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Relationship Marketing (RM) presumes trust as an important antecedent for the performance of interfirm relationships. Current research is dominated by an interpersonal perspective. In this research tack, trust chiefly emerges as a result of interpersonal relationships. But multiple risks arise if customer trust rests solely on elements inextricably linked to single representatives. Hence, this paper evaluates the impact of organizational capabilities and the moderating role of customer preferences on the trust creation process. The framework presented here is tested cross-industry on 220 customers for IT solutions. The results offer significant insight into the effectiveness of individual and organizational RM strategies.
Turning complainers into fans : towards a framework for customer services in social media channels
(2012)
In recent years, marketing scholars have invested heavily in exploring the role of social media in marketing theory and practice. One valuable strategy for using social media in marketing communication is to provide customer services in applications like Facebook or Twitter. This paper evaluates a) the concept of perceived service quality in different service channels and b) the impact customer service strategies have on customer loyalty, word of mouth communication, and cross-sell preferences. The framework presented here is tested cross-channel against data collected from the customer service department of a large telecommunication provider. The results elucidate the effectiveness of customer service strategies in different channels.
Executive education in IS is under the scrutiny of many institution for the potential to bring in financial revenues. However teaching executives can be a very challenging task because of the previous experiences, variation in their previous education, and multiplicity of motivations for pursuing a continuous education. The panel aims at sharing successful experiences and highlighting challenges of dealing with executive audiences. The panel will present the results of a large survey among executive students and identify the three most significant elements emerged from the survey: the importance of theory that is actionable, the importance of varied pedagogical tools and practices, and the importance of relevance beyond practical tools. Based on a survey that will be distributed to the audience at the beginning of the panel, the audience will be actively engaged in sharing their experiences on the three topics aiming at capitalize and sum up the collective knowledge of the room.
Learning and teaching requires the transfer of knowledge from one person to another. Due to the relevance of knowledge many models have been developed for knowledge transfer. However, the process of knowledge transfer has not yet been described completely and the approaches are too vague to facilitate its implementation. This paper contributes to a better understanding of knowledge transfer to support knowledge transfer in teaching. To address this challenge, we depict a layered model for knowledge transfer. The model structures the transfer in several steps and thus identifies major influencing factors. The paper describes the knowledge transfer from one person to another step by step. An example in the area of teaching business process management illuminates the process. The main contribution of this paper is the development of a layered model and its application in teaching.
In this paper it is first identified the trade-off among costs, flexibility and performances of autonomous robotic solutions for material handling processes, where adding value with automation is not as trivial as in production processes: hence the requirement for automated solutions to be simple, lean and efficient becomes even stricter. Then a method for modelling and comparing differential performances and costs of manual and autonomous solutions is developed. As a result of the method, a smart man-machine collaborative interface is designed and its impact evaluated on a specific case of study. Results are then generalized and prove the strong conclusions that in unconstrained environments, where full standardization cannot be achieved, the risk of investing in autonomous solutions can only be mitigated by creating a fast and smart man-machine collaborative interface.
According to a recent survey the great majority of players in logistics are planning to adopt one or more robotic solutions until 2019. Technical solutions for automation of processes in logistics are often available as a market-ready product, but the lack of standardization and skepticism towards long term investments are often the reasons why these solutions are not implemented on a large scale. This paper is set to bridge the gap between the world of technologies and the one of applications in order to help investors, robot producers and system integrators to decide on which branch of logistics to set their focus. The three main branches Courier Express Parcel (CEP), contract logistics and production logistics are briefly defined and distinguished through their characteristic factors and parameters. Then a method based on the analysis of three parameters (operative costs, required performance and flexibility) in the three branches is set to identify the most convenient branch of logistics for investing in new technologies, namely the one in which the risk of investment is lower, the return is higher and faster. The conclusion of the method shows that higher labor costs, strict regulations and higher standardization make the production logistics the most suitable branch for investments in emerging automation solutions.
Competing logics in evaluating employee performance : building compromises through conventions
(2015)
Current research argues that competing institutional logistics1 can co-exist enduringly and investigates how organizations cope with such institutional complexity (Greenwood et al. 2011). Thereby, the role of practices for handling competing logics has been overlooked and it is currently only to limited extent understood how organizations establish compromises between competing logics. Therefore, we investigated the recent performance appraisal reform of a German public sector organization that occurred in 2008 (see also Kozica, Brandl 2015). BAND (the pseudonym for our organization) has been using performance appraisals for several decades, and performance appraisals have already become entrenched instruments (Zeitz, Mittal, McAulay 1999) for handling staff promotion decisions. While BAND accepted the accountability logic of the performance appraisal, the professional logic (which is based on trust and comradeship as a high value of being professional in our organization) is accepted too and BAND has established a fine-grained compromise between the different logics. During the recent reform of the performance appraisal system, however, this compromise has broken up and challenged organizational members to (re-)arrange a compromise. By using French convention school of thinking (Boltanski, Thévenot 2006) we address how BAND copes with conflicting logics by forming compromises in organizational practices. Thereby, we show that the concept of convention is particularly promising for understanding of how organizations deal with institutional complexity. More broadly, our argument contributes to the elaboration of an organizational theory for the institutional logics discussion that explains how organizational and individual actions are interlinked.
Die Automobilindustrie steht insbesondere im Forschungs- und Entwicklungsbereich vor großen Herausforderungen. Es zeichnet sich eine deutliche Entwicklung hin zu Systeminnovationen ab, um den gestiegenen Anforderungen des Marktes gerecht zu werden. Voraussetzung hierfür ist die Kooperation von Unternehmen innerhalb der Wertschöpfungskette. In dieser Arbeit werden zunächst auf theoretischer Basis geeignete Kooperationsmodelle ausgewählt, die in einem zweiten Schritt anhand einer Nutzwertanalyse bewertet werden. Die Basis für die Bewertung bilden theoretische Überlegungen, die anhand von Experteninterviews validiert werden. Die Analyse zeigt, dass der Forschungscampus als auch das Branchencluster die beste Eignung aufweist. Abschließend werden die Erkenntnisse an einem Praxisobjekt angewandt.
In 2013, Royal Philips was two years into a daunting transformation. Following declining financial performance, CEO Frans van Houten aimed to turn the Dutch icon into a "high-performing Company" by 2017. This case study examines the challenges of the business-driven IT transformation at Royal Philips, a diversified technology company. The case discusses three crucial issues. First, the case reflects on Philips’ aim at creating value from combining locally relevant products and services while also leveraging its global scale and scope. Rewarded and unrewarded business complexity is analyzed. Second, the case identifies the need to design and align multiple elements of an enterprise (organizational, cultural, technical) to balance local responsiveness with global scale. Third, the case explains the role of IT (as an asset instead of a liability) in Philips’ transformation and discusses the new IT landscape with its digital platforms, and the new practices to create effective business-IT partnerships.
In recent years, the rise of social media received significant importance in marketing research and practice. Consequently, interfaces to social media platforms have also been integrated into Business-to-Business (B2B) salesforce applications, although very little is as yet known about their usage and general impact on B2B sales performance. This paper evaluates 1) the conceptualization of social media usage in dyadic B2B relationships; 2) the effects of a more differentiated usage construct on customer satisfaction; 3) antecedents of social media usage on multiple levels; and 4) the effectiveness of social media usage for different types of cus-tomers. The framework presented here is tested cross-industry against data collected from dyadic buyer-seller relationships in the IT service industry. The results elucidate the precondi-tions and the impact of social media usage strategies in B2B sales relations.