How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

A review of the literature suggests that few studies use formative indicator measurement models, even though they should. Therefore, the purpose of this research is to (a) discuss the distinction between formative and reflective measurement models, (b) develop a set of conceptual criteria that can be used to determine whether a construct should be modeled as having formative or reflective indicators, (c) review the marketing literature to obtain an estimate of the extent of measurement model misspecification in the field, (d) estimate the extent to which measurement model misspecification biases estimates of the relationships between constructs using a Monte Carlo simulation, and (e) provide recommendations for modeling formative indicator constructs.

/pdf/a-critical-review-of-construct-indicators-and-measurement-1nsn8e58az.pdf

A Critical Review of Construct Indicators and Measurement Model Misspecification in Marketing and Consumer Research

MKT 6009 Marketing Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S MKT 6244 Digital Marketing Strategy (2 semester credit hours) Executive Education Course. The course explores three distinct areas within marketing and sales namely, digital marketing, traditional sales prospecting, and executive sales organization and strategy. The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales. The course identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies. Prerequisites: MKT 6301 and instructor consent required. (2-0) Y MKT 6301 (SYSM 6318) Marketing Management (3 semester credit hours) Overview of marketing management methods, principles and concepts including product, pricing, promotion and distribution decisions as well as segmentation, targeting and positioning. (3-0) S MKT 6309 Marketing Data Analysis and Research (3 semester credit hours) Methods employed in market research and data analysis to understand consumer behavior, customer journeys, and markets so as to enable better decision-making. Topics include understanding different sources of data, survey design, experiments, and sampling plans. The course will cover the techniques used for market sizing estimation and forecasting. In addition, the course will cover the foundational concepts and techniques used in data visualization and \"story-telling\" for clients and management. Corequisites: MKT 6301 and OPRE 6301. (3-0) Y MKT 6310 Consumer Behavior (3 semester credit hours) An exposition of the theoretical perspectives of consumer behavior along with practical marketing implication. Study of psychological, sociological and behavioral findings and frameworks with reference to consumer decision-making. Topics will include the consumer decision-making model, individual determinants of consumer behavior and environmental influences on consumer behavior and their impact on marketing. Prerequisite: MKT 6301. (3-0) Y MKT 6321 Interactive and Digital Marketing (3 semester credit hours) Introduction to the theory and practice of interactive and digital marketing. Topics covered include: online-market research, consumer behavior, conversion metrics, and segmentation considerations; ecommerce, search and display advertising, audiences, search engine marketing, email, mobile, video, social networks, and the Internet of Things. (3-0) T MKT 6322 Internet Business Models (3 semester credit hours) Topics to be covered are: consumer behavior on the Internet, advertising on the Internet, competitive strategies, market research using the Internet, brand management, managing distribution and supply chains, pricing strategies, electronic payment systems, and developing virtual organizations. Further, students learn auction theory, web content design, and clickstream analysis. Prerequisite: MKT 6301. (3-0) Y MKT 6323 Database Marketing (3 semester credit hours) Techniques to analyze, interpret, and utilize marketing databases of customers to identify a firm's best customers, understanding their needs, and targeting communications and promotions to retain such customers. Topics

Marketing for management.

How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

The knowledge-creating company

For consumers, evaluation of a service firm often depends on evaluation of the “service encounter” or the period of time when the customer interacts directly with the firm. Knowledge of the factors...

https://www.jstor.org/stable/pdfplus/1251871.pdf

Evaluating service encounters: The effects of physical surroundings and employee responses.

An investigation was undertaken to empirically document effect sizes (i.e., the strength of a relationship or the magnitude of a difference between variables) in consumer behavior experiments reported in the literature during the period 1970–1982. A total of 118 experiments and 1,036 experimental effects was analyzed. Using ω2 as a measure of effect size, the investigation's results reveal that, on average, approximately 11 percent of the variance in a response variable was explained or accounted for by a statistically significant ( p ≤ 0.05) effect. This percentage, however, differed as a function of the methodological characteristics of the experiment.

