Multilevel marketing: optimizing marketing effectiveness for high-involvement goods in the automotive industry

International Entrepreneurship and Management Journal - With a surge in communication channels increasing the complexity of today’s media landscape, companies face new challenges concerning...     

How artificial intelligence will change the future of marketing

Journal of the Academy of Marketing Science - In the future, artificial intelligence (AI) is likely to substantially change both marketing strategies and customer behaviors. Building from not only...     

An overview of exposures and exposure control in the ethylene oxide producer and ethoxylation industries

This paper presents the results of an industry survey that was sponsored by the Ethylene Oxide Industry Council (EOIC). The EOIC operates as a special program of the Chemical Manufacturers Association. The members of EOIC account for over 85 percent of domestic production of EtO and cover a broad range of EtO users, including ethoxylators and sterilizers. The survey was done to collect current information in anticipation of responding to a proposed OSHA rulemaking for a short-term exposure limit for EtO. Specifically, the study was designed to collect information on the following:

• 1. History of the establishment of company EtO exposure guidelines.
• 2. Current EtO workplace exposure monitoring practices, capabilities and methods.
• 3. Current workplace exposure levels: Eight hour and short-term.
• 4. Engineering control, respirator, and ancillary costs for compliance with the 1.0 Permissible Exposure Limit (PEL) and projected costs for compliance with a 5.0 ppm or 10.0 ppm Short–term Exposure Limit (STEL).

     

The sustainability behaviour of small firms in tourism: the role of self-efficacy and contextual constraints

This article presents a grounded theory to explain why some small businesses in tourism adopt sustainable business practices while others do not, even when they share environmental and wider sustainability concerns. It does so based on research undertaken among business owners in Crete. The paper starts by considering studies on sustainability awareness, knowledge and the mechanisms for accepting responsibility. Secondly, it summarises the influence of task difficulty and effort on sustainability self-efficacy. Thirdly, it focuses on social comparisons and vicarious experiences, as a way of learning what is important. Finally, it examines powerlessness due to perceived situational constraints. In so doing, the study finds that self-efficacy helps to explain sustainable attitude formation and the attitude-behaviour gap; it partly shifts the locus of responsibility for an inability to act sustainably away from the individual and towards their context. The paper contributes to the theoretical literature on small businesses and sustainability, and leads to new avenues for policy interventions.     

Generational differences: An examination of work values and generational gaps in the hospitality workforce

The purpose of this study is to identify generational differences and similarities among hospitality employees and managers in order to develop leadership strategies and management styles that can be utilized to increase employee morale and productivity while enhancing recruitment and retention rates of highly qualified workers. Data for this study were collected through a series of in-depth focus group discussions. Findings indicated significant generational differences in world views, attitudes toward authority and perspectives on work. Findings suggested the Baby Boomers respect authority and hierarchy, while the Generation X-ers (Gen X-ers) rebel against authority. Findings also suggested while Baby Boomers live to work, Gen X-ers work to live. The Baby Boomers are willing to wait their turn for promotions and rewards, and are very loyal. On the other hand, Gen X-ers expect immediate recognition through title, praise, promotion, and pay. They also want a life outside of work—they are not likely to sacrifice theirs for the company. The Millennial Generation believes in collective action, with optimism of the future, and trust in centralized authority. They like teamwork, showing a strong will to get things done with a great spirit.