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What are useful ways to characterize varying employment systems? This article returns to an older idea, Internal Labor Markets (ILMs). The traditional assumption characterized ILMs as the core of the labor market but current thinking argues that ILMs have frayed. Little direct measurement has been carried out, however, and both viewpoints have relied on proxies or case studies. The author utilizes a new survey of employed US workers to provide an estimate of the incidence of ILMs and finds that between 25 and 40% percent of adult workers are in ILMs. The article then elaborates theory regarding the practices of ILMs, a theory grounded in the idea of complementary bundles of human resource practices, and asks what are the correlates of being in an ILM. Findings show that although wages in ILMs are no higher than non-ILM wages, ILMs are positively associated with other aspects of job quality and attitudes across the board. [ABSTRACT FROM AUTHOR]

As organizations seek more adaptive workforces, they are increasingly embracing "deconstructed" jobs as an alternative to traditional jobs. In these emerging work structures, jobs are broken down into tasks and projects, and matched with the knowledge, skills, and abilities of workers in the internal labor market. Despite the burgeoning popularity of job deconstruction as a new organizing paradigm—a supposed panacea for rigid organizations and their entrenched employees—our article challenges this oversimplified view. We identify several interdependent, persistent paradoxes inherent in deconstructed jobs, and examine how organizations can navigate their consequences. In balancing the human side of job deconstruction, we propose a way forward that brings workers' experiences into the discussion, advocating guardrails that can shield workers while facilitating productive outcomes and mitigating potential adverse impacts. We conclude by suggesting key directions for future research on job deconstruction as an important new frontier in the study of work and organizations. [ABSTRACT FROM AUTHOR]

The digitalisation of the economy increases the vulnerability of both economies in the EU and the US, as does its transborder dimension. Cyber policy has evolved over time on both sides of the Atlantic. The EU began initially to emphasise cybercrime regulation but its focus upon cybersecurity now dominates, similar to the US. The internal market has evolved as a rationale for regulation in the EU and to similar effect a market-led approach dominates in the US. While in the EU a comprehensive cybersecurity law has been adopted, the US lacks a uniform federal cybersecurity law. Despite many domestic divergences, there is considerable similarity between the US and the EU. Substantively, these divergences have not inhibited convergence. Geopolitical considerations as to cyber have accelerated an ongoing process, driven by the transborder nature of cyber security and the global leadership of the EU and the US. [ABSTRACT FROM AUTHOR]

Despite the agreement on the importance of internal marketing, the central dogma that it creates value for employees which will incite employees to in turn create value for their organization and customers lacks empirical verification and remains a contentious issue. Two separate multisource-multilevel datasets are used to illuminate the effects of hotel property department-level internal marketing (process-focused) climate on a positive, key organizationally relevant psychological outcome (i.e., perceived organizational support) and a positive, key organizationally relevant behavioral outcome (i.e., organizational citizenship behavior), which in turn engender hotel property department effectiveness and competitive excellence, respectively. Moreover, the results suggest that organizational citizenship behavior is a linchpin in the explication and illustration of the effects of hotel property department/unit internal marketing climate on hotel property department/unit effectiveness and competitive excellence. By doing so, we provide a comprehensive model that underscores the impacts of internal marketing climate on crucial employee, organization/unit, and customer outcomes in the hospitality industry. Implications, limitations of the current inquiry, and avenues for future research are discussed. [ABSTRACT FROM AUTHOR]

Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

European administrative networks (EANs) are an increasingly prominent form of European Union (EU) governance. Although these networks are typically portrayed as important and flexible forms of organization, we lack knowledge of their temporal dimension, including their development in times of crisis. This paper provides a first analysis of network interaction as it unfolds before and during times of severe crisis for the EU internal market. Specifically, we examine interactions in the EU internal market network SOLVIT. This network offers member states both a formalized procedure for the bilateral resolution of cases of alleged misapplication of EU law, and an informal network for general discussions on internal market topics and SOLVIT‐related matters beyond specific case‐resolution. Based on unique three‐wave survey data, we develop a continuous‐time model (stochastic actor‐oriented model) to analyze the evolution of SOLVIT's informal interactions over time. In explaining these developments, we reflect on the importance of two crises: the exit of a central SOLVIT member (the United Kingdom), which drove informal interactions to a great extent, and COVID‐19, which led to great sudden uncertainty and challenges for the implementation of internal market law. Our results show that the network is remarkably stable and despite, or rather because of, these crises, has become denser over time. [ABSTRACT FROM AUTHOR]

