Re-examining relationship development

Research examining marketing relationships has not traditionally discussed the fact that business-to-business relationships strengthen and weaken over its life. The model also suggests relationship inactivity is not necessarily the same as relationship failure. The paper proposes a model that allows relationships to move in multiple directions over their existence.<br /

Developing relationships – a nonlinear perspective

The research examining marketing relationships has traditionally assumed that they develop in an evolutionary linear process. There has been limited discussion of the fact that over a relationship&rsquo;s lifespan it may in fact both strengthen and weaken, and that inactivity does not necessarily infer relationship failure. The paper proposes a model that allows relationships to move in multiple directions over their existence.<br /

KMU-Strategiebarometer 2011

StudieIm Jahr 2009 nahmen 238 Unternehmen an der ersten Durchführung des KMU-Strategiebarometers teil und ermöglichten so einen aufschlussreichen Einblick in die Strategiearbeit in Schweizer KMUs. Die Ergebnisse der Studie wurden im Oktober 2009 am Wirtschaftsforum in Winterthur präsentiert und sind auf grosses Interesse gestossen

The diAx case (C) : non-market challenges in the Swiss wireless telephony business

This is the third of a three-case series (301-053-1 to 301-055-1). Five months after starting service in the wireless cellular telephony market, diAx mobile AG was confronted with increasing resistance against its efforts to build up and increase the coverage of its wireless mobile network. In many locations citizens, local communities and municipal authorities refused to accept wireless base stations and antennas in their vicinity because they either wanted to protect the beauty of the landscape from ugly antennas or were afraid of negative health effects assumingly caused by their electro-magnetic radiation. The case can be used to analyse and discuss viable strategies a wireless telephony service provider can choose to address non-market challenges in its core business

The diAx Case (A) : taking advantage of the liberalisation in the Swiss telecommunications industry

This is the first of a three-case series (301-053-1 to 301-055-1).The series describes the start-up of the telecommunications company diAx as a result of the liberalisation of Switzerland's telecommunications market by January 1998. The A case describes how six large Swiss electricity utilities founded a general partnership in 1995 and developed business plans to enter Switzerland's telecommunications market. The case outlines the characteristics of the electricity supply industry and the telecommunications industry and market in Switzerland, the developments in the regulatory framework and the competitive situation and thus can be used to carry out a strategic analysis (e.g. SWOT analysis) of the overall project

A framework to analyze the evolution of relationships between firms and non-market stakeholder organizations (NMSOs)

This paper proposes a framework of how relationships between firms and non-market stakeholder organizations (NMSOs) evolve and presents a process and a context framework that identifies the driving factors that work behind this evolution. The paper intends to contribute to the descriptive and instrumental usage of stakeholder theory (Donaldson & Preston, 1995) and is a first step toward the analysis of the association between firm-NMSO relationships and firm performance

Exploring theoretical relationships between charismatic leadership theory and corporate social performance

This paper reviews a selection of leadership-CSP research and identifies a conceptual gap in the research conducted to date, i.e. the neglection of traditional leadership theories to explain how leaders shape the social context in a firm. With its emphasis on leaders transforming values and preferences of followers charismatic leadership theory seems to be an appropriate theory to fill this gap. To underscore the likelihood of a relationship between charismatic leadership theory and CSP arguments are grounded on Miles' evidence about executive leadership in high level CSP firms (Miles 1987)