Arabs represent a major cultural group, yet one that is relatively neglected in cultural psychology. We hypothesized that Arab culture is characterized by a unique form of interdependence that is self-assertive. Arab cultural identity emerged historically in regions with harsh ecological and climatic environments, in which it was necessary to protect the survival of tribal groups.
Abstract Supply chains are often characterized by the presence of a dominant buyer purchasing from a supplier with limited capacity. We study such a situation where a single supplier...
The essence of a brand is that it delivers on its promises. However, consumers’ trust in brands (CTB) has declined around the world in recent decades. As a result, CTB has become a major concern for managers. The authors examine whether CTB is influenced by marketing-mix activities (i.e., advertising, new product introduction, distribution, price, and price promotion) implemented by brands.
This study finds that greater asymmetric timeliness of earnings in reflecting good and bad news is associated with slower resolution of investor disagreement and uncertainty at earnings announcements. These findings indicate that a potential cost of asymmetric timeliness is added complexity from requiring investors to disaggregate earnings into good and bad news components to assess the implications of the earnings announcement for their investment decisions.
Customer care employees (CCEs) are an excellent source of ideas for new and enhanced services for customers. By serving many customers, CCEs have the ability to see patterns in unserved and underserved needs. By being inside rather than external to the firm, CCEs have the ability to offer suggestions that build on existing capabilities, which result in ideas that are more easily implementable. There is a long history of research and practice for soliciting suggestions from employees, but little of this work has described how CCEs can be organized into a temporary online crowd to cocreate innovative ideas.
The effectiveness of cancer screening and adherence to cancer screening guidelines can be inhibited by long wait times for screening appointments. We develop a queueing network model of screening for a disease within a population of patients with imperfect adherence to screening guidelines to characterize the relationship between the screening request frequency rate and the wait time for screens. We first use our model to derive the capacity needed by a given system or the population size a given system can serve to guarantee a certain service level.
Despite recognizing the importance of events, researchers have rarely explored the influence of broader societal events on employee experiences and behaviors at work. We integrate perspectives on events and social identities to develop a cross-level theoretical model of the spillover effects of mega-threats, which we define as negative, large-scale, diversity-related episodes that receive significant media attention.
This article’s objective is to inspire and provide guidance on the development of marketing knowledge based on the theories-in-use (TIU) approach.
Homegrown Tools lets users perform customized searches for case studies relevant to their community. Users can search by development strategy, geographic area or specific attributes such as population, community strengths and desired outcomes. NCGrowth Assistant Director of Economic Development Carolyn Fryberger explains how to make the tool work for your community. Homegrown Tools is managed by NCGrowth, an affiliate center of the Kenan Institute of Private Enterprise at UNC-Chapel Hill, in partnership with the UNC School of Government, the NC Rural Center, the UNC Department of City and Regional Planning and the Federal Reserve Bank of Richmond.
When large firms are in search of new leadership, oftentimes a former leader is the answer. These are commonly referred to in business as "boomerang CEOs." There have been many high-profile examples of boomerang CEOs being both resounding successes and spectacular failures. So what do the numbers say? Are boomerang CEOs good or bad on average? This is the question Kenan Institute Grant Recipient Travis Howell and UNC Kenan-Flagler Business School Professor of Strategy and Entrepreneurship Chris Bingham addressed in their latest study.