Fashion centres: An approach to sector intervention

The clothing and textile industry is a major employer in many areas. It consists of a large number of small firms characterised by very poor working conditions. The need to sustain employment in the industry and improve conditions has led to several local authorities adopting a sector approach to intervention. This paper looks at the development of one particular measure, the establishment of fashion centres.     

The Corporate Side of the Blogosphere: Examining the Variations of Design and Engagement Among Fortune 500 Blogs

Using design and communication principles, this study uses a content analysis design to evaluate all active blogs from the 2011 Fortune 500 list (n = 125). The results indicate that corporate America has only modestly incorporated the dialogic principles into their blogs. Current corporate blogs are well-designed as far as making them searchable and easy to navigate; however, the blogs are mostly being used to provide information in a one-way manner rather than creating an open dialogue with consumers. While blogging can enhance relationships with stakeholders, corporate communicators must strive to develop legitimate conversations with their blog readers.     

Getting the attention you need

Employees have an enormous amount of business information at their fingertips--more specifically, at their desktops. The floodgates are open; profitable possibilities abound. But having to handle all that information has pushed downsized staffs to the brink of an acute attention deficit disorder. To achieve corporate goals, business leaders need their employees' full attention--and that attention is in short supply. Authors Thomas Davenport and John Beck have studied how companies manage the attention of their employees and their site visitors. In this article, they analyze the components of attention management through three lenses--economic, psychobiological, and technological--and offer guidelines for keeping employees focused on crucial corporate tasks. Their lessons are drawn from the best practices employed by today's stickiest Web sites and by traditional attention industries such as advertising, film, and television. The authors say executives must manage attention knowing that it's a zero-sum game (there's only so much to go around). Managers should also consider capitalizing on the basic survival and competitive instincts we all have that help determine how much attention we pay to certain things. For instance, the threat of corporate demise--and the consequent loss of jobs and livelihoods--undoubtedly focuses workers' attention on the need to change. Likewise, internal competition among business units may give employees added incentive to pay attention to a profit or sales goal. Leaders today need to pay more attention to attention because it's widely misunderstood and widely mismanaged, the authors conclude.     

Employee involvement and group incentives in manufacturing companies: a multi-level analysis

The effects of employee involvement and group incentives on organisational commitment and turnover intention were examined using data from a survey of over 4,000 employees in 29 manufacturing companies. Using the mediated moderation model, we investigated the moderating role of capital intensity on the relationships between employee involvement and group incentives and these outcomes, and the mediating role of organisational commitment on the effects of employee involvement and group incentives on turnover intention. The findings revealed that employee involvement is more effective in capital-intensive companies than in labour-intensive companies, but group incentives are more effective in labour-intensive companies. The moderated effects on turnover intention were mediated through organisational commitment. Implications for company policies and future research are discussed.     

Innovations in Shopper Marketing: Current Insights and Future Research Issues

Shopper marketing refers to the planning and execution of all marketing activities that influence a shopper along, and beyond, the entire path-to-purchase, from the point at which the motivation to shop first emerges through to purchase, consumption, repurchase, and recommendation. The goal of shopper marketing is to enable a win–win–win solution for the shopper–retailer–manufacturer. Shopper marketing has emerged as a key managerial practice among manufacturers and retailers, who are eagerly embracing innovations in the different aspects of shopper marketing. We review current and potential innovations in shopper marketing. We identify the managerial challenges to achieving new win–win–win solutions among shoppers, manufacturers, and retailers in shopper marketing and outline future scenarios and research issues related to these challenges.     

