Upcoming Events and Seminars
Exploring Consumer Fanaticism: Conceptualisations, Processes and Outcomes
Emily Chung, PhD Confirmation Presentation, Department of Management and Marketing4.00pm Thursday 19 November 2009
Seminar Room 10.039, 198 Berkeley Street, Carlton
Abstract
Qualitative research based on in-depth life story interviews was conducted to explore the phenomenon of 'consumer fanaticism'. The findings showed that fanaticism is characterised by passion, commitment, and aberrance. They also shed light on the socio-historical and life context factors that influenced consumers' conversion into a 'fanatic'.
Various outcomes of fanaticism were identified (e.g. gratification, struggles of self-control, etc.) many of which appeared to sustain or further intensify fanaticism. These findings contribute to a better understanding of 'consumer fanaticism', which prior to this study has received only limited empirical research attention, and where conflicting perspectives existed. It also contributes towards existing calls for transformative consumer research and has important implications for policy.
The ambiguity of gift practices in international business
Peter Verhezen, Department of Management and Marketing, The University of Melbourne12.00pm Friday 20 November 2009
Seminar Room 10.039, 198 Berkeley Street, Carlton
Abstract
Should we bother to ask the question whether some gifts and donations could be interpreted as bribes, or is the distinction always clear? From the recent corporate scandals in Australia and overseas, corporations apparently face PR disasters as a result of corruption scandals. Some even face legal prosecution for such corporate malpractice where alleged gifts were interpreted as genuine gifts. The Australian Wheat Board has gone through some serious upheaval destroying a lot of goodwill and damaging its reputation in the process. The Victorian Police’s reputation was tainted by a recent scandal of police officers accepting ‘gifts’ from criminals, violating their Office of Police Integrity guiding principles and undermining the effectiveness and vision of what the police force stands for in Victoria. Well intentioned gifts could turn into a PR disaster when some subtle or less subtle ‘cultural’ borderlines are crossed.
Reciprocal gifts can potentially fall into the trap of an alleged gift or bribe that is often justified by the elite in power or by public officials who claim it to be culturally acceptable. This deviation is often the beginning of a vicious and destructive involvement in corruption. Bribery eats away and breaks down the tissue of morality and the trust that holds together any social community or relationship. It is in the self-interest of corporations and its leadership to be perceived as trustworthy, reliable and accountable. Bribing your way through business deals may provide some short term windfalls, but the reputation is at risk that could easily destroy well earned organisational value.
Understanding gift practices within a specific business and cultural context will help practitioners to pursue an appropriate strategy of corporate responsibility that aims to enhance business relationships and increase its corporate shareholder value. Despite its inherent ambiguity, a gift should be understood as a worthy ethical and social practice within a specific cultural or organisational context.
Peter Verhezen is an Honorary Fellow with the Department of Management and Marketing, the University of Melbourne and an associate at Mt Eliza Executive Education, teaching and performing research in the field of Corporate Governance in International Business. Prior to his current appointments, Peter was a management consultant and entrepreneur for more than 25 years, mainly in Asia. He still advises organisations on integrated risk strategies, sustainable investment strategies and good governance practices, including the Great Union Oil Investments Ltd, a recently established energy company in Hong Kong. His book Gifts, Corruption, Philanthropy, The Ambiguity of Gift Practices in Business will be launched on Wednesday 18 November 2009.
He obtained a Master’s in Applied Economics (International Relations) from Antwerp University (Belgium), an MBA (Finance) from Leuven Vlerick Business School/Chicago Business School and a Master’s and PhD in Philosophy from the University of Leuven (Belgium).
Responses to psychological contract breach: Moderating effects of organisational-embeddedness
Kohyar Kiazad, PhD Confirmation Presentation, Department of Management and Marketing4.00pm Thursday 26 November 2009
Seminar Room 10.039, 198 Berkeley Street, Carlton
Abstract
Numerous studies have found that employees are likely to respond negatively to their perception of psychological contract breach (e.g., Zhao, Wayne, Glibkowski, & Bravo, 2007). However, less is known about how responses are shaped by the situational context surrounding breach. This dissertation integrates the literature on breach and organisational-embeddedness (Mitchell, Holtom, Lee, Sablynski, & Erez, 2001) in an attempt to address this gap. More specifically, the present research examined how the specific dimensions of organisational-embeddedness (links, fit, and sacrifices) moderated the effects of breach on various outcomes categorised within the exit, voice, loyalty, and neglect framework.
In Study 1, semi-structured interviews were conducted with 20 administrative (non-academic) university employees. Content analysis of the results regarding breach outcomes revealed many of the hypothesised responses, as well as others that had not been anticipated, such as seeking assistance from colleagues and raising supervisor’s awareness. Results regarding the motives behind responses suggested themes relevant to being organisationally-embedded. In Study 2, longitudinal survey data was collected from samples of university professionals and alumni (N = 198 for Time 1 and 101 for Time 2). Breach was positively related to exit and neglect, as well as negatively related to loyalty at Time 1. In addition, there were moderating effects for organisational-links and organisational-fit consistent with hypotheses. At Time 2, there was a significant main effect of breach on (dis)loyalty. Furthermore, organisational-links, organisational-fit, and organisational-sacrifices each moderated the effects of breach on voice. Overall, the research findings have implications for theory regarding the influence of situational context on responses to breach. From a practical perspective, the findings may be useful for practitioners wishing to manage organisational environments in which employees may be more likely to perceive breach.