School of Management (SoM)
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Item Open Access The 1988 Local Government Act and compulsory competitive tendering(1990) Parker, DavidItem Open Access Academic entrepreneurs?(1989) Birley, Sue; McMullen, Ed; Myers, AndrewEntrepreneurial education has exploded over the past ten years in both the United States and the United Kingdom. In the USA there are now more than 50 institutions seeking academics to fill endowed posts; in the UK, there are more than 200 courses in small business in institutions of Higher and Further Education. The reasons for the growth has been essentially the same in both countries - in time of economic decline, with large firms shedding labour, new firms and small firms have been seen as a significant strand in future strategies. As a result, academic institutions have been forced to respond to a demand from both students and potential entrepreneurs, a demand fanned by a growing band of “academic entrepreneurs” . . . ..but are they?Item Open Access Achieving Excellence in Customer Relationship Management(School of Management, Cranfield University, 2002-12) Clark, Moira; McDonald, Malcolm; Smith, BrianThis report covers the work of the Cranfield CRM Research Formn for the first year of its operation Directed and funded by a group of organisations across many sectors, the goals of the Forum are to enable excellence in Customer Relationship Management (CRM) by defining and understanding this important management process.Item Open Access Achieving high response rates : a survey of postal research(1989) de Chernatony, LeslieItem Open Access The admission of mature adult students to executive MBA programmes(1990) Elkin, GrahamItem Open Access After sales service in UK manufacturing(Cranfield School of Management, 1988-04) Clark, GrahamItem Open Access After sales support strategy(1990) Armistead, ColinItem Open Access After sales support strategy : a research agenda(1991) Clark, GrahamItem Open Access Agility and flexibility: what's the difference?(1996) Baker, JohnThere is growing interest in the concept of “agile organisations” amongst management practitioners and academics. Early publications have been largely practitioner-oriented and have been at pains to claim that this is a new idea, with fundamental differences to other concepts such as flexibility and lean production. However, there has been little direct explanation of what these differences actually are. A particular area of confusion appears to be over the difference between “agility” and the established concept of “flexibility”, a confusion which this paper starts to attempt resolving.Item Open Access Aligning HRM with service delivery(1997) Viney, ClaireItem Open Access The application of foresight in UK research and development(1997) Hambly, MarkItem Open Access Item Open Access An appraisal of media weight tests(Cranfield school of Management, 1973-10) Corkindale, David; Kennedy, SherrilThis report considers the topic of media weight testing: that is,the examination of the effect of different levels of media advertising spending on behaviour in the market. In a simple test, for example, the level of expenditure is increased above normal in one area and the sales, brand shares or attitudes in that area are compared to those in other, comparable areas where normal weights of advertising are maintained. Although media weight tests are a much practised marketing exercise they would seem rarely to produce conclusive, or useful results. The MCRU has found that within the body of experiences of Sponsor companies only about one in twenty media weight tests have produced conclusive results. Similarly, discussion with other market researchers has suggested the same order of magnitude for the success ration. Also a study reported by Clancy (1972,1638) suggests the situation is not much better in the U.S.A. In order to formulate guidelines for successfully conducting media weight tests, it is necessary to establish, illustrate and understand the reasons giving rise to the usual failures. These reasons can be categorised in two ways: A - statistical, quantifiable reasons B - conceptual and managerial reasons, which tend to be less easily quantifiable After the problem has been defined, this report is set out in three parts:¬ Part A considers and establishes why the circumstances of the market place may render it unlikely that many media weight tests will produce any detectable changes in the market place; Part B considers the market and organisational context in which this sort of exercise is usually conducted and against which it has to be assessed; and Part C discuss the implications of these findings and presents guidelines for successful media weight tests.Item Open Access Approaching acquisitions strategically(1988) Payne, AdrianItem Open Access The appropriateness of incentives for small scale enterprise location in less developed areas(1987) Ramachandran, KavilItem Open Access Assessing and managing the risks of IS/IT investment(1992) Ward, JohnItem Open Access Assessing organisational effectiveness(1988) Steele, MurrayItem Open Access Assessing the costs of logistics service(1987) Christopher, MartinItem Open Access Assessing top executive performance(1988) Kakabadse, Andrew P.Item Open Access The attitude behaviour relationship(Cranfield School of Management, 1978-01) Mostyn, BarbaraWhy should market researchers, advertisers and persuaders be concerned about experiments with a Chinese couple or a coal mining town in the States in the 1930's ? Or, care about the results of distraction, reactance and forced-compliance experiments conducted in psychological world laboratories around the world for the past fifty years? Why ? Because they are integrally bound into a very basic controversy - do attitudes predict behaviour or only mirror behaviour ? Consumer psychologists share with applied psychologists in other fields ¬education, personnel selection, child development, organisational behaviour, learning, social interaction, politics, therapy, interpersonal attraction, law and social work - a preoccupation with attitudes which hold a central position in their theories. Enormous amounts of time, energy and money have been expected in order to investigate the attitude-behaviour relationship.