We explore how business groups use internal labour markets (ILMs) in response to changing economic conditions. We show that following the exit of a large industry competitor, group-affiliated firms expand, and gain market share by increasing their reliance on the ILM to ensure swift hiring, especially of technical managers and skilled blue collar workers. The ability to take advantage of this shock to growth opportunities is greater in firms with closer access to their affiliates' human capital, as geographical proximity facilitates employee relocations across units. Overall, our findings point to the ILM as a prominent mechanism making affiliation with a business group valuable at times of change. For the ILM to perform its role in the face of industry shocks, group sectoral diversification must be combined with geographical proximity between affiliates. [ABSTRACT FROM AUTHOR]

This article discusses why EU economic (competition and internal market) law is hospitable to and can be enriched by socio-legal and critical insights about the instability of the economic/non-economic distinction, the unavoidable plurality of market arrangements as shaped by legal regulation, as well as the distributive effects of the said arrangements. The proneness of EU economic law to critical insights can be ascribed to: its subject matter, as law in this area maps upon everyday market experiences; the casuistic development of EU law; the wide scope of EU economic law, which interferes with arrangements understood as non-economic; the non-outcome-determinative character of EU law. Through discussion of two CJEU decisions - a competition decision dealing with selective distribution (Coty) and an internal market decision on the regulation of AirBnb (Cali Apartments) - I illustrate how more explicit deployments of socio-legal and critical approaches can enrich EU economic law and specifically its teaching. [ABSTRACT FROM AUTHOR]

One of the core pathways under the European Green Deal to achieving climate neutrality by 2050 is ensuring a secure, resilient and sustainable supply of the critical raw materials needed for a net zero economy. The emphasis on supply, however, risks overlooking conflicts that critical raw material mining may give rise to, including land disputes, social unrest and displacement of local communities, which, in the case of some Member States, involves indigenous people and perpetuates colonial legacies. These conflicts are polycentric in the sense that they are formally independent of actions under the European Green Deal but still create a complex cause-and-effect relationship that involves a vast number of unrepresented but relevant interests. Mapping these relationships requires addressing colonialism – past and present – as well as the role of indigenous communities in EU law, and the significance of sustainability in supplying resources for the functioning of the internal market. [ABSTRACT FROM AUTHOR]

The manuscript discusses the evolution and some relevant legal issues pertaining to the legal figure of reverse factoring, focusing, in particular, on the European context. In the first place, while developing a comparative analysis of some important national regulatory settings, the paper aims to investigate how different contract laws, through the combination of general principles and special provisions, attempt to address critical issues and potential abuses connected to the use of reverse factoring schemes, such as, most notably, the coercion of parties into entering such schemes. On the other hand, the elements drawn from the comparative analysis are meant to be framed within the dimension of EU law, in order to reconstruct potential regulatory hypotheses and solutions at the EU level, also in the light of fairness concerns which, in the EU internal market and especially from the side of Small and Medium Enterprises, arise from the widespread use of reverse factoring, mostly revolving around exploitation of small-sized suppliers by powerful buyers. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Management Analysis / Revista Gestão em Análise is the property of Revista Gestao em Analise and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The aim of this study to address the purposeful question for the managers and researchers is how organizational resources through mobile marketing (M-marketing) capabilities can improve sales performance of organizations. The study considered training, internal marketing, organizational culture and product-related knowledge as organizational resources that enhance perceived sales performance through different M-marketing capabilities like accessibility, cost saving and quick decision making. This research incorporated dynamic capability and resource-based view (RBV) theories to construct the research model. 396 responses were received from SMEs employees from ten big cities of Pakistan and structure equation modelling used to examine the research model. Findings showed that the organizational resources (training, internal marketing, organizational culture and product-related knowledge) and M-marketing capabilities (accessibility, cost saving and quick decision making) significantly impacted the PSP. M-marketing capabilities significantly partially mediate among the relationships of organizational resources and PSP. [ABSTRACT FROM AUTHOR]

