Seeing is believing, but smellizing – a new term for prompting consumers to imagine the smell of a product – could be the next step toward more effective advertising.
Researchers came to this conclusion through four studies of products most of us would like to smellize: cookies and cake.
Professor of Marketing Maureen Morrin of Temple University’s Fox School of Business co-authored Smellizing Cookies and Salivating: A Focus on Olfactory Imagery to examine the impact imagining what a food smells like would have on consumer behavior.
“Before we started this project, we looked for print ads that asked consumers to imagine the smell of the product, and we found none,” Morrin said. “We think it’s because advertisers don’t think it’ll actually do anything.”
But researchers found that smellizing — imagining a smell —increased consumers’ desire to consume and purchase advertised food products.
Consumers’ response to advertised food products was measured over several studies that looked at the effect of smellizing on salivation, desire and actual food consumption. The researchers found that imagining what a tasty food smells like increases these types of responses only when the consumer also sees a picture of the advertised product.
Participants who looked at print advertisements were prompted by questions such as: Fancy a freshly baked cookie?; Feel like a chocolate cake?; and Feel like a freshly baked cookie? Look for these in a store near you.
Morrin found that these types of headlines had a positive impact on desire to consume the product, if they were accompanied by a call to also imagine the smell of the food. This positive impact was strongest when the image of the product could be seen at the same time study participants imagined the smell.
According to the study, olfactory imagery processing is different from that of the other senses, especially vision.
“It has been shown, for example, that although individuals can discriminate among thousands of different odors and are reasonably good at detecting odors they have smelled before, they are quite poor at identifying the odors they smell,” the study said. “That is, individuals often have difficulty stating just what it is they happen to be smelling at any particular moment, unless they can see the odor referent.”
This may be why a picture is so important in activating the effects of smellizing.
When asked (versus not being asked) to imagine a scent with a visual, participants’ salivation increased by .36 to .39 grams in two of the studies. In another study, when asked to imagine a scent with a visual, participants consumed 5.3 more grams of the advertised cookies. These effects depended on seeing the advertised food while imaging its smell.
The researchers also found that actually smelling the advertised products was even more effective on the various measures of consumer response than merely imagining the smells. But it’s not always feasible to present consumers with product odors in advertisements.
According to Morrin, advertisers are not adequately tapping into the power of the sense of smell when developing promotional messages to encourage consumers to buy their products.
Morrin’s study, co-authored with Aradhna Krishna of the University of Michigan and Eda Sayin of Koç University in Turkey, appears in the Journal of Consumer Research.
Many companies and organizations have set up defenses to keep hackers on the outside, protecting the information of their customers and clients. However, with increasingly sophisticated use of malware, some hackers can sit silently within a company’s information systems for years without being detected.
A new report from the Temple University Institute for Business and Information Technology (IBIT), at the Fox School of Business, examines advanced persistent threats to information assets by using the medieval analogy of barbarians inside the gate.
In December 2013, retail chain Target announced a security breach resulting in 40 million credit and debit card records being compromised. Other retail chains such as 7-Eleven and Carrefour have also suffered attacks, having 160 million credit and debit card numbers exposed. Hackers have also targeted Nasdaq and bank accounts at Citigroup and PNC.
“My goal with the article was to raise people’s awareness, which is the most powerful tool [for security enhancement],” said Gregory Senko, associate director of the Fox School’s Master of Science in Information Technology Auditing and Cyber-Security program. “I wanted to make people aware that there is a risk and they need the proper tools to know when they are being attacked.”
While working on a book, Security Intelligence – How Big Data and Machine Learning can tackle the increasingly complex world of Cyber Security, Senko realized that the rate of persistent polymorphic attacks is growing and that more vendors are developing tools intended to address these threats.
Symantec, a leading information security company, noted the escalated rate of reported Advanced Persistent Threats (APT). In November 2013, the number of reported APT attacks increased to about 118 from only 57 in November 2012. “We’re likely to see a
big wave of aggressive attacks,” Senko said.
The Stuxnet virus in 2010-11 served as the first well-publicized appearance of a successful, state-sponsored act of modern cyber warfare. This virus inspired hackers to employ analytics, reverse engineering and code cannibalization to design malware that was able to circumvent traditional security arrangements that recognize threats as patterns in digital transmissions. This allowed hackers to penetrate networks that seemed secure,
operating stealthily over extended periods of time. These attacks are known as Advanced Persistent Threats.
Senko recommends four transformative steps to achieve even more robust enterprise security.
