This study investigated the management of staff training programmes and school climate for teacher retention in secondary schools in Rivers State. Two (2) research questions and 2 corresponding hypotheses were answered and tested in the study, respectively. The population of the study comprised all the 268 public senior secondary schools in Rivers State, with 268 principals (218 males and 50 females), from which a sample of 215 (80%) was drawn using the stratified random sampling technique. Respondents of the study responded to a validated 20 – item instrument titled ‘Managing Staff Training Programmes and School Climate for Teacher Retention Scale’ (STPSCTRS), designed by the researchers, in the modified 4 – point likert scale model, with a reliability index of 0.74, obtained using Cronbach Alpha. In all, 215 sets of the instruments were administered to the respondents in their various schools 214 (99%) were retrieved, while 213 (99%) survived after coding and were used in the statistical procedures. Mean and standard deviation, were used in answering the research questions, while z-test was used in testing the hypotheses at 0.05 alpha level. Results from data analysis show that staff training programmes, and school climate are necessary for teacher retention. It was concluded that the use of staff training programmes and conducive school climate to a very high extent, determine teacher retention in secondary schools in Rivers State. Recommendations were that school principals, government and educational stakeholders should give attention to staff training programmes and school climate in their various schools.

Corporate reputation – the central antecedent of trust – bears the potential to create sustainable competitive advantage. However, far too many examples of companies’ socially irresponsible behavior over the past years led to a severe crisis of confidence. Disgraced companies suffer from the adverse effects of their misbehaviors at all levels. As a consequence, one of the top priorities for both practitioners and business scholars is the identification of opportunities to (re)build corporate reputation. Corporate Social Responsibility (CSR), a key driver of reputation perceptions, is a very promising one. However, as CSR is a multidimensional construct that comprises a wide range of activities, the selection of the “right” ones deems a major challenge. Based on a literature review, we advocate that news media data should be utilized to analyze which CSR dimensions are particularly likely to affect reputation perceptions. As journalists rely on companies’ press releases as a starting point for their business articles, companies need to carefully evaluate which CSR dimensions they emphasize in their communication strategy. Based on superior measures of reputation and CSR, this study utilizes reputation and news media coverage data on companies listed in the German DAX30 between 2005 and 2011. The panel data regression encompasses the multidimensional concept of CSR, presenting a six-dimensional CSR construct including environment, employee relations, community, product issues, corporate culture and corporate governance. Relevant moderating variables, namely firm and stakeholder characteristics, are investigated. In this context, the results show that the relevance of each of those six distinct dimensions differs for the formation of reputation judgements and varies across investigated stakeholder and company types: across all model specifications, negative media coverage addressing employee relations and community affects reputation perceptions. The general public primarily perceives negative news coverage as relevant for their reputation judgements. Opinion leaders seem to be less dependent on the media to learn about CSR dimensions, as only four out of twelve independent variables exert a significant impact on their reputation judgments. News coverage about product issues only constitutes a key role in the formation of reputation judgements of firms that are predominantly known from direct experiences. A particularly large amount of variation can be explained for reputation ratings of these companies as well as for reputation perceptions of opinion leaders.

Based on behavioral psychology theory this conceptual paper analyzes specific versus non-specific corporate social responsibility (CSR) to deal with specific versus nonspecific latent corporate sustainability crises, with only rumors of allegedly problematic company behavior starting to emerge. The focus is on shaping immediate consumer reactions, in particular perceptions of risk and responsibility as well as expectations towards further crisis management, which are predominantly formed in the early crisis stages. Consumer involvement and perceived CSR credibility are considered as potential moderating variables. Based on the derived propositions and with reference to the CSR concept, various management implications are discussed. It has emerged that the management of specific sustainability crises must also prioritize specific CSR activities in order to reduce or avoid immediate negative consumer reactions.