In today's fast-moving world of information technology (IT), software professionals are crucial for a company's success. However, they frequently experience low motivation as a result of competitive pressures, unclear incentives, and communication gaps. This underscores the critical need to handle these internal marketing challenges such as employee motivation, development, and engagement in IT organizations. Internal marketing practices aiming at attracting, engaging, and inspiring employees to use excellent services have become increasingly important. Internal marketing is attracting, engaging, and motivating employees as internal customers to utilize their quality services. Gamification has emerged as a significant trend over recent years. Despite the expanding use of gamification in the workplace, there is still a lack of focus on internal marketing tactics that incorporate gamification approaches. Thus, addressing the challenges related to employee motivation, development, and engagement is crucial. Therefore, as a principal contribution, this research presents a comprehensive framework designed to implement gamified solutions for software teams of IT organizations. This framework has been tailored to effectively address the challenges posed by internal marketing by optimizing motivation, development, and engagement. Moreover, the framework is applied to design and implement a gamified work portal (GWP) through a systematic process, including the design of low-fidelity and high-fidelity prototypes. Additionally, the GWP is validated through a quasi-experiment involving IT professionals from different IT organizations to authenticate the effectiveness of framework. Finally, the outclass results obtained by the gamification-based GWP highlight the effectiveness of the proposed gamification approach in enhancing development, motivation, and engagement while fostering ongoing knowledge of the employees. [ABSTRACT FROM AUTHOR]

Internal marketing has been developed in various forms in all types of organizations. Mainly, internal marketing has been studied as a motivational strategy in service companies. Goods manufacturing industries have not benefited much from the use of internal marketing in strengthening employees’ extra-role behaviors. Customer orientation is one of the extra-role behaviors of employees, which in turn is the source of value for internal and external customers. When we follow the internal process segmentation approach, the organization is divided into a set of internal suppliers and internal customers. In this case, it becomes important to study the customer-oriented behavior of employees in the exchanges within the organization. To ensure the implementation of internal marketing in manufacturing organizations, in a way that best meets the needs of these organizations, it was necessary to conduct a study specific to manufacturing industries; a study that included the identification of internal marketing components with a customeroriented approach. The purpose of the current research was to identify and introduce the dimensions of internal marketing with a customer-oriented approach of employees in manufacturing industries. This is sequential mixed research in the inductive paradigm that was conducted in qualitative-quantitative phases. Its purpose is practical and its nature is exploratory. The data collection of the qualitative phase was carried out during semi-structured interviews that continued until theoretical saturation, and finally 15 experts and managers of manufacturing industries and university professors in the field of management participated in it. Qualitative phase analysis was done with them analysis approach using MAXQDA software. In the quantitative part, the fuzzy Delphi questionnaire was used to reach the consensus of the expert group on the dimensions identified in the qualitative phase. The results indicate the extraction of internal marketing dimensions with a customer-oriented approach in comprehensive themes (individual factors of employees and managers, organizational factors, motivational factors) and in 9 organizational themes, 1- Demographic characteristics 2- Organizational citizenship behavior of employees and managers 3- Managers’ support 4- Internal communication 5- participatory management 6- Promotion of customer-oriented culture 7- Employee job security 8- Job satisfaction 9- Appreciation and 44 basic themes. [ABSTRACT FROM AUTHOR]

An extensive empirical literature shows the important role that information sources have on firm innovation. However, there is scarce evidence on the different typologies of between technological and non‐technological innovations and their expectations. We investigate how the wide number of information sources affect the propensity to innovate and its future expectations. At the methodological level, we apply a multivariate Probit to the Innovation Survey of Chilean companies (2013–2016). Our results show that internal information sources, suppliers, clients and the Internet are significantly associated with the development of technological and non‐technological innovations. Social innovations are affected only by internal and by market (primarily from consultancy firms) sources of information. Finally, internal information sources and the Internet affect firms' expectations to innovate. Our results indicate the importance of different information flows and how they may drive the generation of innovations. [ABSTRACT FROM AUTHOR]

Copyright of European Policy Analysis is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The increasing global competitiveness of university admissions has propelled the need to understand the critical factors underlying students’ loyalty. Although extensive research has been conducted on student loyalty, it focuses predominantly on student-centric activities, targeting only inward-looking measures aimed at students. In the corporate context, employees are considered the “second audience” for external marketing promotions, and the impact of these promotions on employee job satisfaction has been well researched. However, in the university context, little is known about how external policies affect student loyalty. Therefore, this study aimed to clarify the influence of both inward- and outward-looking activities on student loyalty in Japanese universities. An online survey was conducted for 1,000 Japanese university students. The results of applying structural equation modeling to the survey data confirm the positive effect of inward-looking measures on student loyalty. Significant effects were found for lectures (β = 0.670, p-value < 0.000) and job hunting (β = 0.250, p-value < 0.000), while campuses also showed a positive effect (β = 0.148, p-value = 0.039). Among outward-looking measures, only celebrity endorsements contributed positively to loyalty (β = 0.136, p-value = 0.026), while sports and digital channel promotions had negative effects, contrary to expectations. This may be attributed to the reliance of sports on wins and losses and digital channel promotions often inducing feelings of envy when students observe others’ successes. Therefore, when university policymakers implement measures to strengthen their external brands, they must consider their impact on enrolled students.