First, he urges companies to strengthen their fundamental security processes. This means spending money to pay for up-to-date perimeter security and employing well-educated security engineers and well-informed employees.
Second, Senko recommends companies to look at metrics used for performance management, issue identification and problem mitigation, from a more security-oriented perspective. According to the report, “this same data may yield opportunities to identify
subtle changes in activity that underlie a persistent attack.”
Third, a culture must be created that promotes information security organizations to act proactively. Procedural and structural approaches to deal with day-to-day prevention need to be set in place, versus waiting to react to emergencies.
Finally, Senko suggests companies should invest in tools such as cloud-based, Big Data-driven offerings that allow for more enhanced network performance management and improved network management.
“Companies will find this preventive approach can be expensive. But they will end up dealing with the problem sooner or later. The question is: Will spending now avoid even greater spending later if they don’t take steps to protect themselves,” Senko said.
The ongoing IBIT Report series is based on rigorous, vendor-neutral academic research that provides actionable knowledge on topics relevant to industry partners. To download Senko’s full report, visit http://ibit.temple.edu/blog/2014/02/20/barbarians-inside-the-gate-dealing-with-advanced-persistent-threats/
Gaps in academic literature focusing on computer-mediated environments have been synthesized to offer potential for new research and design models.
Milton F. Stauffer Professor of Information Technology and Strategy Paul A. Pavlou, of Temple University’s Fox School of Business, and Macy’s Foundation Professor Manjit S. Yadav, of Texas A&M University, organized and synthesized academic research around four key interactions in CMEs: consumer-firm, firm-consumer, consumer-consumer and firm-firm.
Pavlou and Yadav synthesized 124 articles from four widely recognized journals — Journal of Marketing, Journal of Marketing Research, Marketing Science and Journal of Consumer Research — into specialized topics to identify gaps by juxtaposing current research with marketplace practices and emerging trends.
“Of course, in any literature, there are gaps.” Pavlou said. “This type of literature is very broad, and it’s natural for people to focus on what’s interesting and timely. That’s why there are gaps.”
Gaps found in consumer-firm interactions indicate the needs to understand that there are new shopping contexts that may be useful for categorization and research. The gaps also suggest that the structure of consumers’ shopping funnel — a large number of choices winnowed down to a final selection — needs to be examined more closely.
Furthermore, as little is known about how consumers navigate and integrate information from various types of devices and interfaces in CMEs, finer process models need to be developed, which would enhance consumer-firm interactions.
There are also gaps in theory development opportunities that affect firm-consumer interactions. In order to fill this, enhanced consumer visibility, which will allow firms to capture and detail consumers’ activities in CMEs, needs to be given a more central role in theory development. In doing so, a more integrated view can be provided of firms’ marketing activities across online and offline environments.
In terms of consumer-consumer interaction, gaps related to the growing interest in social commerce as well as the shift in the type of content generation that occurs in social networks need to be addressed. These gaps pave the way for three main avenues for theory development.
First, social commerce needs to be clarified to include purchase and non-purchase activities in social networks. Second, understanding the creation, consumption and dissemination of content in social networks should be an important priority. Third, theoretical work is needed that delineates the costs and benefits of consumers’ investments of time and effort on social media.
In order to address the gaps found in firm-firm interactions, research needs to focus more closely on concepts such as external and internal coordination that are important to transaction costs analysis and agency theory. This is because of the inter-organizational shifts due to emerging intermediaries in business-to-busines marketplaces, platform-based competition, and new types of reverse auctions.
By synthesizing literature, Pavlou and Yadav also yielded suggestions to develop methodological innovations as it pertains to new data, new designs and new models.
“Multiple parties can benefit from this research,” Pavlou said. “I see graduate students, PhD students and novices in the area getting the most benefit. It’s easier for them to read over a synthesis versus trying to synthesize over 100 papers to find gaps on their own.”
Pavlou and Yadav’s article, Marketing in Computer-Mediated Environments: Research Synthesis and New Directions, has been accepted for publication in the Journal of Marketng, an A journal.
The city of Philadelphia has reason to be proud: It outpaces the nation as a whole in terms of innovation connectedness. About 9 percent of patents with at least one Philadelphia-based inventor are internationally connected, compared to approximately 7 percent of patents with inventors in the United States overall. However, there is also some bad news: Philadelphia’s share of all U.S. innovative activity has dropped by half in 35 years.
