Attitude toward Advertising in General and Attitude toward a Specific Type of Advertising – A First Empirical Approach

The paper examines based on international research the differences between results of studies focused on consumers’ attitude toward advertising. The aim of this paper is to show that it is possible to find situations where the influence of attitudes towards specific ads in general (ASG) on attitudes toward advertising (Aad) can be observed and also it is possible to find no influence of attitudes toward ads in general (AG) on Aad. The paper shows that the problem comes from the definition of AG. The experiments described in this paper detect attitudinal differences toward advertising in general among studied nations depending on the type of advertising. The research encompasses respondents from three countries with different economic and cultural backgrounds (Germany, Ukraine and USA). The data were collected based on a quantitative survey and experiment among university students. The results show that the concept of AG is in some cases too broad. Differences between AG were confirmed between Ukraine and other countries. The respondents from Germany are according to AG more pessimistic and the respondents from the USA are more optimistic. This disparity was explained by a significant difference in Orthodox and Atheist religion compared to the other religions

Investigating Talent Management Philosophies

This study, motivated by the recognition that organizational performance and success always hinges on employee competencies and management’s skill in utilizing their potentials, focuses on one of the key factors in organizational efficiency: the possibilities of development of talented employees within Czech organizations. The data was collected via two quantitative studies. The first study involved 100 organizations from every economic sector with a main focus on the topic from the organization’s perspective. The second study explored the approach from employees’ perspective. Our analysis shows that different talent management philosophies are used in practice. Almost half of the sample use inclusive and stable philosophy, 11% inclusive and developable philosophy and almost 10% exclusive and developable philosophy. Employees are mostly developed in generally recommended areas without any consideration for the specific individual’s characteristics or related opportunities. It is a stable approach. Limitations of this study may be found in the focus on analysis outcomes - on practitioners in particular. The present findings provide a basis for future hypotheses and research in this area