Consumers actively seek out authentic cultural experiences both in everyday consumption and when they travel. In this study, I investigate the processes through which personal homes are shared cross-culturally. I incorporate insights from the home and sharing literature to explore how consumers negotiate cultural distinctiveness and in-group boundaries when sharing their most valuable possessions. Using in-depth interviews, online archival data, and home photos, I find a swapping community where swappers share an in-group identity and enact loosely-defined conventions. Using these loosely-defined conventions, swappers negotiate a good working order that transcends cultural distinctiveness (Torelli, Ahluwalia, Cheng, Olson, & Stoner, 2017). As swappers localize these conventions in individual swap trades, they justify and temporarily tolerate the cultural distinctiveness. Or more experienced swappers normalize them as authentic experience. This research contributes to understanding how consumers actively negotiate cultural differences and authentic experiences in the sharing economy.

Kim, Kyu-hyun & Suh, Kyung-Hee. 2018. “Formulation Sequence in Korean TV Talk Shows: Pre-Sequence as Consensual Grounds for Managing Category Work”. The Sociolinguistic Journal of Korea 26(2). 85~117. From the perspectives of conversation analysis (CA) and membership categorization analysis (MCA), this paper analyzes the formulation sequence in Korean television news interviews and celebrity talk-shows. The analysis shows that the host's formulation is normatively oriented to by the guest as a preliminary action, which projects a range of face-impinging actions, such as challenge, assessment, request, etc. The formulation-confirmation sequence furnishes the host with consensual grounds for embarking on affectively-loaded assessment activities vis-à-vis the guest in his/her own terms. The guest, as the formulation-recipient, may block the host's projected action by using disconfirmation, which points to the contingent nature of the power that the host exercises as the agent of morality. The analysis of the formulation sequence is brought to bear upon the examination of the compositional features of the formulation turn (e.g., sentence-ending suffixes, discourse particle, etc.) and their interactional imports.

Purpose: The purpose of this study was to describe the nursing unit manager's experience with patient safety accidents. Methods: Data were collected from April, 2017 to December, 2017 through in-depth interviews with seven unit managers who worked in General wards, OPD or in the ICU of a general hospital. Qualitative content analysis method was used to analyze the data. Results: The following four categories were elicited; dimensions are different from each other, complex feelings about the person after the accident, ambivalence for the accident triggers, leadership learned from accident management. Conclusion: The findings provided valuable informations on the nursing unit managers' experience with patient safety accidents, which held many nursing implications. Based on the findings, it is possible to develop accident management guidelines and the support system for accident management personnels.

Clothing longevity supports sustainability, but the paper questions the implementation of this strategy. The research, based on industry and expert experiences, posits the technical possibility of achieving longer-lasting clothing, but identifies norms of agency and interaction within the global clothing supply chain as factors limiting the business case and processes.

Petrushyna, Marianna. 2017. “Enticing Challengeable: Mundane Questions as a Resource for Managing Face in Religious Arguments”. The Sociolinguistic Journal of Korea 25(2), 131~164. From the perspective of conversation analysis this paper investigates mundane interrogation employed in order to entice a challengeable in the conflict talk produced in the context of arguments on religious topic. This research aims at identifying how the ‘face’ management in religious arguments is conducted through the practice of enticing challengeable, which draws upon the use of mundane questions employed in the religious debates. It is proposed that one of the crucial features of conflict discourse/argument, can be grasped in terms of the participants’ face work which is analyzed through the prism of Goffmanian perspective and the study of Bakhtin. Through face work the party representing a religion orients to managing not only his own face but also the face of the invisible third party or the ‘Superaddressee’, whose presence is invoked as basis for formulating an argument or counter-argument. The findings suggest identifying the discursive features of argument construction, such as the formulation of mundane questions and the reversal of the questioner-answer relationship, furnishing the participants with crucial interactional resources for managing the face of the participants (and that of the ‘God’ as the third party).