A research team led by Professor of Strategic Management Ram Mudambi at Temple University’s Fox School of Business analyzed patents in the United States from 1975 to 2010 and extracted relevant data from more than 7 million observations to analyze innovation trends in the United States. To map out where inventors are located, the research team looked at all 917 geographical areas that make up the country, as defined by the U.S. Office of Management and Budget.
The top six foreign locations of inventors collaborating with Philadelphia-based colleagues are the United Kingdom, Germany, Canada, France, Japan and China, which has risen to prominence only in recent years.
Industries represented by Philadelphia-based innovative activity include chemicals, computer and communications, drugs and medical, electrical and electronics, as well as mechanical industries.
Philadelphia is the seventh-largest core based statistical area (CBSA) in the United States, and the city has a long history of innovative activity commensurate with its population size.
However, Philadelphia ranks 34th of the top 35 CBSAs in terms of growth of number of local inventors from 1975 to 2010.
Although the growth of local inventors is low, “our inventors are more connected, which is good news,“ Mudambi said. “They also collaborate with networks of inventors that are overall more internationally dispersed.”
Despite the growing trends in connectedness and total patenting that Philadelphia has experienced over the past 35 years, the share of Philadelphia’s CBSA patents as a percentage of U.S. patents has fallen from about 4.8 percent in 1975 to about 2.1 percent in 2010. In other words, Philadelphia is becoming a much smaller contributor in the national production of knowledge.
The team also noticed another worrying trend between Philadelphia and its traditional knowledge partners, such as the United Kingdom, Germany and Japan. Over a 30-year period, the number of inventors who collaborated with Philadelphia from the United Kingdom dipped from about 125 inventors to 40. Inventors from Japan and Germany also dropped by more than half. These drops could be due to the relocation of research-and-development activities by pharmaceutical and chemical firms – some of the Philadelphia region’s traditional innovative sectors.
However, there has been an increase in collaboration with China. Over two years, from 2005 to 2007, inventors from China collaborating with Philadelphia rose from about 18 to 130.
“China’s come in this huge way recently,” Mudambi said. “So we wanted to know, why China? We did a little digging and found there’s one company that accounts for much of this connectedness: Metrologic.”
Metrologic Instruments is an automated identification and data-capture company based in Blackwood, N.J. (part of the Philadelphia CBSA). The company makes barcode scanners that are used in retailing, healthcare, postal services, logistics services and other industry verticals. By operating in a variety of verticals, Metrologic innovates in a way that is resilient to shifts in the economic fortunes of individual sectors.
Metrologic holds 446 patents, with 3,189 participating inventor locations. Honeywell acquired it in 2008. According to Mudambi and his team, Metrologic represents about 70 percent of the Philadelphia CBSA’s connectedness to China.
Metrologic is one of the reasons why Philadelphia surpasses the United States in terms of innovation connectedness. Philadelphia-based inventors also collaborate with South American countries (Colombia and Chile), Africa (Botswana and Madagascar), as well as Sweden, Turkey, Syria and Australia.
“Mapping the innovative connections of inventor networks gives us a picture of the dependence and linkages of a location in terms of other locations, industries and individuals,” Mudambi said.
The longer CEOs stay in the power – and a new study suggests most of them do, exceeding the optimal tenure length by about three years – the more likely chief executives are to limit outside sources of market and customer information, ultimately hurting firm performance.
Research titled, How does CEO tenure matter? The mediating role of firm-employee and firm-customer relationships, examines why a longer CEO tenure may not always produce positive results for firm performance.
The researchers — Charles Gilliland Professor of Marketing Xueming Luo and PhD candidate Michelle Andrews of the Fox School of Business at Temple University and PhD candidate Vamsi K. Kanuri of Robert J. Trulaske, Sr. College of Business at the University of Missouri — explored two primary stakeholders, employees and customers, who are influenced by CEO tenure.
From studying 365 U.S. companies over a decade (2000-10), measuring CEO tenure, and calculating the strength of both firm-employee and firm-customer relationships, researchers found that the longer a CEO serves, the stronger the firm-employee relationship becomes. However, an extended period with the same CEO results in a weakened firm-customer relationship over time.
According to the study, the average CEO holds office for 7.6 years, but the optimal tenure length is 4.8 years.
“As CEOs accumulate knowledge and become entrenched, they rely more on their internal networks – employees – for information, growing less attuned to market conditions and customers,” Luo said. “And because these longer-tenured CEOs have more invested in the firm, they favor avoiding losses over pursuing gains. Their attachment to the status quo makes them less responsive to vacillating consumer preferences.”