https://www.jstor.org/stable/pdfplus/2489385.pdf

A Meta-Analysis of Effect Sizes in Consumer Behavior Experiments

THE PUBLIC'S DEFINITION OF SMALL BUSINESS There is widespread agreement that small business is an essential component of the United States economic system in terms of such characteristics as number of firms, employment, innovations and the many products and services provided.1 Even so, it is difficult to quantify the contribution of small business to the economy, partly because small business is ill-defined. 1 Robert A. Peterson and Gerald Albaum, "Sources of Capital for Very Small Businesses,' in Raymond W. Smilor and Robert L. Kuhn (eds.), Corporate Creativity: Robust Companies and the Entrepreneurial Spirit (New York: Praeger, 1984), p. 24. Definitions of small business vary widely. Some which have been proposed are: An organization with a name, a place of operations, an owner, and one or more workers other than the owner.2 2 C. E. Tate, Jr., L. C. Megginson, C. R. Scott, Jr., and L. R. Trueblood, Successful Small Business Management (Dallas: Business Publications, Inc., 1978), p. 4. A business that is managed by not more than 3 managers or whose workforce does not exceed 100 persons.3 3 Leah Hertz, In Search of a Small Business Definition (Washington, D.C.: University Press of America, Inc., 1982), p. 433. Any enterprise employing 500 or fewer employees.4 4 Andrew T. Nappi and Jay Vora, "Small Business Eligibility: A Definitional Issue,' Journal of Small Business Management (October 1980), p. 23. A business which is independently owned and operated and has either fewer than 100 employees or less than $1,000,000 in gross receipts.5 5 Ibid, p. 25. Perhaps the most widely used definition, however, is that of the Small Business Administration (SBA), which is based on Section 3 of the Small Business Act of 1953 (as amended): A small business concern shall be deemed to be one which is independently owned and operated and which is not dominant in its field of operation. To these essentially qualitative criteria of independent ownership and management (operation) and small market share are added the quantitative criteria of employment and sales volume. These latter criteria, however, are not constant; rather, they vary by type of industry (i.e., 4-digit SIC code) and government program.6 6 See, for example, Small Business Incubator Handbook: A Guide for Startup and Management (Washington: U.S. Small business Administration, 1986). In 1984 the SBA issued a final ruling regarding its revised quantitative criteria or size standards.7 This revision retained both number of employees and sales volume as quantitative criteria, although specific size standards were revised for certain industries and SIC codes. The 1984 ruling represented the end of a four-year process during which proposed revisions were published and comments were solicited and received from businesses and governmental agencies. Interestingly, the public was not systematically or formally involved in the process, even though a major public policy evaluation was conducted. 7 Small Business Administration, "Small Business Size Standards: Revision,' Federal Register (February 8, 1984), pp. 5024-5043. The importance of the SBA size standards selected is obvious: They directly determine which firms are eligible for federal assistance in such areas as loans, loan guarantees, management counseling services, procurement programs, and equity financing. In addition, these size standards are frequently used by state and local government agencies when determining eligibility for resource allocations.8 8 See, for example, Nappi and Vora, "Small Business Eligibility,' pp. 22-27. Public opinion and public policy are intimately related. For example, numerous consumer protection laws have been passed due to the influence of public opinion on public policy. To be effective, public policy must have public support. …

The Public's Definition of Small Business

(2002). Reflections on the Use of Instructional Technologies in Marketing Education. Marketing Education Review: Vol. 12, No. 3, pp. 7-17.

Reflections on the Use of Instructional Technologies in Marketing Education

Attitudes of Newspaper Business Editors and General Public toward Capitalism.

When conducting or evaluating cross-cultural/cross-national research studies a critical question must be asked about the measurements: are they culturally an emic or etic? That is, is the research methodology culturally bound or culture free? The research described in this paper shows how etic and emic properties may be explored by using the Ethicality Scale developed by Albaum and Peterson (2006) and demonstrates that it is at best an imposed etic scale. In doing so, this research confirms Adler’s (1991) view that similarity across cultures should be proven rather than assumed. It also raises questions about the frequent assumption of implied or imposed etic validity in cross-cultural/cross-national research.

Measuring Business Related Ethicality Globally: Cultural Emic or Etic?

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