The current research study investigated the significance of internal marketing (IM) to enhance faculty innovative behavior (FIB) and faculty engagement (FE) in higher education (HE). Furthermore, the mediation of FE in the association between IM and FIB has been investigated. Three hundred teachers from three major public sector universities in union territory (Jammu and Kashmir) in India have been contacted to gather responses. The study contributes in numerous ways to the literature—dimensions of IM have a significant and positive impact on FIB in the HE sector. FE significantly mediated the effect of IM and its dimensions on FIB. This study also enlarged the scope of social exchange theory by using it from faculty perspectives in HE. Furthermore, the study has made an attempt to modify the scale to measure constructs for making them suitable in the HE sectors. Research findings offer numerous suggestions for administrators in HE institutions. [ABSTRACT FROM AUTHOR]

Abstract The purpose of this research is to provide a model of the impact of internal marketing on the performance of the banking industry based on the data-based theory method. The research method is applicable in terms of the purpose, and qualitative in terms of the implementation method, based on the inductive approach. The statistical population of the research includes 8 experts of the banking industry, and the sampling was done in a targeted manner and the interviews continued until reaching theoretical saturation. Semi-structured interview was used in this research. To collect and analyze the data, the foundation's data theory research strategy was used. For data analysis, MAXQDA 2020 software was used to code the interviews. The results indicated that a total of 5 components of job security, training, employee motivation and satisfaction, positive communication, development and reward were identified as internal marketing features in the banking industry, and 14 components were identified and extracted in the form of causal conditions (establishing constructive interaction between employees and managers, generous rewards, employee empowerment, management support), foundational conditions (organizational leadership and management, human resource management measures, organizational culture), interventions (political climate, organizational costs), strategies (promotion of customer-oriented culture, person-job fit), and outcome (human development, value creation, increased commitment). Extended Abstract Introduction With the increasing demand for banking services in the society and the competition to maintain the interests of the country's banks, especially in the private banks, each bank, in some way or other, tries to attract people as customers within their financial system in order to benefit from the resulting benefits. Therefore, the success of all banks, governmental or non-governmental, is influenced by several factors; one of the most important of which is customer satisfaction, in order to achieve excellence in business; and this customer satisfaction is one of the basic requirements of quality management systems (Akbari, 2019). An important issue in marketing management is the relationship between internal marketing and business success; internal marketing as a construct or concept is not universally accepted. One of the key features of internal marketing is its connection with the performance of the organization (Tahmasbi et al, 2019). In the banking industry, the role of human capital in providing services is quite significant. Employees in this industry facilitate the implementation of the organization's strategies and superior performance through effective interaction with customers. Therefore, the solution to guarantee the excellent performance of the organization should be sought in the successful activation of human capital; and in order to achieve the goal of providing productive financial resources for the organization, the work should start by paying attention to the employees, that is, those who interact with customers and take care of their affairs. In this aspect of the activity of service organizations, the issue of internal marketing is raised (Naami & Mazhari, 2014). Based on this, the current research is looking for an answer to this question: What is the model of the effect of internal marketing on the performance of the banking industry based on the data-based theory method? Theoretical Framework Marketing Marketing is a set of activities and processes of creating, transferring, sending and exchanging everything valuable for customers, clients, business partners, and society as a whole. Marketing does not start with a new idea or an innovative product, but it is the beginning and end of every business, and the focus of marketing is also the customer (Hoseini et al, 2022). Internal marketing Internal marketing is defined as the use of a marketing perspective to manage the organization's human resources. To have high-quality services, employees must be motivated, which requires that internal marketing precedes external marketing because internal marketing depicts a win-win cooperation between employees and the company (Imani et al, 2020). Zamaniyan & Yazdani Rad (2023) investigated the impact of internal marketing on competitive advantage by considering the mediating roles of strategic market tendencies, brand and value in the banking sector. The results of the structural equation model test showed that internal marketing directly has a positive effect on competitive advantage. Internal marketing has a positive and significant impact on competitive advantage indirectly through the roles of strategic orientations including market orientation, brand orientation, and value orientation. Sahraei & Mafibalani (2023) investigated the role of using electronic marketing and information technology in the business of Minoo food industry during the period of economic recession. The results of the survey showed that information technology support has a positive and significant effect on the business of Minoo food industry in the economic recession. The knowledge of information technology does not have a positive and significant effect on the business of Minoo food industry in the economic recession. The managerial beliefs of marketing preparations and the implementation of electronic marketing have a positive and significant effect on the business of Minoo food industry in economic recession conditions, and information technology and electronic marketing have a positive and significant effect on the business of Minoo food industry; but with the introduction of economic recession adjustment, no significant effect was observed. Research methodology The research method is applicable in terms of the purpose, and qualitative in terms of the implementation method, based on the inductive approach. The statistical population of the research includes 8 experts of the banking industry, and the sampling was done in a targeted manner, and the interviews continued until reaching theoretical saturation. Semi-structured interview was used in this research. To collect and analyze the data, the data-based theory research strategy was used. Research findings For data analysis, MAXQDA 2020 software was used to code the interviews. The results indicated that a total of 5 components of job security, training, employee motivation and satisfaction, positive communication, development and reward were identified as internal marketing features in the banking industry; and 14 components were identified and extracted in the form of causal conditions (establishing constructive interaction between employees and managers, generous rewards, employee empowerment, management support), foundational conditions (organizational leadership and management, human resource management measures, organizational culture), interventions (political climate, organizational costs), strategies (promotion of customer-oriented culture, person-job fit), and outcome (human development, value creation, increased commitment). Conclusion The current research was conducted with the aim of providing a model of the effect of internal marketing on the performance of the banking industry based on the data-based theory method. The results of this research are consistent with the results of Kim et al, (2016), Bahmani & Iman Khan (2018), Zamaniyan & Yazdani Rad (2023), Mohammadi et al, (2022), Asayesh & Famili (2022), Mazzarolo et al, (2021), Kakai et al, (2021). Rustaei et al, (2022) stated in their research that in today's growing and competitive world among banks, the motivation of employees and their individual improvement and acceptance of their needs before the organization has become a big issue. On the other hand, in order to create a distinctive image among customers, the bank should pay much attention to the category of internal marketing and better performance of financial interest; because effective performance leads to differentiation between private banks in the eyes of customers. It is necessary to pay attention to the needs and conditions necessary to provide a suitable platform for the expansion of internal marketing and to attract the participation of employees in order to create organizational commitment among employees. According to the research results, the following suggestions were made: - Setting up training courses or holding seminars in this regard for bank managers and employees in the field of internal marketing - Surveying employees and managers regarding the level of satisfaction of internal and external customers with their performance and creating a database in this field - Updating it regularly and examining the problems of employees and managers in the field of internal marketing and making appropriate decisions to solve them.