The two-way quality theory has been widely used as a method for classifying quality attributes for several decades. In particular, the Kano model that classifies attributes into not just conventional one-dimensional but must-be and attractive has gained popularity due to its applicability and ease of use. However, the wordings of the five alternatives in the Kano's questionnaire has been criticised for unclear meanings. This study proposes a new two-way model to classify attributes using 5-point Likert scale alternatives. For this, the current paper investigated a case of TV sets to examine how the proposed model works in comparison with the Kano model. The application results of the proposed model are different from the original one. The two-way model classifies quality attributes in more detail such as the “one-dimensional with an attractive tendency” attribute, which has a greater influence on satisfaction than dissatisfaction, the opposite “one-dimensional with a must-be tendency” attribute, and “highly one-dimensional” and “less one-dimensional” attributes. In this study, a potential satisfaction coefficient (PSC), a potential dissatisfaction coefficient (PDC), and an average potential coefficient (APC) to manage quality attributes are proposed and discussed for their utilization.

Kim, Kyu-hyun. 2016. “The Topic Marker -Nun as an Interactional Resource: Domain Shifting as Stance-Managing Practice”. The Sociolinguistic Journal of Korea 24(3). 65~94. From the conversation-analytic perspective, this paper examines the interactional meaning of -nun with reference to its constitutive role of organizing assessment activities in naturally occurring conversations. -Nun is analyzed as a grammatical resource deployed for ‘shifting’ the domain whose relevancies are transiently invoked as a new assessable being brought up, or as delimiting the scope of valency to be accorded the assessable. The domain-shifting makes relevant a new set of stance-taking possibilities, which is done in an ‘other-attentive’ way; the shift is made either towards minimizing stance difference and promoting rapport among the participants in the context of disagreement, or towards further elaborating stance alignment what agreement is already in place. The ‘other-attentive’ orientation that the nun-speaker displays in managing his/her stance vis-à-vis the other’s is countervailed by his/her epistemic claim about the invoked domain, whose valency is additionally modulated by sentence-ending suffixes (SESs). The domain-shifting practice, mediated by -nun, draws upon membership categorization work as its organizational basis. Tied to the categories or category-bound features invoked in the prior context, different aspects or types of the assessable, marked by -nun, are transiently brought up as part of a contrastive device. This practice furnishes the speaker with a resource for formulating his/her action as an ‘affiliative’ (though not necessarily ‘aligning’) move geared towards managing stance and face as a collaborative interactional business.

This research was conducted in simulated art scenarios to explore the effects of three treatment variations of music on the visualization of art (not only its presence/absence was tested, but also its fast/slow perceived rhythm) and it employed a sample of 234 potential art consumers. Findings suggest that music is not able of enhancing the art experience. Actually, the study found empirical evidences of its negative influence on consumers’ emotional, cognitive and behavioral responses.

Customer integration has received considerable attention in the service literature in order to foster service innovations (e.g. Vargo & Lusch, 2004; Chan, Yim & Lam 2010; Yim, Chan & Lam, 2012; Grönroos & Voima, 2013). The changing role of the customer from being a passive consumer to becoming an active contributor during service provision and co-creator has a significant impact on numerous service firms. Customer integration is essential to many services and successful integration improves service experience of the customer and it allows development of new services in particular (Magnusson, Matthing & Kristensson, 2003; Melton & Hartline, 2010). Against this background, service industries nowadays face the challenge of dealing with new customer and employee roles in times of digitalization, increasing customer activity, changing interaction channels, and development of new business model. While the impact of employee’s customer stewardship on the employee-customer relationship has been investigated in prior studies, is unclear whether an employee’s commitment to the customer also motivates the employee to contribute to service innovation development.We propose that an employee’s level of customer stewardship represents an important requirement for organizational learning about understanding customer needs and to uncover future trends. Based on stewardship and agency theory, we develop a conceptual model proposing that idea generation, articulation, and implementation depend on employee-related factors (e.g., employee stewardship), structural factors (e.g., incentive system), and control-related factors (e.g., monitoring system). Hypotheses are tested using survey data from 390 frontline employees in financial services. Results underline the important roles of employee stewardship and organizational commitment. Insights provide managers guidance how to improve motivation of frontline employees to engage in these important behaviors.

