3,029 research outputs found

    Using Cognitive Mapping Techniques to Measure Longitudinally the Brand Equity of Irish Political Parties

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    This paper applies cognitive mapping techniques to understand how political brand equity is formed, differs, and changes, across the four largest Irish political parties, between 2013 and 2016. It assesses the fundamental aspects of branding and brand equity in the marketing and political marketing literatures and offers an insight into the Irish political environment. Primary data was generated through the participation of 232 citizens in the brand elicitation stages in 2013 and 2016 and a further 76 and 105 citizens respectively were involved in the construction of the cognitive maps of brand equity. In all, across both time points, 614 citizens participated. From the mapping process we can see how the participants’ perceptions of the Irish political parties’ brands have changed. This article constitutes a first attempt to measure longitudinally changing political brand equity through cognitive mapping techniques

    Using Cognitive Mapping to Longitudinally Examine Political Brand Associations

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    This paper uses cognitive mapping techniques to understand how brand associations, an important aspect of political brand equity are formed, differ, and change, from the perspective of citizens, across the four largest Irish political parties between 2013 and 2016. The paper focuses in particular upon the strength, favourability and uniqueness of these brand associations. The results constitute a first attempt to longitudinally explore changing political brand associations through cognitive mapping techniques, using data generated with the participation of hundreds of citizens. Our findings suggest that this approach can contribute to our understanding of how and why political brand associations change over time

    Understanding Organisational Change Document Number 52

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    In the past decade, particularly in Western industrial societies but more recently in Eastern Europe, there has been a great deal of concern over efficient management and good organisational practice in order to create an effective economic base for society. The waste of resources, inefficient structures, and poor communication can no longer be excused in an increasingly competitive environment. To take one example, the U.K. National Health Service, which includes a plethora of professions and an even larger number of unqualified or non-professional staff has been radically altered by the introduction of "General Management": that is, the attempt to clarify accountability and to allow those working inside as well as those receiving the service to know who is "the boss", or where the "buck stops" and who can make particular decisions. Organisations need to change and develop in order to survive and they must continuously improve their management practices. Of course there are many competing approaches as to how this could be achieved but the basic objectives are not new. For many years Elliott Jaques and his colleagues have put forward models for restructuring organisations both in the public and private sectors, most completely summarised in 'General Theory of Bureaucracy' (1) and more recently in 'Requisite Organisation' (2) Jaques's theme for many years has been that organisations work better if there is clear accountability, a shared terminology, clear authority with unambiguous role descriptions, and appropriate remuneration. Very few would disagree with these broad propositions even if some would argue over the specific content of Jaques's theories for example concerning 'work strata'. It is not the intention of this chapter to argue for or against particular aspects of this theory but rather to ask why there is apparent resistance to change, even in the implementation of the broader, more generally agreed aims mentioned above. One apparently simple answer to this is the widely held assumption that people are resistant to change. Such an argument is not only tautological but in my experience wrong. I do not think people are inherently resistant to change. In fact change in life and work is one of the few constants we can rely on. It is my experience that people can and do accept, and welcome, change under particular circumstances and it is understanding these circumstances which are the main content of this paper. To begin with organisational structures and job descriptions are often perceived, especially by people within organisations, as a boring, dry area. Like 'administration' they are a necessary evil and one to be avoided where possible. On the other hand, work is critical to the development of our identities. Our work experiences and working relationships take up a great deal not only of our waking time, but also of our emotional energy. People agonise over, are offended by, delighted, confused and satisfied by achievements, or lack of them at work and in their working relationships. Jaques describes work as "the primary plane of reality", and using his definition it is the outward and manifest expression of our decision-making abilities; the achievement of goals within the limits of resources and time. To be out of work, underemployed, poorly paid, or unappreciated are highly significant psychological matters. Working well or badly in a team has a profound effect on our sense of who we are and our self-worth. Thus these apparently dry and dusty areas of concern potentially affect one of the most important areas of our existence. Why then are theories in this area so often ignored, avoided or simply not seen as significant? It could, of course, be simply because these theories are bad and have no relevance. If this were so however, it might at least provoke a more vociferous rejection and active engagement to find Understanding Organisational Chang

    Black Economic Empowerment led transformation within the South African accommodation industry: The case of Clarens.

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    In South Africa, the tourism industry has long been identified as one of the key drivers for economic development and the transformation of the economy. Although South Africa joined the world tourism stage after the democratic dispensation of 1994, the country to this day still contends with issues linked to its unjust past, such as poverty, inequality and severe unemployment, especially among the youth. To date South Africa remains one of the most unequal societies in the world. More specific and related to this study is the transformation of the accommodation sector within the tourism industry. Post 1994 the newly elected democratic government sought to rectify the unequal ownership of the economy via a transformation programme known as Black Economic Empowerment, followed by Broad-Based Black Economic Empowerment. More than a decade since the Tourism Charter, this article seeks to determine how transformation in small localities has fared since the tourism sector-specific targets were introduced. The results of this study are further made poignant by the newly coined term of Radical Economic Transformation, which is proposed as a more aggressive approach to Broad-Based Black Economic Empowerment. The study aims to explore and gain a deeper understanding of transformation within the tourism sector. This article specifically focuses on the accommodation sector in the village of Clarens in the Free State Province of South Africa. The article’s ambition is to further highlight issues relating to the transformation of the accommodation industry
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