Revisiting membership scheme typologies in museums and galleries

Research suggests that there has been a sustained and incremental growth in Friends' organisations (also known as membership schemes, societies and associations) in the UK since 1970. Despite this there is a dearth of published literature on the subject. This paper contributes to the theory in this area by: refining an existing set of characteristics and criteria that can be used by Friends' managers to identify the position of their own membership scheme in relation to others; mapping the organisational performance of 90 membership schemes affiliated to museums and galleries of varying sizes from across the UK; and using this information to extend and enhance an existing typology of membership schemes developed by Hayes and Slater. Copyright © 2004 Henry Stewart Publications     

The Contingent Value of Responsive and Proactive Market Orientations for New Product Program Performance*

While the benefits of being market oriented are largely accepted, a group of scholars and managers remain skeptical. Marketing scholars have sought to counter the criticisms leveled against market orientation (MO) by arguing that it has both responsive and proactive dimensions. However, few studies have empirically examined the complexity of the effects of these dimensions on firm performance. Drawing on theories of resource‐based advantage and organizational search behavior, this article advances understanding by arguing that responsive and proactive market orientations have curvilinear effects on product development performance, that their interaction may be positively related to product development performance, and that their effects on new product program performance are moderated differentially by the organizational implementation conditions and marketing function power. Survey results of 175 U.S. firms indicate support for most of the hypotheses. Specifically, whereas responsive MO has a U‐shaped relationship with new product program performance, proactive MO has an inverted U‐shaped relationship with new product program performance. Contrary to the arguments presented here, the interaction of both orientations is negatively related to new product program performance. This study finds that both orientations are needed; however, new product program performance is enhanced when one is at higher level and the other is at lower level. Finally, responsive MO is only positively related to new product program performance under specific conditions such as when strategic consensus among managers is high. On the other hand, the positive effect of proactive MO on new product program performance is further strengthened when learning orientation and marketing power are high. Overall, this study suggests that the effects of responsive and proactive MO on new product program performance are more complex than previously theoretically argued and empirically examined.     

Endogenous hospital regulation and its effects on hospital and non-hospital expenditures

Past studies of hospital rate setting regulation conclude that mature programs have been effective in constraining hospital expenditures. However, if rate regulation is influenced by higher hospital expenditures the relationship between expenditures and rate setting is confounded. This study assesses the impact of rate setting on hospital and non-hospital expenditures using a simultaneous-equation model which separates the effects of hospital expenditures on the decision to regulate from the effects of regulation on expenditures. The simultaneous-equation results indicate that mature rate setting is associated with lower per capita health care expenditures, including hospital and non-hospital expenditures.     

Extrinsic and Intrinsic Contingent Self‐Esteem and Materialism: A Correlational and Experimental Investigation

While there is substantial evidence regarding the role of generalized self‐esteem and identity deficits as potential antecedents of materialism, the exact nature of the domains from which such self‐esteem deficits (that breeds materialism) emanate has remained unexplored. Moreover, there is scant research attention on intrinsically oriented contingent self‐esteem and how it relates to materialism. The present study investigated contingent self‐esteem in extrinsic domains as antecedents of materialism. It was shown that extrinsic and intrinsic forms of contingent self‐esteem relate differently with materialism such that intrinsically contingent self‐esteem is incompatible with materialistic attitudes. Study 1 (N = 231 Singaporean adults) furnished cross‐sectional evidence that extrinsically oriented contingent self‐esteem positively predicts materialism. Study 2 (N = 206 undergraduates from a public university in Singapore) found that intrinsically oriented contingent self‐esteem is negatively related to materialism. Study 3 (N = 105 Singaporean undergraduates) showed that experimental induction of extrinsic and intrinsic contingent self‐esteem leads to higher or lower materialism among participants respectively. The findings advance understanding on the self‐esteem‐materialism link by showing how the domain‐specific view of self‐esteem has the potential to promote or discourage materialism based on whether self‐esteem is anchored to external or internal domains. Recommendations for intervention researchers and practitioners are proposed.     

An overview of Asian equity markets

This study overviews the development of 11 Asian equity markets, namely, China, Hong Kong, India, Indonesia, Japan, Korea, Malaysia, Philippines, Singapore, Taiwan, and Thailand. Prior to the onset of the global financial crisis, the Asian stock exchanges were generally bullish, underpinned particularly by China's robust economic performance. Innovations in financial products and services have been growing in importance, as stock exchanges in these countries have been making a concerted effort to introduce new features and best practices, with the objectives of raising market efficiency, enhancing service quality, and generally bringing operations up to par with international standards. But the potential to realize or support market efficiency can only be possible within an adequate legal framework, a sound market infrastructure, and appropriate corporate governance mechanisms. Thus, many challenges are still to be overcome in the region.     

On the importance of matching strategic behavior and target market selection to business strategy in high-tech markets

Business strategy is fundamentally concerned with the actions required to create superior customer value in the firm’s target markets with the ultimate goal of achieving superior performance. Marketing theory suggests that two critical marketing activities required to achieve this end are: (1) the adoption of appropriate strategic behaviors (i.e., customer-oriented, competitor-oriented, technology-oriented) and (2) targeting of the appropriate market segments (i.e., innovators, early adopters, early majority, late majority, laggards). This study builds on prior research which demonstrates that the strategic behavior—firm performance relationship is contingent on the firm’s strategy by examining this relationship in high tech markets and by considering the incremental contribution of appropriate target market selection. Responses from 160 senior marketing managers in high-tech firms reveal strong support for our framework. Thus, this study provides useful guidance to executives and managers in high-tech firms regarding the steps that they should take to increase their probability of success.

Business strategy, marketing organization culture, and performance

Drawing on configuration theory, we develop and test a model which posits that overall firm performance will be influenced by how well the marketing organization??s cultural orientation (i.e., market, adhocracy, hierarchy, or clan) complements alternative business strategies (i.e., Prospector, Analyzer, Low-Cost Defender, Differentiated Defender) after controlling for other, key firm-level variables. Responses from a sample of senior marketing managers provide partial support for the model and demonstrate that high-performing businesses of one strategy type have a different cultural orientation than high-performing businesses of the other strategy types. And, contrary to previous research, the results of this study show that each of the cultural orientations may play a role in creating superior performance. We conclude with a discussion of the implications for scholars and for managers.