Transgression credit is a form of deviance credit that occurs when people are more permissive towards transgressions by in-group leaders than by in-group nonleaders and out-group members and leaders. Despite rigorous experimental and simulation evidence for transgression credit, the ability to make such group processes research relevant to organizations and wider policy requires evidence with greater ecological validity. We examine transgression credit using spontaneously arising data from Twitter (now X) to test theoretically specified reactions to instances of transgressive leadership by the UK Prime Minister Boris Johnson. Studies 1a and 1b compared Conservative and Labour Members of Parliament's (MPs') tweets in response to Boris Johnson's unlawful prorogation of Parliament (Study 1a) and his publication of an Internal Market Bill that would break international law (Study 1b) with tweets responding to a nonleader, Dominic Cummings, breaking coronavirus lockdown rules. Conservative, but not Labour, MPs were more permissive of Johnson's, but not Cummings', transgression. Study 2 examined the semantic themes occurring among supportive and unsupportive tweets posted by the UK general public in response to Boris Johnson's unlawful prorogation of Parliament. Across studies, the evidence is consistent with propositions from deviance credit and social identity theories. [ABSTRACT FROM AUTHOR]

The importance of intellectual capital for organizations is increasing day by day. Therefore, it is vital for employees to be satisfied and productive. Recent research findings indicate that internal marketing practices are an important tool in increasing satisfaction and productivity. In this context, the mediating role of job satisfaction and perceived organizational support in the impact of internal marketing on employee performance has been examined. An quantitative study was conducted with healthcare professionals working in healthcare institutions in Balıkesir and Çanakkale provinces. According to the study results, internal marketing has a positive effect on job satisfaction, perceived organizational support, and employee performance. Additionally, both job satisfaction and perceived organizational support have a positive effect on employee performance. When mediation effects were examined, it was concluded that both job satisfaction and perceived organizational support play a mediating role in the impact of internal marketing on employee performance. [ABSTRACT FROM AUTHOR]