There are two types of learning styles CEOs adopt during their tenure: explorative and exploitive learning via external and internal information sources.
In the early stages of tenure, CEOs demonstrate a desire for a diverse flow of information and engage in receiving information from both external and internal company sources. Therefore, firm relationship between employees and customers is positive.
However, as CEOs become more knowledgeable and serve for a longer period, they begin to focus on the flow of information from internal sources versus what comes from outside markets. This is in large part due to longer-tenured CEOs becoming more risk averse because of all they have invested in their firm. This leads chief executives to resist challenging the status quo, further alienating them from market environments and weakening customer relations. Ultimately, this hurts firm performance.
“We’re not saying, ‘Fire your CEOs after 4.8 years,’” Andrews said in regard to the weakened relationship with customers after what researchers found to be the optimal tenure length. “But if company boards restructure CEO packages to cater to consumers more, you may find yourself with better results.”
If boards develop incentive plans for longer-tenured CEOs to encourage more reliance on external market trends and dynamics, customer relations – and therefore firm performance – could be enhanced.
“After all, you’re only a firm if you have customers,” Andrews said. “Without customers, no firm can prosper – or even survive.”
The full study appears online in the Strategic Management Journal.
As the saying goes, “A group that works together, stays together.” Therefore, a group or community based on trust can reap benefits from one another. Trusting communities tend to foster self-employed people or entrepreneurs whose successes are one in the same with the community. Self-employment ranges from about 5.7 percent in areas with very low social trust to about 8.4 percent in areas with very high social trust.
Community Social Capital and Entrepreneurship, published in the American Sociological Review, examines the public good of what is called social capital — the relationship and networks of a group of people who live in and work in a particular community — to see how the benefits of social trust and organizational membership help not only the individual but also the community at large.
Seok-Woo Kwon, assistant professor in the Department of Strategic Management at Temple University’s Fox School of Business, started the research for this project 10 years ago with Colleen Heflin from the University of Missouri and Martin Ruef of Duke University.
“People have been researching a lot about the ‘If I have a lot of social capital, then I benefit from it,’” Kwon said. “For example, I get a better job, I get a quick job referral, or I have a higher chance of starting my own business. But I thought, what if I don’t have a high social capital but I’m surrounded by people who do. Their benefits are going to spill over to me.”
Kwon and his research partners tested their arguments about the communal benefits of social capital using data from the 2000 Census, Robert Putnam’s Social Capital Benchmark Survey and the National Opinion Research Center’s General Social Survey.
Their study suggests that the role social trust plays in entrepreneurship is crucial at the community level of analysis in two of the following ways: it encourages social groups to engage in the free flow of information and it helps small entrepreneurs to overcome a lack of recognizability.
Participating in voluntary associations produces social capital that benefits both the entrepreneur and the community. Because potential partners and customers for independent business owners are connected rather than isolated, they are encouraged to socialize and share ideas outside of their circles. Furthermore, these shared memberships between voluntary associations and organizations allow for the flow of word-of-mouth information.
There is a downside to this type of connectedness, however. Communities that are polarized by ethnic, political, religious or class differences tend to create homogenous organizations. Network expansion does not extend past the organization itself.
As the researchers were determining whether everyone receives an equal kind of spillover from neighbors, they found that that whites benefited from community social capital to a greater extent than minorities in the same community.
The same lack of spillover could also be seen among immigrants. This is for two reasons: immigrants have less individual-level social capital at the start than non-immigrants, and individual-level social capital is less generously compensated if a community social capital exists. This means that community-level social capital fails to spillover as much positive impacts and influences to marginal groups in the community, because some of these groups tend to be newer.
“The immediate, direct translation of this is that you’ve got to build a community with high social capital,” Kwon said. “That means building a community with a lot of trust, where people get to meet and socialize with each other. If you build that community, then everyone, not just a select few, benefits and can get information to start their own businesses.”
Despite a 7.2 percent national unemployment rate, the job market is a healthy one for college students majoring in information systems, with nearly three quarters of students receiving at least one job offer, according to the nationwide IS Job Index by the Association for Information Systems (AIS) and Temple University’s Fox School of Business. The study compiled data from more than 1,200 students and from 48 universities across the United States.
According to the IS Job Index, released in October, 61 percent of information systems graduates received one job offer, while 23 percent received two and 9 percent received three. In 2012, there were an estimated 2.9 million jobs in the United States related to information systems.
