Attributes influencing clothing store choice for an emerging market’s Generation Y Twixter customers

The aim of this paper was to determine the key attributes influencing a sub-segment of Generation Y, the Twixters’ choice of clothing retailers in South Africa, an emerging market. Generation Y has been identified as an important segment particularly for apparel and the Twixter sub-group comprises a third of the segment. Using a positioning theory lens, retailers need to understand the attributes a target market finds important as stores are positioned in consumers’ minds on those attributes. The study therefore sought to determine what these Twixters consider to be important attributes in their clothing store selection. The study comprised two stages; a qualitative stage based on focus group discussion data in which the attributes were determined, discussed and defined, and a quantitative stage, which involved a survey administered to 368 Twixter respondents which determined the relative importance of the attributes to Twixters in their clothing store selection. The results reveal that these Twixters appreciate the price–quality relationship and prefer clothing stores which provide high quality, unique and fashionable merchandise that meets their value for money requirements. The results of the study, although not generalisable, provide noteworthy insight for clothing store and apparel marketers targeting these Generation Y customers.     

Team Decision Making in Virtual and Face-to-Face Environments

We conducted a laboratory study on 65 teams performing a decision-making task. The two experimental manipulations involved the use of different communication media and decision frames. The decision frame manipulation involved informing the team to choose the demonstrably correct solution versus the solution that seemed most likely. These factors interacted to reveal novel insights about their multiplicative effects on decision processes and team psychological states. Further, main effects of the communication medium were found for team psychological states and decision behavior. Results suggest that virtual teams were at a disadvantage when the task was framed as having a demonstrably correct solution. Conversely, face-to-face teams were more effective, particularly when told that the task had a demonstrably correct solution. Face-to-face teams were more effective on all decision behaviors. Media synchronicity theory serves as a unifying framework to contextualize this research in the literature.     

Developing Stakeholder Theory

Previous literature has led to a lack of appreciation of: the range of organization/stakeholder relations that can occur; the extent to which such relations change over time; as well as how and why such changes occur. In particular, extremely negative and highly conflicting relations between organizations and stakeholders have been ignored. Due to this lack of appreciation it is argued that current attempts at integrating the separate strands of stakeholder theory to achieve a convergent stakeholder theory are premature. A model is presented which combines stakeholder theory with a realist theory of social change and differentiation. This model is intended to highlight why it is important to distinguish different stakeholders. The model also enables an analysis of the organization/stakeholder relationship, which is not exclusively from the organization perspective and which is capable of illuminating why and how organization/stakeholder relations change over time. The history of Greenpeace is used as an example.     

Too hot to handle? Trust and human resource practitioners' implementation of anti‐bullying policy

In this article, we examine the dynamics of trust in the triadic relationship between HR, employees and managers when dealing with allegations of workplace bullying. Previous research has shown employees to be dissatisfied with HR practitioners' responses to complaints of workplace bullying, and we explore the novel angle of the HR practitioners' perspective through semistructured interviews. Paralleling extant employee accounts, the findings suggest that HR practitioners rarely judge situations as bullying where a manager is accused. Trust between employee, manager and HR practitioner is essential for the successful resolution of bullying claims, yet this study suggests multiple directions of distrust. By virtue of their role alignment and previous experiences of handling bullying, HR practitioners were found to prioritise their relationships with managers, automatically distrusting employees' bullying claims. Despite also distrusting managers to effectively deliver HRM practices, it appears that bullying complaints are ‘too hot to handle’ for HR practitioners given the risks to their relationships with managers.     

The many faces of pay variation

Research on pay variation and organizational outcomes has yielded inconsistent results. We argue that this is due to a lack of construct clarity regarding pay variation, and we attempt to provide clarification by distinguishing among the sources and types of pay variation. Using these distinctions, we integrate different theoretical perspectives on pay variation, and we propose avenues through which different kinds of pay variations affect outcomes. This clarification also elucidates some measurement concerns affecting pay variation studies.