Purpose-Corporate social responsibility is becoming increasingly important in the retailing industry, whereby retailers are frequently criticized for socially irresponsible business practices by mass media and consumer advocacy groups. The purpose of this research is to find out which retail business practices lead to perceptions of corporate social irresponsibility (CSIR) from the customers' perspective and to develop a measurement scale for this construct. Design/methodology/approach-Using quantitative data from a paper-based and an online survey, a higher-order, multi-group confirmatory factor analysis was conducted. Findings-The research identifies 14 factors which represent perceptions of CSIR in retailing. A measurement scale of this construct is proposed and empirically validated. Demographic differences among consumers' CSIR perceptions are revealed. Research limitations/implications-The scale remains to be validated in varying cultural settings other than the USA. Practical implications-The findings provide retailers with a detailed account of business practices that consumers regard as socially irresponsible. The scale can be adopted by retailers in surveys to measure consumers' perceptions. Originality/value-The paper is first in providing a conceptualization and measurement scale for CSIR which is of increasing importance for both retailing theory and practice.
How do firms radically innovate with limited resources in high-turbulent environments? We examine this question via in-depth comparative case studies of ten start-up firms in diverse high-turbulent markets. Evidence shows that the perceived value of resources depends on two contextual factors: market type and business model type. More interestingly, firms that see resource limitation as an enabler rather than an inhibitor seem to have a distinct capability that we call lean innovation capability. It is defined as a distinct capability that reflects a firm's ability to experiment with ideas that meet core customer needs by constantly iterating the initial offering with the purpose of validated the learning through continuous market feedback to achieve sustainable performance. The three main qualities of these companies are (1) adopting abductive reasoning, (2) embracing validity-driven approach, and (3) operating in the overlapping spaces of fundamental customer needs, business viability, and technological feasibility. Lean firms adopt design-thinking methodology and act like bricoleurs, such as make-do by applying combinations of the available resources through rapid prototyping to new problems and opportunities in an experimental way. Briefly, lean innovation capability enables firms to manage limited resources by reconfiguring and reallocating existing resources, and, thereby, helps empower resource-limited radical innovation.
Purpose-This study aims to examine the role of market orientation as a relationship property. This property, labeled "alliance market orientation", is at the inter-firm level and is related to the new product development (NPD) activities of alliances. The main objectives of this article are: to define the alliance market orientation; to argue that it is a major factor in NPD alliance success; and to argue that the resource-advantage (R-A) theory of competition can provide a theoretical foundation for this concept and explain its contribution to alliances' NPD success. Design/methodology/approach-The paper is conceptual in approach. Findings-In their efforts to strengthen relationships, alliances may tend to focus so much time on the relationship factors that they miss market opportunities. As a spanning process, NPD should be informed by both external and internal activities. alliance market orientation assists alliances in guiding NPD activities from outside to inside and vice versa. As a dynamic and disequilibrium provoking process, the R-A theory of competition can theoretically ground the concept of alliance market orientation and explain its role in NPD alliance success. Research limitations/implications-This study contributes to business marketing theory in three ways: it extends the concept of intra-organizational market orientation to an inter-organizational context; the alliance market orientation concept contributes to understanding the role of idiosyncratic resources in alliances; and the R-A theory of competition can theoretically ground the concept of alliance market orientation and provide insights to develop it further. Originality/value-This study is the first to extend the concept of market orientation into inter-organizational NPD framework and to examine the role of alliance market orientation in NPD alliance success.
Assessment is a prominent issue in education today. However, assessment of learning often occurs only at the end of the semester to satisfy accreditation agencies. An alternative is to conduct assessments during the course, not only to assess if learning goals are being met but also to assess student learning during the course. Assessment for learning puts assessment at the heart of the learning process. In this approach, students are active participants in the assessment process. The authors propose a new approach to assessment—group-based assessment (GBA), which includes in-class group learning, peer assessment, and peer and instructor feedback. They develop their approach based on theoretical underpinnings of the dynamic assessment theory and the zone of proximal development theory to develop GBA. The authors test the effectiveness of this approach in a study conducted with students using a one group pretest—posttest quasi-experimental design. The results of this study provide empirical support that GBA is related to students' intrinsic motivation, self-regulated learning strategies, perceived autonomy, perceived competence, task mastery orientation, and actual performance. In addition, guidelines for implementing GBA are provided.
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