방사성폐기물용기의 설계는 용도 (운반, 저장, 처분)의 안전요건에 부합돼야 할 뿐 아니라 경제성과 기술적 기준도 만족해야 한다. 이러한 기준은 장차 원전해체로부터 발생할 다량의 저준위/극저준위 해체폐기물의 관리에도 해당된다. 해체폐기물의 특성은 원전운영에서 발생하는 방사성폐기물과는 매우 다르므로 적합한 용기의 개발이 요구된다.이 논문은 다목적용도의 표준용기 개발을 제시한다. 이 개념은 경주처분장과 같은 국가 인프라를 고려한 원전해체폐기물의 관리를 최적화하기 위한 용기이다. 이 연구는 일련의 시제품을 설계 또는 제작한 것이다 : 극저준위용 소프트백, 저준위용 금 속용기 (해상운반용 표준 IP2 용기 및 도로운반용 ISO 용기), 이들 용기 설계의 안전성 분석을 위한 시뮬레이션 및 시험결과 는 규제요건에 잘 부합되는 것으로 나타났다. 콘크리트 용기의 후속개발은 2016년에 수행예정이다.

In perennial crops virus diseases are usually caused by mixed infections rather than by individual viruses. Understanding the contribution of each virus in disease development, the interactions between viruses and how each virus spreads in the field allows for development of control measures that are targeted for disease control rather than controlling all viruses in a complex. There are multiple types of virus-vector interactions and this information can be used to inform vector control strategies to manage virus diseases. Information on virus-vector interactions and insect biology for controlling a disease caused by a virus complex in raspberry will be presented. Understanding the biology of multiple vectors as well as multiple types of virus-vector interactions for a vector of multiple viruses will be presented as a model for managing virus disease in strawberry in different environments. The goal is to describe a systems approach for controlling virus diseases in vegetatively propagated crops from developing clean plants through to fruit production.

