Management and Marketing - Research Publications
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ItemPerceived deterrents to being a plasmapheresis donor in a voluntary, nonremunerated environment(WILEY, 2013-05)BACKGROUND: As demand for plasma-derived products increases internationally, maintaining a committed plasmapheresis panel membership is critical for blood collection agencies. This study addresses the current lack of knowledge regarding deterrents to the recruitment and retention of plasmapheresis donors in a voluntary nonremunerated environment. STUDY DESIGN AND METHODS: Nine focus groups (n = 84) and six individual interviews were conducted using semistructured schedules. Three focus groups were conducted with each category of eligible whole blood (WB) donors: those who had 1) declined to convert to plasmapheresis (DTC), 2) converted but lapsed to WB (LWB), and 3) converted and lapsed from the panel completely (LFP). Transcript analysis revealed distinct deterrent categories. RESULTS: The time required for plasmapheresis was a universally identified deterrent, with concerns of donation frequency expectations shared between DTC and LWB. LWB and LFP both reported excessive questioning and paperwork, and eligibility requirements as deterrents. Unique deterrents for DTC were a lack of accurate knowledge about safety and process. LWB reported concerns about plasmapheresis donation outcomes; however, they were more committed to continuing donation than LFP, who reported donation not being salient, being too busy, and poorer donation experiences. CONCLUSION: Providing information to address safety and health concerns should be the focus for successful conversion to plasmapheresis. Setting donation frequency expectations at levels to which donors are accustomed may improve evaluations of the cost/benefit ratio of conversion and retention. Involvement levels (i.e., importance, personal meaning of donation) may be the key differentiator between those donors who return to WB and those that lapse altogether.
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ItemPrivacy Goals versus Disclosure Goals: Towards an Understanding of the Privacy-Consumption Trade-Off(Organising Committee for the European Association for Consumer Research 2010 Conference, 2010)
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ItemPrivacy from a Consumer's Perspective: Shared Meanings and Goals(ANZMAC - Australian and New Zealand Marketing Academy, 2010)
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ItemA Conceptual Framework of the Causes and Consequences of the Privacy Paradox(Monash University, 2009)
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ItemEmpirically Investigating Service-Dominant Logic: Developing and Validating a Service-Dominant Orientation Measure(Monash University Press, 2009)
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ItemProposing and Conceptualizing a Service-Dominant Strategic Orientation(American Marketing Association, 2008)
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ItemService worker role in encouraging customer organizational citizenship behaviors(ELSEVIER SCIENCE INC, 2009-07)
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ItemEmployees' affective commitment to change The key to successful CRM implementation(EMERALD GROUP PUBLISHING LTD, 2008)Purpose Although organizational change is inevitable with customer relationship management (CRM) implementation, very little is known about how this change affect employees, and how their actions in turn influence the success of CRM projects. The purpose of this study is to address this void in the current CRM literature. Design/methodology/approach Using an exploratory approach, 13 in‐depth interviews were conducted with bank managers and staff of three banks to provide preliminary support for the conceptual framework. Findings The three banks approached their CRM projects with very different results. Two banks achieved less success from their CRM implementation as a result of too little focus being placed on managing CRM‐induced change and people. Only one bank focused a large part of its CRM budget on change management and the organizational factors critical to the implementation. Results demonstrate a possible correlation between employees' commitment to the CRM initiative and the positive outcomes of a bank's performance. Research limitations/implications This paper lays down the foundation for more thorough studies on employees' affective commitment to change in the CRM context. Empirical research will be needed to verify the conceptual model presented. Practical implications The importance of identifying and securing employees' affective commitment to CRM‐induced change to ensure the successful roll out of a CRM implementation is highlighted. Originality/value Initial evidence is gained of the importance of employee commitment to CRM induced change for successful CRM implementation. A total of six organizational drivers are identified which assist in gaining employee commitment to CRM induced change.
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ItemCustomer loyalty to one service worker: Should it be discouraged?(ELSEVIER, 2006-03)