“Information systems professionals lead IT in major corporations, but the IS labor market is ‘hidden’ because it is mixed with computer scientists and call center operators in national statistics,” said Munir Mandviwalla, associate professor and chair of the Department of Management Information Systems at the Fox School of Business and executive director of Temple’s Institute for Business and Information Technology (IBIT). “The IS Job Index is the first-ever nationwide study to focus on profiling the IT worker of the future.”
Top findings include:
▪ The IS job market is healthy, with placement levels of 74 percent overall and 78 percent upon graduation.
▪ Bachelor’s IS students have an average salary of $57,212 while master’s IS students average $65,394 a year.
▪ 76 percent of IS graduates are satisfied with their jobs, and the same percentage are confident they will perform well in those jobs. Seventy-three percent found jobs related to their chosen degree.
▪ Information technology, financial services, and business services/consulting are the top industries for IS jobs.
▪ The most common job classification is systems analyst, at 35 percent for bachelor’s students and 28 percent for master’s students.
▪ Access to career services centers is the most important factor for getting a job. Also, IS students value faculty support more than central university support.
▪ IS students are 68 percent male, 55 percent white and 28 percent Asian.
The study found that students who spend more hours overall searching for a job have a higher chance of receiving an offer. When examining job-search activities, researchers found that the most successful students use multiple techniques, including looking for jobs on job boards, talking to friends and contacts, formally applying for jobs, directly contacting employers, and interviewing.
Students also apply for multiple jobs. Bachelor’s students, on average, apply for 11 jobs, and master’s students average 16 job applications.
Despite the amount of opportunity for IS students, women and minorities are still underrepresented in the field. The study shows that more than half of IS students are white men.
The AIS-Temple Fox School 2013 IS Job Index Report is a five-year ongoing project that will provide prospective and current students, guidance counselors, academics and managers with an analysis of the state of the industry.
Future reports are expected to include expanded data collection with more schools, longitudinal analysis, global focus and prioritized factors that top students seek in employers.
AIS is the world’s premier professional association for information systems. The Fox School of Business research team included Mandviwalla, Crystal M. Harold, assistant professor of human resource management and CIGNA research fellow; Paul A. Pavlou, Milton F. Stauffer professor of information technology and strategy; and Tony Petrucci, assistant professor of human resource management. For more information, including a link to the full report, visit http://ibit.temple.edu/isjobindex/
Research on personnel psychology and organizational behavior has demonstrated how fairness and justice engender trust in the workplace. The relationship between the two has been believed to be reciprocal, where trust is a consequence of the perceived justice – as proposed by the classic formulation of social exchange theory – and gradually expands through positive interactions. For instance, employees will trust their supervisor’s decisions more or less from evaluating the fairness of previous interactions with the supervisor.
Assistant Professor of Human Resource Management Brian Holtz takes this notion one step further and proposes the trust primacy model: a new theoretical framework that maintains that trust is formed prior to the direct interaction with others, hence exerting significant influence on employee perceptions of justice. This suggests that an opinion is formulated before the interactions among the players involved and continues to evolve and grow over time.
For his model, Holtz brings together principles of evolutionary theory, neuroscientific research, and psychological perspectives to build a strong case for the rapid development of trust and its influence on perception, resulting inevitably in preceding direct fairness experiences at the inception of relationships.
In his most recent article published in the Journal of Management, Holtz states that we determine trust through biological and sociocultural cues that can drive inferences of trustworthiness. Some of the biological cues may include facial expressions, eye contact and tone of voice. Sociocultural cues may include clothing, tattoos, credentials and socioeconomic status. Both have an effect on how we build trust toward others. His research supports neuroscientific perspectives in that people’s judgments are quick cognitions that are formed in milliseconds and through as little as a single glance, which help us infer a wide variety of information, such as the intentions of others.
Holtz has built a substantial research record founded on the principles of justice and fairness and their application to the workplace. His previous research provides a strong foundation for his proposed model, which extends existing frameworks and offers a more complete integration of the trust and justice literatures.
Holtz’s trust primacy model is the first theoretical framework to propose specific cognitive processes underlying the effect of trust on perception of justice events. Besides implications for further research, this new model brings awareness to managers and challenges organizations to strive for developing trust through clear signals right at the outset of employment relationships.
This research is reported in:
Holtz, Brian (2013).Trust primacy: a model of the reciprocal relations between trust and perceived justice. Journal of Management, 39 (7): 1891-1923, first published online on January 28, 2013.
