On religion and cultural policy: notes on the Roman Catholic Church

This paper argues that religious institutions have largely been neglected within the study of cultural policy. This is attributed to the inherently secular tendency of most modern social sciences. Despite the predominance of the ‘secularisation paradigm’, the paper notes that religion continues to promote powerful attachments and denunciations. Arguments between the ‘new atheists’, in particular, Richard Dawkins, and their opponents are discussed, as is Habermas’s conciliatory encounter with Joseph Ratzinger (later Pope Benedict XVI). The paper then moves to a consideration of the Roman Catholic Church as an agent of cultural policy, whose overriding aim is the promotion of ‘Christian consciousness’. Discussion focuses on the contested meanings of this, with reference to (1) the deliberations of Vatican II and (2) the exercise of theological and cultural authority by the Pope and the Congregation for the Doctrine of the Faith (CDF). It is argued that these doctrinal disputes intersect with secular notions of social and cultural policy and warrant attention outside the specialist realm of theological discourse

Leadership Competencies for Digital Transformation : Evidence from Multiple Cases

Digital transformation (DT) is disrupting industrial organizations, which require significant changes in their properties to remain competitive. This calls for strong leadership to drive this transformation. However, what leadership competencies are required to lead DT impactfully is unclear. Therefore, we seek to identify the key leadership competencies by employing a qualitative, grounded theory approach. By conducting interviews of ten DT experts from two hardcore industrial organizations, we highlight five key leadership competencies that industrial organizations need to develop in their leaders: digital vision, digital knowledge, failing fast, empowerment, and managing diverse teams. The results of this study will help industrial organizations to strategically prepare their leadership for the requirements of DT.©2020 Springer. This is a post-peer-review, pre-copyedit version of an article published in Advances in Human Factors, Business Management and Leadership: Proceedings of the AHFE 2020 Virtual Conferences on Human Factors, Business Management and Society, and Human Factors in Management and Leadership, July 16-20, 2020, USA. The final authenticated version is available online at: http://dx.doi.org/0.1007/978-3-030-50791-6_11.fi=vertaisarvioitu|en=peerReviewed

Corporate image and reputation as drivers of customer loyalty

ABSTRACT: Prior research suggests that corporate image and reputation can contribute to relationship marketing and customer loyalty. However, little empirical evidence support the influence of these constructs on customer loyalty. This study investigates the influence of corporate image ?comprised of functional and emotional aspects? and reputation on customer loyalty. A structural equation model is developed to test the research hypotheses. The study was tested using data collected from a sample of Spanish consumers in a service setting. Results show that functional and emotional image have a positive influence on corporate reputation. Similarly, corporate reputation has a positive influence on customer loyalty. This study may help managers use their resources more effectively by focusing on corporate image and reputation as the greatest strategic assets to enhance customer loyalty