and Auditing Scheme (EMAS). Using a study based on 232 usable questionnaires from EMAS-registered organizations, we explored the influence of institutional pressures from different stakeholders and the role of corporate strategy in the “substantial” versus “symbolic” integration of environmental practices. The results highlighted that although institutional pressures generally strengthen the internalization of proactive environmental practices, the influence of stakeholders can either support the integration of these practices or encourage their superficial adoption. For example, while pressure from suppliers and shareholders contribute to corporate greening, pressure from customers and industrial associations tend to encourage greenwashing (i.e., the superficial and misleading adoption of environmental practices). Product quality-oriented strategies also positively influence EMS internalization. The paper sheds light on the institutional complexity underlying the substantial versus symbolic implementation of environmental practices, and questions the dominant isomorphic view of EMS adoption. The paper also bridges the gap between complementary approaches on corporate greening, notably neo-institutional and stakeholder theories.     

The process of de-iconisation of an iconic brand: a genealogical approach

Brand iconisation refers to the way a brand comes to symbolise the values, needs, and aspirations of the members of a particular cultural group. More than a decade of research has emphasised the many benefits that iconic brands bring to companies and has identified how brands become icons through a process of matching with cultural opportunities emerging in society. However, the way an iconic brand comes to be de-iconicised and how managers can shield brands from this risk is still under-researched. The aim of this paper is to contribute to knowledge regarding iconic brands by following the life of one iconic brand at national level, examining its history and its impact from the point of view of cultural performance.

Our research contributes to the field of cultural branding through a genealogical study of how a brand becomes a national icon before becoming de-iconicised as circumstances change. Our research identifies five types of brand episode that can lead to de-iconisation. Our research therefore adds new developments to iconic brand theory. It also contributes to discussing the concept of iconic brand resilience, mainly through the role of cultural intermediaries, such as filmmakers.