“What makes a label sell: its name or the person behind it?” (The Guardian, 3-3-2000) It seems like fashion houses have spent the last decade playing the musical chairs game with their fashion designers (Socha, 2012). At Saint Laurent Paris, for instance, Hedi Slimane, who was the label’s men’s creative director from 1997 to 2000, came back as creative director in 2012 to replace Stefano Pilati (2004-2012) who, himself, had replaced Tom Ford (2000-2004) previously. Meanwhile, at Louis Vuitton, Nicolas Ghesquière left Balenciaga to fill the shoes of Marc Jacobs who had been creative director for the label since the late 1990s (1997-2013). And at Dior, Raf Simons took over from Bill Gaytten (2011-2012) who had discretely held the ship after the abrupt departure of John Galliano (1996-2011). The phenomenon of a brand having to replace a key persona with whom it is cobranded is far from rare: sports team regularly draft new athletes, television screenwriters kill beloved characters because actors are leaving their shows, and political parties must replace departing leaders. In these contexts, as in fashion firms, maintaining brand equity across successive cobranding alliances with key personae is a challenging brand management issue. In this research project, we aim to further our understanding of how fashion brands can maintain equity by examining how they manage ongoing cobranding between the house and the designer, especially given the challenges faced by the succession of designers – or game of musical chairs - most houses face. The research questions guiding this effort are as follows: 1) Why do fashion houses cobrand with key personas? 2) What challenges are associated with cobranding with key personas? and 3) What strategies are enacted to address these challenges? To investigate these questions, we have examined the ways that some of the most successful fashion houses manage their brand equity through the dynamics of cobranding. We illustrate our findings with the case of Saint Laurent Paris, a fashion house established in 1968 by Algerian-born French designer Yves Saint Laurent. In this abstract, we first review some key literature on cobranding, then discuss our methodology. We conclude by presenting our preliminary findings. Theoretical Perspectives on Cobranding A generic definition of cobranding refers to it as an alliance “in which two or more brands are presented to the public” (Newmeyer, Venkatesh and Chatterjee 2014). In practice, conceptualizations of cobranding vary. One that is common entails “ingredient branding” in which a key ingredient of one brand is some other brand, such as an Intel chip inside a Dell computer (e.g., Desai and Keller 2002). Another common conceptualization refers to two parent brands launching a new product, as when “two leading fashion houses…join forces to create a new line of clothing” (Monga and Lau-Gesk 2007, 391). Recent work has also acknowledged that cobranding can take place between people and brands. For example Wilcox and Carroll (2008) discuss celebrity cobranding, wherein a celebrity cobrands with a product brand. And in the organizational literature, the fact that a CEO’s personal brand is intermingled with that of the company that person manages has been well recognized (e.g., Graffin, Carpenter, and Boivie 2011). Our conceptualization of fashion designers as cobranded with the houses that employ them is consistent with such research, in that it considers a type of cobranding in which an employee who is a key persona in a company, and that company’s product offerings, are together presented to the public. A frequent assumption in much cobranding research is that it takes places “between two successful brands” (Monga and Lau-Gesk 2007, 389); however, in practice, it is possible for the two brands in an alliance to vary in the extent to which they are already well known and successful (Cunha, Forehand and Angle 2015). Further, cobranding arrangements can vary in terms of the level of integration; in some instances, cobranding might entail mere co-location, whereas in others, the brand partnership may mean that the features of the each brand are tightly integrated and difficult to decouple (Newmeyer et al. 2014). Relatedly, cobranding may vary in terms of duration, ranging from a promotional cobranding that is intentionally short-lived to enduring cobranding that is intended to persist for years or decades. The focus of past cobranding research has frequently been on exploring how consumers respond to cobrands. However, scholarly attention has also been turned to the strategies that firms use to manage the challenges of cobranding. Our work falls within the latter category. Methodology Data Collection To examine the dynamics of cobranding with a key persona in the fashion context, we collected a combination of archival and observational data from five major fashion houses: Balenciaga, Dior, Gucci, Louis Vuitton, and Saint Laurent Paris. The archival data includes articles drawn from the fashion coverage of the last fifteen years of: The New York Times, The Financial Times, The Guardian, The Wall Street Journal, The Daily Telegraph and Le Monde. Coverage from fashion industry key media references such as Women’s Wear Daily, Style.com and Vogue.com is comprised as well. Using Factiva, Lexis-Nexis, and the fashion houses’ own digital archives, we searched and collected articles that pertained to the disintegration of the cobranded alliance and integration into of the new cobranded alliance for the fashion houses mentioned above. In our dataset, we also included reviews of promotional materials such as fashion exhibitions (e.g., Müller and Chenoune’s (2010) “Yves Saint Laurent”), and popular culture artifacts such as films (e.g., Lespert’s (2014) “Yves Saint Laurent”). Furthermore, to help us contextualize the branding strategies and practices of the fashion houses, we reviewed documentaries and books published about the fashion industry such as Nicklaus (2012) “Fashion Go Global,” English’s (2007) “A Cultural History of Fashion in the 20th century,” Palomo-Lovinski’s (2010) “The World’s Most influential Fashion Designers,” and Steele and Menkes’ (2012) “Fashion Designers: A-Z.” Finally, our archival dataset was complemented by observational data gathered from visits to the fashion houses’ New York City flagships and department stores’ concessions. Data Analysis Following the conventions of qualitative research (Belk, Fischer and Kozinets 2013), the analysis of our data was an iterative process of interpreting, deriving new questions, searching for and collecting new data, and rejecting, confirming, and refining our emerging interpretation until reaching sufficient interpretive convergence and theoretical saturation. We present a summary of our findings in the next section. Findings Below, we indicate our answers to the three research questions raised in the beginning of this abstract. 