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141.
Judith Madill Rafael Ziegler 《International Journal of Nonprofit & Voluntary Sector Marketing》2012,17(4):341-351
- In aiming for voluntary behavioral change, social marketing may be particularly attractive for social entrepreneurs, but conversely, they may not have the resources or knowledge for conducting full-blown social marketing campaigns. In response to the growing importance and role of social entrepreneurship in tackling social problems and the lack of research concerning how social marketing may play a role in such organizations, the purpose of this paper is to develop a deeper conceptual understanding of how social marketing may be of use to social entrepreneurial organizations. The research reports on a case analysis of One Drop and its Aqua expo and the utilization of social marketing in pursuit of its goal to achieve water conservation in the Northern Hemisphere. The research shows the adoption of elements of social marketing but not a conscious adoption of social marketing as a strategy.
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Employees who are oriented toward learning will more readily adapt when a task is not completed successfully, while employees concerned with others' judgment of their performance will withdraw from the task. Prior work in psychology has established the existence of these contrasting tendencies and the individuals' corresponding beliefs about the malleability of personal traits. This study extends this work by bringing it into an organizational context. Subjects' beliefs were measured with surveys and compared to their derisions during an experiment conducted at a different time. The results indicated that the “learning orientation” construct may be a useful tool for organizations. Implications are discussed in terms of identifying and developing employees' learning orientations. 相似文献
144.
There is recognition that competition is shifting from a “firm versus firm perspective” to a “supply chain versus supply chain perspective.” In response to this shift, firms seeking competitive advantage are participating in cooperative supply chain arrangements, such as strategic alliances, which combine their individual strengths and unique resources. Buyer‐supplier sourcing relationships are a primary focus of alliance improvement efforts. While interest in such arrangements remains strong, it is well accepted that creating, developing, and maintaining a successful alliance is a very daunting task. This research addresses several critical issues regarding that challenge. First, what factors contribute most to long‐term alliance success? Second, what conditions define the presence of those success factors? Third, do buyers and suppliers in an alliance agree on those success factors and defining conditions? The research results demonstrate a remarkably consistent perspective among alliance partners regarding key success factors, despite the acknowledgment that the resultant success is based on a relatively even, but not equal, exchange of benefits and resources. Additionally, within an alliance's intended “win‐win” foundation, suppliers must recognize their innate dependence on customers. Finally, significant opportunities for improvement exist with respect to alliance goal clarification, communication, and performance evaluation. 相似文献
145.
Richard T. Christoph Gerald A. Schoenfeld Judith W. Tansky 《Human Resource Development Quarterly》1998,9(1):25-38
Corporations competing in the global market face a number of challenges and opportunities in effective human resources training. Many firms address this issue by emphasizing multimedia-based training systems. Given the rapid increase in multimedia-based training, it is important that barriers to effective use of this technology be identified. There is substantial evidence in the human resources training literature that low self-efficacy levels among trainees can form a barrier to a specific training technique. Therefore, it is reasonable to believe that receptiveness to multimedia-based training among trainees may differ based on multimedia self-efficacy. This issue was examined through the use of factor analysis, which revealed two significant selfefficacy factors: developed self-efficacy and existing self-efficacy. These factors proved to be highly significant to respondents' perceptions of multimedia training effectiveness. The finding suggests that training effectiveness is determined not only by the training content and media presentation but also by the trainees' self-efficacy. 相似文献
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147.
Judith Sloan 《Asia Pacific Journal of Human Resources》1994,32(2):13-26
This article reviews the major Australian industrial relations developments that occurred in 1993. Federal industrial relations developments were dominated by the passing of the Industrial Relations Reform Act, a pro-union piece of legislation which emphasizes bargaining, while at the same time retaining and codifying the award system. Important changes include: an institution alized right to strike, dilution of secondary boycott provisions and the establishment of a new Industrial Relations Court. Simultaneously, changes to state industrial relations laws were enacted and/or took effect in 1993. The Tas manian and Western Australian opting-out versions of reform are such that their industrial relations jurisdictions are likely to remain intact. Parallel experiments (federal and state) now co-exist, both of which place primacy on bargaining. The federal system all but guarantees a role for unions in the bargaining process, whereas these states’ systems allow for union involvement, but do not guarantee it. It will be fascinating to make comparative assessments of the outcomes of the two models in the future. 相似文献
148.
Russell J 《Nursing economic$》2010,28(5):340-342
As hospitals and health systems strive to be an \"Employer of Choice\", one important goal for their nursing leaders has been the decision to embark on their journey of becoming a designated Magnet facility. Approximately 12 months ago, conversations with a few chief nursing executives uncovered a hot topic concerning the achievement/designation of Magnet status and specifically its cost benefits. With more and more hospitals obtaining Magnet status, these nurse leaders did not know how other organizations felt about their journey including outcomes and were very interested in learning more details about their colleagues' experiences. 相似文献
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150.
Judith Swisher 《The Financial Review》2002,37(3):369-383
I examine how institutional investors respond to self–tender offers for common shares. I find that institutions sell more shares in larger offers and with higher proration factors. Institutions also sell more shares when officer and director holdings are not at risk in the offers. Banks, investment advisors, and other managers respond similarly, selling more shares in larger offers. Although institutions as a group do not respond differently by offer type, insurance companies and investment advisors sell more shares in fixed–price offers. Mutual funds, which differ from other types of institutions, sell more shares for firms with greater increases in leverage. 相似文献