Regulating disinformation has presented a complicated task to European legislators. The legal instruments that played a part in the fight against disinformation, such as the DSA, the DMA, EMFA and the AI Act are all based on the internal market competence. Some instruments are criticised for their strong take on goals that are not directly related for the economic integration, like the freedom and pluralism of the media (EMFA), or the protection of human rights (DSA, AI Act). Even though the European Union is primarily an economic integration, disinformation was seen as threatening the political stability of the Union: democracy, the rule of law and human rights. Is there a connection with economic integration and these values? [ABSTRACT FROM AUTHOR]

Copyright of DYNA - Ingeniería e Industria is the property of Publicaciones Dyna SL and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

On August 1, 2024, the European Union's Regulation on Artifi cial Intelligence entered into force and is designed to ensure that AI developed and used in the European Union is trustworthy, with safeguards to protect the fundamental rights. Th e Regulation also aims to create a harmonized internal market for AI wthin the Union, encouraging the uptake of this technology and creating a favourable environment for innovation and investment. Th is article summarizes the scope of the Regulation and the institutional aspects at both Union and Member State level, including the competences and responsibilities of the European and national institutions in the field of artificial intelligence. [ABSTRACT FROM AUTHOR]

We investigate the effect of affiliation with a large business group on a firm's trade credit policy while controlling for the effects of its financial health and bargaining power in the Korean setting. Group affiliation may influence trade credit finance through the internal capital market mechanism and/or the extra bargaining power mechanism. In our empirical analyses, we focus on identifying the more dominant mechanism for determining trade credit demand (TCD) and supply (TCS). First, we provide a set of empirical findings showing that a firm's affiliation with a large business group increases the firm's TCD but decreases its TCS. These findings support the extra bargaining power mechanism argument. Second, we provide another set of empirical findings that group‐wise financial distress has weak positive impacts on a group affiliate's TCD and TCS. These findings support the internal capital market mechanism argument. Overall, we provide evidence that large business groups in Korea function uniquely in that the extra bargaining power mechanism greatly dominates the internal capital market mechanism when determining a group affiliate's trade credit transactions. We also provide evidence of the internal capital market mechanism functioning when an entire business group faces severe financial difficulties. [ABSTRACT FROM AUTHOR]

There is increased attention around employer brand in the marketing domain, as firms appreciate the strategic imperative of attracting and retaining quality employees (internal customers). This study provides the first empirical assessment of internal customer perceived value (ICPV), a multi-dimensional construct relating to monetary, functional, emotional, and social value. Specifically, this study examines the socio-structural and social exchange elements upon which ICPV is derived, in the creation of the ICPV model which identifies crucial sources of value creation. The findings show that sources of value were the firm's material resources, authoritative resources, implicit rules, and relational exchanges, with differing results amongst full-time and part-time employees. Isolating the sources of value provides a rich opportunity for marketing managers, in better understanding how to emphasise ICPV in internal marketing communications. The findings prompt future research opportunities on how ICPV knowledge can grow from this infant stage and provide key considerations for marketing managers. [ABSTRACT FROM AUTHOR]

Copyright of Research Papers of the Wroclaw University of Economics / Prace Naukowe Uniwersytetu Ekonomicznego we Wroclawiu is the property of Uniwersytet Ekonomiczny we Wroclawiu and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

If already existing energy cooperatives and other citizen-led initiatives are to benefit from energy sharing and other privileges under the EU Internal Electricity Market and Renewable Energy Directives, their internal governance will have to adhere to the requirements set by these Directives. This contribution combines legal-doctrinal and empirical research on German energy communities to determine the extent to which different interpretations of the Directives respect established governance structures. It goes on to evaluate which interpretation creates the least disruptive incentives for communities to adapt their internal governance to the Directives. The contribution argues that the Directives should tolerate that energy communities pursue financial goals in addition to economic, environmental, or social benefits. It finds that the exclusion of energy companies, large enterprises, and non-local authorities from membership under the Renewable Energy Directive deters a desirable skill transfer. An exiting member should not be entitled to an immediate reimbursement, to preserve the financial viability of the community. The interpretation of autonomy and effective control should respect the indirect democracy in most communities with few active members leading the way and taking the most important decisions. Finally, the activities and size of the community should inform the interpretation of the proximity requirement. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Language & Law / Revista de Llengua i Dret is the property of Revista de Llengua i Dret and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