Pharmaceutical companies would improve sales revenue by investing in commercial operations that promote business innovation, employee engagement, organization alignment, and ensure a reasonable ratio between district sales managers and frontline sales representatives, according to Fox School of Business research.
The study was commissioned by TGaS Advisors, a benchmarking and advisory services firm, and division of KnowledgePoint360®, a global leader in communications, information and workflow services to healthcare professionals and the pharmaceutical and biotechnology industries.
“We focused on factors likely to impact pharmaceutical sales because data for this area are more robust, but the value of investments in sales operations should be read as a proxy for a broad range of commercial operation functions,” said George Chressanthis, the professor of healthcare management and marketing at the Fox School of Business who led the study team with Eric Eisenstein, assistant professor of marketing, and Fox PhD student Patrick Barbro.
According to Chressanthis, this is the first such independent research study on the effects of qualitative versus quantitative measures of commercial operation functions on business performance. Internally reported data from 26 pharmaceutical companies were analyzed for the period 2005-2011 and was complemented with qualitative survey data on commercial operations’ cultural attributes assessed by strategic account executives at TGaS Advisors.
The research team was given complete access to their database, with all analyses, findings, and recommendations independently developed of TGaS Advisors. All company specific data elements and names in the research were kept confidential, in keeping with contractual obligations, but did not affect the course the analysis.
The research showed that three factors within a company’s commercial operations organization are particularly important in determining U.S. business performance:
- Commercial operations’ cultural attributes, specifically innovativeness and responsiveness, which drive employee engagement and organizational alignment, are critical. These attributes are most powerful in affecting sales when working synergistically and in concert with quantitative investments in commercial operations support.
- Company scale and spending to support sales professionals that allow for more products to sell and leverage specialized commercial operations functional support for sales representatives to be more effective in their role.
- The number of sales representatives whom district sales managers supervise has a direct bearing on their ability to provide necessary levels of sales force effectiveness activities such as coaching, mentoring, on-the-job training, and managerial support to representatives, which in turn has a quantifiable impact on business performance.
The findings suggest that executives can significantly improve commercial performance by investing resources to:
- Create stronger alignment between functions and foster a culture of commercial innovation, organizational alignment, agility, and urgency. Quantitative investments in commercial operations will yield sub-optimal returns without the right structure of cultural attributes to support these business activities.
- Support improvements in sales professionals (i.e., through information, systems, business processes, training, etc.).
- Ensure an optimal number of sales representatives reporting to each first-line sales manager.
The Fox School research team has presented study findings at the following conferences: Pharmaceutical Management Science Association Annual Conference in May 2013 (Bonita Springs, Fla.), International Health Economics Association 9th World Congress in July 2013 (Sydney, Australia), and the American Marketing Association Summer Marketing Educators’ Conference in August 2013 (Boston).
Further insights from the study can be found by reading, “What Aspects of Commercial Operations Impact Pharmaceutical Company Business Performance?” and TGaS Advisors’ “Reflections on a Research Study Conducted by the Temple University Fox School of Business,” both available at www.tgas.com.
Aubrey Kent, chair of Temple University’s School of Tourism and Hospitality Management and founder of the Sport Industry Research Center (SIRC), knows that in a resource-constrained environment, community organizations often struggle with the day-to-day.
Kent recently served as a facilitator of the Beyond Sport Summit’s Urban Communities Symposium, a full-day event to discuss how sport can address youth violence in Philadelphia.
The Sept. 10 symposium, at the Lowes Hotel, attracted attendees from different areas of the world — from Philadelphia to Chicago to the United Kingdom — as well as from a variety of organizations, including the Philadelphia Mayor’s Office, Philadelphia Police Athletic League (PAL), Eagles Youth Partnership and others.
Kent urged attendees to work with one another to gather resources and engage in “long-term strategic planning.
“We face all of these common challenges, and it’s really daunting when we’re in our office on our own, not realizing that there are many other stakeholders – and others who do so much like us,” Kent said. “We need to learn from each other’s challenges and mistakes and know that we’re not in it alone and in some ways make partnerships strategically to get ideas.”
SIRC has done just that.
Founded in 2008, SIRC, serving as a collaborative research network, has provided opportunities for academics, students and professionals to explore how sport positively impacts communities.