Rethinking a National Innovation System: The Small Country as 'SME'

Most debates and discussions regarding trends towards globalization and localization, occur in the over-arching context of the knowledge economy, and focus on the impact of these trends on innovation and competitiveness in the 'Triad' of Europe, Japan and the USA. However, in the knowledge economy, competitiveness is increasingly based upon access to knowledge, in the form of skills and capabilities, wherever it is located in the world including the smaller industrialized countries. This paper extends the discussion of the impacts of globalization and localization to encompass other nations and their 'national innovation systems'. Policy underpinning national systems to encourage innovation is increasingly being called into question by the general move towards globalization and localization. Multi-national enterprises (MNEs) and localized clusters in the emerging technologies determine and control technological paths beyond and through national borders. Small industrialized nations which have neither a broad technological base, extensive science and technology infrastructure or resources, nor MNEs based in the country, run the risk of being marginalized when competing globally, through an inability to become involved in these international economic networks. A traditional policy response by small countries to the impact of globalization is to metaphorically 'batten down the hatches' against the invasion of MNEs and the exploitation of local resources. However, an exploration of the drivers of both globalization and localization in the knowledge economy, and the observed impacts of globalization on New Zealand, suggests that a suitable strategy for small nations might be the reverse scenario. By using the analogy of the small country as a small and medium sized enterprise (SME) in the global economy dominated by large nations and MNEs, SME advantages and disadvantages are mapped onto potential small country advantages and disadvantages. The simile is extended to propose a small-country strategy based on exploiting the documented advantages of SMEs, such as flexibility and use of external networks, for an outward-looking, supplier-orientated innovation policy. Such a policy has to be designed for rapid communication and flexibility, and has to encourage committed technological accumulation and networking, to maximize national absorptive and transformative capacities.     

Municipal commonage policy and livestock owners: Findings from the Eastern Cape,South Africa

The new African National Congress government announced after 1994 that municipal commonage would be a pillar of their land reform programme. The Department of Land Affairs spearheaded this by acquiring new land to complement the existing ‘old’ commonages. The aim of old commonage was to supplement the income of poor urban residents through the subsistence user system whereas new commonage was intended as a ‘stepping stone’ for emergent farmers. We investigated the differences between old and new commonage farmers as well as how they perceived the Makana local municipality's capacity to manage the commonage. The results showed that local institutions were weak. Only 46% of the old commonage farmers were members of a local livestock association whereas 74% of the new commonage farmers were members. Most old commonage farmers (59%) were dissatisfied with local government's management of the commonage. In contrast, only 37% of the new commonage farmers were dissatisfied with the management of the commonage. There were no differences between old and new commonage farmers in terms of livestock owners’ characteristics and mean annual net direct-use value of livestock. There were also no differences in the age of the two types of commonage farmers. Furthermore, there was no association between the type of commonage and level of education. The mean annual net direct-use value of livestock on old commonage was R6308 compared with R9707 on new commonage. Although the income from livestock for new commonage farmers varied slightly from that of old commonage farmers, the annual productive output per farmer on old commonage was R473 ha⁻¹, three times higher than that of new commonage farmers which was R134 ha⁻¹. We suggest that new land policy legislation is needed in which poverty as well as the legal arrangements between all stakeholders is clearly defined. Furthermore, national departments need to be more involved with local municipalities to increase local management capacity.     

Research collaboration and behavioural additionality: A New Zealand case study

Generating the greatest benefit from public research programmes is a major aim for industry managers and policy administrators alike. However, how to measure whether benefit has occurred createsf a considerable dilemma for managers and policy-makers. One approach centres upon the concept of 'additionality' or 'what difference the policy has made'. Traditional 'input additionality' measures of subsequent research and development activity, for example, neither incorporate all impacts nor give adequate signals about adequate signals about aspects of 'output additionality', such as the impact on increased competitiveness at the level of the firm, or national competitiveness, the ultimate goal for the majority of research policies. An intermediate form of impact, 'behavioural additionality', centred upon changes in a firm's subsequent managerial behaviour, is considered to provide an alternative, yet compelling perspective on the impact of public support on the conduct of research. This study outlines empirical eveidence found for the various forms of additionality in a New Zealand collaborative research programme. It discusses how managers and policy administrators can exploit the occrrence of behavioural additionality to maximize the impact of a research policy, on the basis that modified behaviour is likely to strengthen a policy' latent abilityto influence the creation of output additionality. In such circumstances, the study suggests that managers and policy-makers should be identifying those interventions that lead to sustained improvements in mangerial practice, and in competitiveness, and should be managing their diffusion within firms and throughout industries.