In today’s fast-moving world of information technology (IT), software professionals are crucial for a company’s success. However, they frequently experience low motivation as a result of competitive pressures, unclear incentives, and communication gaps. This underscores the critical need to handle these internal marketing challenges such as employee motivation, development, and engagement in IT organizations. Internal marketing practices aiming at attracting, engaging, and inspiring employees to use excellent services have become increasingly important. Internal marketing is attracting, engaging, and motivating employees as internal customers to utilize their quality services. Gamification has emerged as a significant trend over recent years. Despite the expanding use of gamification in the workplace, there is still a lack of focus on internal marketing tactics that incorporate gamification approaches. Thus, addressing the challenges related to employee motivation, development, and engagement is crucial. Therefore, as a principal contribution, this research presents a comprehensive framework designed to implement gamified solutions for software teams of IT organizations. This framework has been tailored to effectively address the challenges posed by internal marketing by optimizing motivation, development, and engagement. Moreover, the framework is applied to design and implement a gamified work portal (GWP) through a systematic process, including the design of low-fidelity and high-fidelity prototypes. Additionally, the GWP is validated through a quasi-experiment involving IT professionals from different IT organizations to authenticate the effectiveness of framework. Finally, the outclass results obtained by the gamification-based GWP highlight the effectiveness of the proposed gamification approach in enhancing development, motivation, and engagement while fostering ongoing knowledge of the employees.

Employees play a crucial role in service firms, significantly influencing performance and value creation. Success in this regard depends on the efficient management of human resources as internal consumers. Therefore, this study examines the influence of organizational trust (OT) on job engagement (JE) and explores the moderating role of internal marketing (IM) on the relationship between organizational trust and job engagement. The study model was formulated and tested using data from 448 full-time employees in five-star hotels and category-A travel agencies in Egypt, specifically, in the Greater Cairo area. Findings revealed that OT positively impacts JE. IM positively impacts OT and JE. In addition, IM has a positive moderating impact on the relationship between OT and JE.

Cambodia is a country facing an unprecedented wave of development but also the delicate task of conservation of traditional heritage. Pottery is one of the crafts that the Khmer civilization had been able to produce in various forms, of which mainly two are found in the country today. One style, produced in the province of Kampong Chhnang, is utilitarian and has a fairly solid internal market due to the still predominant agricultural society of Cambodia. It is unglazed, and aesthetically unadorned, but nonetheless "traditional" in its simple features. Another ware, produced mainly in pottery studios related to the Royal University of Fine Arts in the capital Phnom Penh, is, quite bombastically, but not without a certain consciousness, retrieving and repeating in a modern key, the ancient royal pottery once produced at Angkor. The latter ware style is, ironically, mainly produced for the tourist business in present‐day Cambodia, and therefore, arguably superfluous for the country's living cultural heritage. This article investigates the two modes of production and attempts to elucidate why different practical and aesthetical approaches are selected for different purposes and markets by practitioners and retailers, according to certain cultural interpretations of what is supposed to be "traditional." [ABSTRACT FROM AUTHOR]

Purpose: This work examines the returns to education for workers who pursue additional education after time out of the labor force. It compares those who remain in the labor force during additional education with those who drop out of the labor force during additional education. It compares two cohorts of the National Longitudinal Survey of Youth (NLSY). Design/methodology/approach: This work utilizes a difference equation to estimate the returns to education for workers who pursue additional education after time spent out of school and in the labor force. Findings: The results indicate a sheepskin return of approximately 14% for those who remain in the labor force and a return of approximately 9% to years of additional education for those who drop out of the labor force. This contrasting pattern of returns is robust to sample selection correction and a variety of checks. Research limitations/implications: This work does not fully account for all threats to causation. Further research could pursue these and make use of data from more clearly defined periods of education. Practical implications: This work finds key differences between the internal labor market faced by those remaining in the labor force and the external labor market faced by those dropping out of the labor force. A policy focused on re-training workers should account for these differences. Originality/value: This is the first work to compare workers who pursue additional education while remaining in the labor force to workers who pursue additional education and drop out of the labor force. [ABSTRACT FROM AUTHOR]