1) Why do fashion houses cobrand with key personas? Luxury fashion houses operate in an institutional field where the logic of art and the logic of commerce are intertwined (Scaraboto and Fischer, 2013). While fashion may not be art per se, well-respected figures such as Pierre Bergé, Yves Saint Laurent’s longtime romantic and business partner, consider that it requires an artist to create fashion (Bergé, 2015). Dion and Arnould (2011), in their research on the charismatic aura of contemporary luxury fashion designers, have argued that managing the relationship between a fashion house and its artist, i.e. the designer, is an essential element of successful luxury brand management. In the fashion industry, cobranding efforts between a fashion house and a designer thus appears to be a deeply institutionalized norm from which deviating could be risky. One reason behind this institutionalized norm is that the business of fashion requires constant renewal (e.g., Agogué and Nainville, 2010). The introduction of a new designer within an established house can serve this renewal purpose. Moreover, as celebrity culture seems to pervade every sphere of life, the phenomenon of celebrity designers resonates with broader socio-cultural trends (Agins, 2014; Oeppen and Jamal, 2014), reinforcing the value of a key persona’s vibrant image. 2) What challenges are associated with cobranding with key personas? For a fashion house, at least two challenges are associated with cobranding with a key persona: 1) maintaining brand continuity and 2) protecting the brand from a key persona’s imperfections. The first challenge implies that while the nature of the fashion industry invites brands to constantly refresh their offerings and engage in innovation (Oeppen and Jamal, 2014), fashion houses, like other brands, must also strive to maintain brand continuity in order to preserve their brand equity (Keller, 2000). Maintaining brand continuity while keeping the brand fresh suggests maintaining a clear and differentiated brand positioning while enrolling new brand meanings that can sometimes be contradictory or counterintuitive (e.g., “Gucci's top designer to refashion YSL look,” Finn, 2000). When a fashion house joins forces with a key persona, the aesthetic, style and cut of what the designer creates must somehow blend with the core attributes of the fashion house to create, an overall brand experience that is innovative, yet reminiscent of the house’s signature. The second challenge fashion houses face when cobranding with a key persona is protecting the brand from human imperfections. Among these “imperfections,” the most obvious is the inevitable mortality of key personas. In addition, key personas, by virtue of being human, have other purposes in life than consistently serving the market. Their actions and behaviors may sometimes conflict with, be counterproductive to, and/or undermine their own brand equity development (Parmentier and Fischer, 2012,) and that of their partner in a cobranding alliance (e.g., Béroard and Parmentier, 2014). 3) What strategies are enacted to address these challenges? We identify strategies enacted to disintegrate relationships with designers who are departing and those used to integrate new designers into cobranded relationships with the houses that hire them. Examples of strategies enacted to disintegrate cobranding relationships include “erasing” “denigrating,” and “respectfully acknowledging” the departing designer. Examples of integrating strategies include “legacy linking,” “restricting sphere of influence,” “fostering self promotion,” and “encouraging innovation.” The paper defines these strategies, notes that they are not mutually exclusive but rather may be complementary, offers examples of all strategies drawing on the data collected, and offers preliminary insights on the implications of these strategies.

Partnerships have become an important research topic. However, the amount of empirical attention devoted to determining how firms intensively co-produce with alliance partners to improve their innovation performance is lacking. In response to the growing importance of co-production in the partnerships, this study addresses how firms integrate their alliance partners as co-creators into the innovation process. Specifically, this study not only integrates the three dimensions of social capital and examines their separate effects on co-production but also incorporates the roles of absorptive capacity and self-efficacy and investigates their influences on innovation. That is, co-production may operate through absorptive capacity and self-efficacy to increase innovation because knowledge is exchanged and utilized and firms are willing to select challenging goals and remain firmly committed to fulfill them within the network. The proposed model is tested with a structural equation model(SEM). Findings indicate positive relationships between social capital and co-production. Moreover, co-production has positive effects on innovation, absorptive capacity, and self-efficacy. Absorptive capacity and self-efficacy enhance innovation. As such, we suggest that co-production should be considered explicitly in the management of a partnership and should be developed through mentioned above platform, encouraging and enabling both parties to work together for the implementation of innovation.