650 Management
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Many companies practice performance management in the framework of a heterogeneous, grown mix of numerous separate decisions, instruments, processes and systems and not in terms of a strategically and systematically planned management system. Due to the inefficiency of the above mentioned performance management style, a holistic and integrated approach is a key factor. Performance management must be able to meet central objectives and requirements and set the groundwork for long-term corporate success. This article presents a central approach of the conception of holistic and long-term performance management. The five equal part disciplines are illustrated and demonstrate the issue and composition complexity of a performance management due to their characteristics and combination. The objective of this article is to display and communicate the performance management issue and its context through an easily comprehensible system without following a general recipe.
Ambush marketing in sports
(2014)
A sports event organizer sells exclusive marketing rights for his event to official sponsors, who, in return, acquire exclusive options to utilize the event for their own advertising purposes. Ambush marketing is the practice by companies of using their own marketing, particularly marketing communications activities, to create an impression of an association with the event to the event audience, although the companies in question have no legal or only underprivileged or non-exclusive marketing rights for this event sponsored by third parties. So, the objective of ambush marketing is to benefit from the success of sports sponsorship without having the duties of an official sponsor.
It is fine line between creative marketing communication and infringing on sponsorship rights. From the perspective of the event organizers and sports sponsors ambush marketing represents an understandable threat, while from the perspective of the ambushers it offers the opportunity to reach the target audience in an attractive environment and at affordable cost. The paper defines and structures the phenomenon of ambush marketing and analyses the impacts of ambush marketing in sports. The results of an empirical study on the effects of ambush marketing in the frame of the FIFA Soccer World cup are presented and discussed.
Success in human resource management (HRM) depends on the question of whether applied practices of HRM meet specific contingency factors and are appropriately configured. Using this argument, the present article examines HRM in professional service firms (PSFs) in pursuit of three objectives. First, we introduce a conceptual framework that illustrates how the constitutive characteristics of PSFs, as contingency factors, influence HRM practices and research. Second, based on this framework, we summarize key findings of research on HRM in PSFs and open up potential avenues for further research. Third, we reflect on the argument that HRM in PSFs can contribute to an understanding of HRM practices in other organizational settings, leading to the question of the mutual transferability of HRM practices. Aside from these three primary objectives, we also introduce the contents of the special issue.
Marketing channels are among the most important elements of any value chain. This is because the bulk of a nation´s manufacturing output flows through them. The intermediaries (e.g., distributors, wholesalers, retailers) constituting marketing channels perform specific distribution functions,such as transportation, storage, sales, financing, and relationship building, better than most manufacturers. Over his distinguished career, Louis P. Bucklin investigated many questions about the structuring and functioning of marketing channels using conceptual, empirical, and microeconomics model-based methodologies. Today, the academic marketing literature contains hundreds of articles that have employed these three broad classes of methodologies to investigate issues of channel intermediaries´ interorganizational relationships, for example, power-dependence, relational outcomes, conflict and negotiations, and manufacturing firms´ channel strategy, for example, channel structure, selection, coordination and control. So far, however, there has been no review of how the three different methodologies have contributed to advancing knowledge across this set of channels research domains.
In this paper, we investigate how conventions enable organisational actors to cope with paradoxical tensions in performance appraisal systems. Building on a case study of a performance appraisal system reform in a public sector organisation, we analyse how this organisation enabled superiors to take into account both accountability and professional logic. When new appraisal rules required superiors to rank their employees according to their qualifications but also to show collegiate solidarity, superiors negotiated an organisation-wide understanding of the rules that enabled them to address both logics simultaneously. The study underlines the importance of collective understandings for individual responses to paradoxical tensions and reveals how performance appraisal systems can be operated according to different logics.
Purpose – The purpose of this paper is to discuss the applicability of current benchmarking proposals for small and medium-sized enterprises (SMEs) and to suggest a condensed process for logistics benchmarking in SMEs.
Design/methodology/approach – The paper starts by outlining why the logistics function is of increasing importance for SMEs. It discusses the benefit of logistics benchmarking and typical SME restrictions in benchmarking. Available approaches to benchmarking are discussed and their weaknesses when applied to SME logistics benchmarking are analyzed. The paper develops a new benchmarking process framework for SME logistics benchmarking and reports findings of a case application in three German SMEs.
Systemic Constellation describes an approach that enables practitioners to examine and address typical issues in diversity management from a different, relational perspective. Systemic Constellation utilizes the human ability to recognize the qualities of relationships between two or more people from their spatial alignment to each other (transverbal language) and the capability to illustrate inner pictures by placing humans or objects in a room as representatives (representative perception). Systemic Constellation originated in the field of family therapy and counseling, but through research, guidance work, and teaching activities over the last two decades, it has developed into a generic, structural, constellation logic with multiple methods of application. It has been adapted to a variety of topics and issues, and a number of constellation formats. This article serves as a starting point for the transfer of Systemic Constellation into diversity management. It appears that conventional approaches taught in traditional management classes (such as focusing on tools, setting targets, planning measures, and offering incentives) are of limited use when trying to deal with problematic situations in diversity management. Preliminary trials show that new solutions and insights into deeper underlying dynamics can be gained on personal and institutional levels when applying Systemic Constellation. Participants find the application of the model as very beneficial. Systemic Constellation is grounded in personal experience and particularly in a person’s own experience of the consistency of representative perception. This viewpoint can only be conveyed rudimentarily in a scientific article. Readers should feel encouraged to apply Systemic Constellations themselves and use it in their work, experimentally and professionally. To harness the full potential of Systemic Constellations in diversity management, further research needs to be done.
The digital economy has created intense demands for innovations. Companies are responding in part by creating new digital products and services to meet increasing customer expectations.
MIT CISR findings indicate that product variety is NOT directly related to firm performance, and IS related to increased difficulties for costumers and employees.
Recent MIT CISR research found that an obsessive focus on innovation is a characteristic of CIOs of top-performing firms. There are now more ways than ever that a firm can be disrupted by and disruptive with digital innovations. Indeed, a growing number of firms and individuals are using increasingly powerful digital technologies and figuring out ways to develop better products and services, better customer and employee experiences, and new business models. The new digital imperative is to compete with more types of digital innovations - and IT units must refine approaches to producing them. Based on an in-depth caste study, this briefing takes a look at how German car manufacturer AUDI AG has expanded its portfolio of digital innovations.
The MIT Center for Information Systems Research surveyed 255 executives in 2015 to investigate how companies are managing business complexity. This report details the findings from our analysis of the survey data:
1. Some product complexity adds value, some does not. Specifically, companies with more links (aka integration) in their product and service portfolio are higher performing. - 2. Product variety makes it more difficult for costumers and employees to get things done. These customers and employee difficulties impair a company's performance. - 3. Companies that excel at making it easy for employees and customers to get things done differentiate themselves by applying a set of complexity management practices around enterprise architecture, role reconfiguration, and the use of metrics and incentive systems.
Based on these findings, we recommend that companies make product complexity a strategic chois, invest in the abovementioned complexity management practices, and use costumer and employee dfficulties as key metrics for product innovation.