Much of the center’s work has been applied to research collaborations with groups and organizations focused on youth, such as Arthur Ashe Youth Tennis and Education, the Starfinder Foundation for youth soccer, and Students Run Philly Style, a mentorship program that uses marathon training to help youth succeed in life. Students Run Philly Style, a strong SIRC partner, won the Barclays Philadelphia Impact Award at the Beyond Sport Summit, which the School of Tourism and Hospitality Management sponsored. Students also volunteered at the summit.
Before its partnership with SIRC, founders of Students Run Philly Style understood what kind of impact they wanted to have on the youth they served but were only able to provide anecdotes to explain the organization’s life-changing power.
Through research on the correlation between running and positive academic outcomes, increased self-esteem and other metrics, SIRC uncovered data that supported the organization’s efforts. SIRC Director Jeremy S. Jordan plays a leading role in the research partnership with Students Run Philly Style.
Although SIRC provides research to nonprofits, Kent highlighted why such organizations should continually strive to obtain resources on their own.
“I encourage those of you who work or volunteer in these organizations to push for resources to enable you to focus on the long-term, which allows you to articulate to your staff why you are doing the day-to-day,” Kent said. –Alexis Wright-Whitley
It’s time to get in touch with the five senses.
The Fox School’s first-ever sensory marketing conference, Understanding the Customer’s Sensory Experience, will bring together researchers from marketing, tourism and related fields to share and learn on June 5-6, 2014, at Temple University’s Fox School of Business and School of Tourism and Hospitality Management.
The conference will focus on the nature of senses, their role in affecting consumer behavior and emotion, and their application within a range of settings, including product and service design.
Fox School marketing Professor Maureen Morrin and School of Tourism and Hospitality Management Professor Daniel Fesenmaier will co-host the event.
Morrin, who directs the Fox School’s Consumer Sensory Innovation Lab, hopes this conference will recognize the advances she and her doctoral students are making in terms of sensory marketing research.
Sponsored by the Fox School of Business, Department of Marketing and Supply Chain Management and the National Laboratory for Tourism and eCommerce, the days’ events include corporate panel presentations led by executives from firms including Mane USA, ScentAir, HCD Research, and Monell Chemical Senses. Additionally, a panel of research laboratory directors will explain how they have established, operated and funded their laboratories, and research presentations in the form of papers and posters will be given. Day one of the conference will conclude with the Mural Arts Trolley Tour throughout Philadelphia.
“We’ve invited academics and people from industry,” Morrin said. “I’m hoping that we can set up more collaborative efforts among researchers and also between researchers and industry, who may be interested in having us conduct field studies in their stores.”
To register for the conference, visit http://csil.ticketleap.com/sensoryconference/
Your work meetings are full of employees paying more attention to the text messages on their smart phones than to the individual speaking. You offer a suggestion and notice a coworker rolling his eyes in a condescending manner. You smile at a colleague in the hall who seemingly ignores you. Sound familiar? If so, you’re not alone. A recent poll suggests that 98% of North-American employees have experienced incivility in the workplace. Organizational researchers describe that incivility, synonymous with rudeness, can take many shapes or forms in the workplace: ignoring or excluding someone, eye-rolling, gossiping, making demeaning remarks to or about someone, or showing little interest in another’s opinion.
If you think that failing to hold the door open for a colleague or making a joke at another’s expense are relatively harmless, researchers at the Fox School of Business at Temple University would suggest that you should think again. In their paper The Effects of Passive Leadership on Workplace Incivility, Assistant Professor and Cigna Research Fellow Crystal Harold, and Assistant Professor Brian Holtz examine the role that managers play in fostering rude behavior.
“We were interested in studying workplace incivility, and more specifically, factors that might promote the occurrence of incivility because let’s face it, just about everyone has either been treated rudely at work, treated someone else rudely at work, or both,” Harold said. “There are people out there who likely think that these sorts of behaviors are fairly innocuous. But available data would suggest otherwise.”
In their research, Harold and Holtz draw from prior incivility research indicating that victims of incivility are significantly more likely to decrease the quality of their work, be absent from the office, and ultimately leave the organization. What’s more, addressing the fallout from workplace incivility is estimated to cost companies millions of dollars each year.
“Because incivility has negative psychological and physical effects on victims and is costly for organizations, it is important that we begin to understand why incivility occurs in the first place. What conditions foster an uncivil work environment?” Holtz continued, “It made sense to us that leadership would be an important and significant variable to consider.”
