Identity Theft and E-Fraud as Critical CRM Concerns

Smith, Alan D.; Lias, Allen R.

doi:10.4018/9781599049373.ch206

Cited by 6 publications

(7 citation statements)

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“…This validation is expected in terms of basic CRM principles (Anton and Petouhoff, 2002;Smith and Lias, 2005) concerning enhanced potential customer satisfaction of the benefits of the virtual classroom. Mostly scale and interval measurements, with a few nominal-based scales, were used to develop graphs and perform the relevant statistical analyses.…”

Section: Sample and Statistical Techniquesmentioning

confidence: 98%

The virtual classroom from a business customer retention viewpoint: an empirical-based study

Smith

2008

IJMIE

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The basic concept of the virtual classroom has evolved significantly as hectic lifestyles, the price of fuel and other scarce resources and the quality of electronic delivery systems have greatly improved. Virtual classrooms are increasing a common option that many institutions of learning, both traditional and corporate, are strategically leveraging in order to cope with increasing global competition and with continuing technological advances, it is necessary to keep up with the direction that higher education is taking, lest a university falls by the wayside. A detailed study of business professionals through hypothesis testing and exploratory multivariate analysis have pointed to the need for such service providers to address the issues of quality assurance and the perceptual issues of academic integrity and associated reputation were found to be supportive of business professionals' decision to take online courses and other training options in order to update their degrees. Finally, there will be recommendations offered to middle and lower-level managers based upon the results.

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Section: Sample and Statistical Techniquesmentioning

confidence: 98%

The virtual classroom from a business customer retention viewpoint: an empirical-based study

Smith

2008

IJMIE

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“…Corporate trustworthiness is a competitive advantage for corporations and gaining the trust of their customers and stakeholders would be in their best interest. Hence, stakeholders want to see that corporations emanate goodwill toward their employees, customers and communities ( Alsop, 2004 ;Smith and Lias, 2005 ). Fourth, TBL allows corporations to collect information about present and possible environmental and social problems, involve their stakeholders and managing their expectations, incorporating decisionmaking process into strategic planning, and having an ethical corporate behavior ( Hamel and Prahlad, 1994 ).…”

Section: Competitive Advantage -A Strategic Assetmentioning

confidence: 99%

The Relationship between the Adoption of Triple Bottom Line and Enhanced Corporate Reputation and Legitimacy

Sridhar¹

2012

Corp Reputation Rev

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“…This validation is expected in terms of basic CRM-based principles (Anton and Petouhoff, 2002;Smith and Lias, 2005) and technology-based adoption (Davis, 1989) concerning enhanced potential satisfaction of the benefits of web-enabled technologies and workplace gambling activities. Mostly quantitative (scale and/or interval) measurements, except for a few nominal variables, such as the demographic variable gender, were used to develop graphs and perform the relevant statistical analyses.…”

Section: Statistical Techniquesmentioning

confidence: 99%

March Madness and perceived influences on workplace productivity by business professionals

Smith

Offodile

2011

Sport, Business and Management

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Purpose -The purpose of this paper is to provide practitioners of management and interested research a sense of how the NCAA March Madness basketball tournament is affecting worker productivity in the workplace. There are several positive and negative issues concerning how some employees are willing to spend work time following the NCAA tournament and related office gambling activities. Design/methodology/approach -A review of the applied literature on sports-related gambling and bracketing that is quite widespread in the USA and other countries was provided. The sample consisted of relatively well-paid professionals, who may routinely engage in office pools and most universally are involved in bracketing March Madness plays. This resulted in 145 useable questionnaires recording responses to 28 variables from an initial sampling frame of slightly over 200 potential respondents associated with a major Pittsburgh-based financial service provider. Factor analysis and multivariate statistical analysis were used to test several hypotheses. Findings -Management appears to be successfully delivering the message that office gambling activities harm productivity if management activity discourages office gambling, but there appears to be a trade-off as labor productivity may be slightly reduced on the short term, and employee cohesiveness may increase on the long term. It was also found that the degree of personal involvement is important; the more an employee is involved, the more negative the impact that March Madness activities will have on his/her productivity. Practical implications -March Madness is a time-honored tradition that many employees take for granted and will engage in regardless of the extrinsic controls that management may care to implement, making the extrinsic controls too expensive for a questionable return in enhanced labor productivity during March Madness. Originality/value -It is an interesting academic research question concerning the balance of productivity losses and gains in employee cohesiveness that warrants additional research in the intrinsic motivations of both management and their employees.

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Identity Theft and E-Fraud as Critical CRM Concerns

Cited by 6 publications

References 0 publications

The virtual classroom from a business customer retention viewpoint: an empirical-based study

The virtual classroom from a business customer retention viewpoint: an empirical-based study

The Relationship between the Adoption of Triple Bottom Line and Enhanced Corporate Reputation and Legitimacy

March Madness and perceived influences on workplace productivity by business professionals

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