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87 results on '"Rekom, J"'

8. Educational travel, the overseas internship

Author

van t Klooster, Erik, van Wijk, JCAC, Go, FM, Rekom, J, Department of Marketing Management, and Department of Business-Society Management

Abstract

An important objective of educational travel programs is to teach students how to bridge cultural distance. Research remains inconclusive to what extent and under what circumstances students actually learn from educational travel experiences. This paper examines the influence of cultural distance on the perceived learning effects of the overseas internship, specifically cross-cultural competencies and management skills. It is shown that asymmetric cultural distance and psychic distance have a negative relationship with the perceived learning of management skills and interaction with locals. Students traveling to low-income countries in Sub-Saharan Africa and South Asia in particular tend to face difficulties.

Published
2008

9. Identity, strategy and the environment

Author

Lerpold, L, Ravasi, D, Rekom, J, Soenen, G, Lerpold, Lin, Ravasi, Davide, van Rekom, Johan, Soenen, Guillaume, and Department of Marketing Management

Published
2007

11. Identity construction

Author

Lerpold, L, Ravasi, Davide, VAN REKOM, J, and Soenen, G.

Subjects
Identity construction, identity traits, identity categories
Published
2007

14. Projecting Organizational Identities

Author

Lerpold, L, Ravasi, Davide, VAN REKOM, J, and Soenen, G.

Subjects
corporate identity, Organizational identity, organizational image
Published
2007

17. Why 'They' never can be as good as 'Us': How other organizations must be worse off on essential features

Author

van Rekom, J. and van Nierop, A.E.

Subjects
jel:L22, jel:M, jel:M31, Distinctiveness, Essence, Organizational Identity, Social Comparison, jel:C44
Abstract

Being different from competitors, in a positive sense, is an important asset to organizations. Well-chosen emphasis on distinctive organizational features is very helpful in achieving a superior position relative to rival organizations. However, organizations often claim to be distinctive on features where they appear be at best only moderately distinctive. Systematic bias seems to arise because what members see as distinctive about their organization is so closely interwoven with how they see its identity. In this study, organization members rated competitors systematically lower on a feature to the extent that they considered that feature to make up the essence of the identity of their own organization. The results point to a serious tendency to underestimate comparable competitors as a consequence of the social comparison heuristics. Managerially, this implies an important caution when designing corporate strategy and positioning.

Published
2005

18. Het meten en bewaken van de essentie van een merk

Author

Rekom, J, Jacobs, Gabriele, Verlegh, PWJ, van Steekelenburg, TWM, Department of Marketing Management, Department of Organisation and Personnel Management, and Rotterdam School of Management

Published
2005

19. Establishing and preserving brand essence

Author

Rekom, J, van Steekelenburg, TWM, Verlegh, PWJ, Jacobs, Gabriele, Department of Marketing Management, Rotterdam School of Management, and Department of Organisation and Personnel Management

Published
2004

23. Means-End Relations

Author

van Rekom, J. and Wierenga, B.

Subjects
jel:M, jel:M31, jel:C44, jel:D21, consumer behavior, hierarchy, laddering, means-end relations, semantic relations
Abstract

Means-end relations are generally assumed to be hierarchical, and, by implication, asymmetrical. That is, if A is a means to achieve B, B is not at the same time also a means to achieve A. Literature casting doubt on this directedness of means-end relations is reviewed, and the hypothesis of means-end relations having direction is tested in two empirical studies. In these studies the means-end relations turn out to be symmetrical rather than asymmetrical. Means-end structures may therefore better be conceptualized as semantic networks rather than as straight hierarchies. Consequently, for the presentation and interpretation of the results from means-end studies, the emphasis should be on elements that derive from the network nature of the cognitive structure and not from the (possibly misleading) notions of hierarchy.

Published
2002

32. Sensemaking from Actions

Author

van Rekom, J., van Riel, C.B.M., and Wierenga, B.

Subjects
jel:M, employee motivation, laddering, means-end analysis, organizational action, sensemaking, jel:M31, jel:C44, jel:D21
Abstract

This study presents a method to establish empirically what drives organization members in their day-to-day behavior. The method starts from the sense employees make of their own actions. The approach consists of two steps: qualitative laddering interviews to determine the most central means and ends that play a role in the sensemaking of organization members, and a follow-up survey to examine in depth the organizational means-end structure. The method was validated by relating the results to independently observed indicators of what guides organization members in their behavior. Apart from the deeper insight it provides in the forces that drive day-to-day behavior in an organization, the method also provides management with a practical tool for addressing employee motivation and for developing credible communication toward stakeholders.

Published
2000

37. Voedingsmiddelen en Consumentengedrag

Author

Verlegh, P.W.J. and van Rekom, J.

Subjects
Marketing and Consumer Behaviour, MGS, Life Science, Marktkunde en Consumentengedrag
Published
2000

40. Identiteitsonderzoek TenneT

Author

Rekom, J, Kuhnen, C, Kuijt, G, Logiantara, L, and Department of Marketing Management

Published
2000

49. Meetmethoden voor Corporate Identity

Author

Rekom, J, Bronner, A.E., Dekker, P., Olivier, A.J., van Raaij, W.F., Wedel, M., Wierenga, B., and Department of Marketing Management

Published
1999

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