Harold and Holtz conducted two studies in which they surveyed employees, their supervisors, and their colleagues to determine the role of management in workplace incivility. “We were particularly interested in passive leadership. In literature and popular press, you read a lot about either these amazing transformational leaders at one extreme, or these tyrannical nightmare bosses on the other,” Harold noted. “However, there are many managers who fall somewhere in the middle; who aren’t particularly active, who try to ignore problems, who overlook employees’ bad behaviors, or who are just generally reticent to actually manage their employees.”
Holtz added, “If someone is rude to you at work and your manager does nothing in response, you’re likely to conclude that either no one cares, or that these types of behaviors are acceptable. It is the manager’s responsibility to intervene in the face of workplace incivility. When that doesn’t happen, it creates an environment in which future uncivil acts are more likely.”
Results of their research do in fact support that employees who work under passive managers are both more likely to experience rudeness, and more likely to behave rudely themselves.
“We found that the experience of being treated with incivility coupled with working for a passive manager significantly increased the likelihood that an employee would both behave with incivility him/herself, as well as engage in withdrawal behaviors such as showing up to work late, or even calling out when not actually sick” Holtz explained. “The bottom line is that in the process of doing nothing, these types of managers are actually doing a lot of damage.”
In light of these results, Harold and Holtz offer a number of practical suggestions for
organizations wanting to deter workplace incivility. “First, you have to educate your employees and management that these seemingly harmless behaviors are anything but. Training employees, and importantly managers, to recognize what incivility is, is an important first step” Harold noted.
Companies also need to set ground rules. “Make clear which behaviors constitute incivility, clarify the consequences for engaging in these behaviors, and adopt a zero-tolerance policy. This is where managerial training comes into play. Managers must learn to intervene when employees are behaving badly towards one another, and quickly take punitive action against offenders,” Holtz said.
Harold concluded “At the end of the day, managers have to be good role models. A company’s efforts to curb rudeness will be for naught, if the manager him/herself is the one instigating the incivility.”
Harold and Holtz’s study is in press at the Journal of Organizational Behavior.
Porath, C.L., Pearson, C.M. “The Price of Incivility.” Harvard Business Review Jan/Feb (2013).
Ash Vasudevan, PhD ’96, describes himself as being driven to make a difference and drawn to the unknown.
Case in point: He co-founded a nationwide talent search in India to find the next big-league-caliber baseball pitcher in a country where cricket dominates sports. Launched in 2007, that reality TV competition spanned a dozen cities and attracted 35,000 participants.
The theory behind the competition is that innate athletic ability can be applied across sports requiring similar skills, such as from cricket to baseball. It culminated in 18-year-olds Rinku Singh and Dinesh Kumar Patel—javelin throwers who disliked cricket and had never heard of baseball—becoming the first Indians to sign professional sports contracts in North America (both with the Pittsburgh Pirates).
By now the story might sound familiar. Disney’s Million Dollar Arm—based on the competition of the same name—premieres nationally May 16 with Vasudevan being played by Aasif Mandvi of The Daily with Jon Stewart.
The movie chronicles the first season of Million Dollar Arm, which Vasudevan launched with sports agent JB Bernstein (portrayed by Jon Hamm) and Will Chang, who has ownership stakes in a number of professional teams, including the San Francisco Giants and the D.C. United. Vasudevan, who co-founded Seven Figures Management with Bernstein and Chang, is managing general partner of San Mateo, Calif.–based Edge Holdings, which creates and funds ventures in technology, media and entertainment.
“Life really would be boring if you didn’t take risks,” Vasudevan said of his business philosophy. “I’m drawn to the uncertainty. It’s the tried-and-true methods I don’t find particularly appealing. I like trying something nobody has tried before.”
Vasudevan has been involved in ventures ranging from reQall, a global business focusing on personal-assistance technology, to Gigante, a documentary about Major League Baseball player Andres Torres, who has attention deficit hyperactivity disorder.
Going to India to find a star pitcher did not resonate with many of Vasudevan’s friends. Some suggested he and his colleagues should recruit in markets such as Japan or South America, which have produced numerous big leaguers, but Vasudevan countered that established scouting systems in those markets are much more likely to identify premier talent, leaving fewer gunslingers available to compete for reality TV.
Production of Season 3 of Million Dollar Arm is expected to start in the fall. Before that, of course, Vasudevan and colleagues will experience what it is like to inspire a feature film and to be portrayed in a movie shown around the world.
“The first time I watched myself on the screen, it was weird,” Vasudevan said of Mandvi’s performance. “To see Jon Hamm addressing my character, and reliving some of those conversations, is a lot of fun. We never imagined we would have such a wonderful global platform to tell our story.”