Employees should be treated as internal customers to motivate and engage in online knowledge sharing, which is the backbone of organisational competitiveness. Online knowledge sharing helps organisations survive fierce competition for the capability of facilitating the transfer of individual knowledge to organisational capital and decreasing redundant learning time. However, the majority of online participants, known as lurkers, just read the knowledge shared without contributing themselves. Based on Social Exchange Theory, this study focused on the determinants of lurkers and posters, especially in the organisational context. This study collected 792 responses from employees in Vietnamese organisations. Results show that knowledge self-efficacy and perceived ease of use are two strong determinants of knowledge sharing reciprocity and job performance. Additionally, knowledge sharing reciprocity is the critical determinant of posters' and lurkers' job performance. Knowledge sharing reciprocity mediates the impact of knowledge self-efficacy, perceived ease of use and organisational rewards on job performance for both poster and lurker groups. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to investigate a condition under which identity salience effects are weakened. By examining how identity salience influences individuals' product judgment in a domain of trade-offs, the current research demonstrates that the utilitarian value of a product is an important determinant of the effectiveness of identity salience on product judgment. Design/methodology/approach: This research consists of two experiments. In Experiment 1, the authors examined whether identity salience effects were mitigated when the level of the perceived utilitarian value of an identity-incongruent product was greater than that of an identity-congruent product. In Experiment 2, the authors examined the effectiveness of internal attribution as a moderator that strengthens identity salience effects when the perceived utilitarian value of an identity-incongruent (vs. identity-congruent) product is higher. Findings: In Experiment 1, the authors show that when the utilitarian value of a product with an attribute congruent (vs. incongruent) with one's salient identity is lower, individuals do not show a greater preference for the identity-congruent (vs. identity-incongruent) product, mitigating the identity salience effects. Experiment 2 demonstrates that when individuals with a salient identity attribute a decision outcome to the self, they display a greater preference for the identity-congruent product even when its utilitarian value is lower compared to that of the identity-incongruent product. Research limitations/implications: The research contributes to previous research examining conditions under which identity salience effects are weakened [e.g. social influence by others (Bolton and Reed, 2004); self-affirmation (Cohen et al., 2007)] by exploring the role of the utilitarian value of a product, which has not been examined yet in prior research. Also, by doing so, the current research adds to the literature on identity salience in a domain of trade-offs (Benjamin et al., 2010; Shaddy et al., 2020, 2021). Finally, this research reveals that when a decision outcome is attributed to the self, identity salience effects become greater. By finding a novel determinant of identity salience effects (i.e. internal attribution), the present research contributes to the literature that has examined factors that amplify identity salience effects [e.g. cultural relevance (Chattaraman et al., 2009); social distinctiveness (Forehand et al., 2002); different types of groups (White and Dahl, 2007)]. Practical implications: The findings provide managerial insights on identity-based marketing by showing a condition under which identity-based marketing does not work [i.e. when the utilitarian value of an identity-congruent (vs. identity-incongruent) product is lower] and how to enhance the effectiveness of identity-based marketing by using internal attribution. Originality/value: By exploring the role of utilitarian value, not yet examined in prior research, the present research adds to the knowledge of the conditions under which identity salience effects are weakened. Furthermore, by finding a novel determinant of identity salience effects (i.e. internal attribution), the research contributes to the literature on factors that amplify identity salience effects. [ABSTRACT FROM AUTHOR]

About 40% of workers find their jobs through referrals. We distinguish between two types of referrals based on whether the referrer works at the hiring firm (internal referrals) or not (external referrals). Interestingly, jobs found through internal (external) referrals pay more (less) than those found through formal methods. An equilibrium labor market model is then built by introducing an incentive‐compatible mechanism through which workers can share job opening information. A nondegenerate wage distribution arises in equilibrium with a wage premium (penalty) for internal (external) referrals. When calibrated, our model can capture these salient features of the U.S. labor market. [ABSTRACT FROM AUTHOR]

Copyright of Gharee for Economics & Administration Sciences is the property of Republic of Iraq Ministry of Higher Education & Scientific Research (MOHESR) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Employees play a crucial role in service firms, significantly influencing performance and value creation. Success in this regard depends on the efficient management of human resources as internal consumers. Therefore, this study examines the influence of organizational trust (OT) on job engagement (JE) and explores the moderating role of internal marketing (IM) on the relationship between organizational trust and job engagement. The study model was formulated and tested using data from 448 full-time employees in five-star hotels and category-A travel agencies in Egypt, specifically, in the Greater Cairo area. Findings revealed that OT positively impacts JE. IM positively impacts OT and JE. In addition, IM has a positive moderating impact on the relationship between OT and JE. [ABSTRACT FROM AUTHOR]

As the US healthcare system transitions from volume to value, various value‐based programs tie medical reimbursements to hospital performance relative to national top performers (i.e., benchmarks). However, prior studies report very limited results on how such benchmarks affect care delivery and patient outcomes across multiple performance fronts. This study examines how general acute care hospitals progress toward benchmarks measured by performance frontiers in technical efficiency, clinical quality, and patient experience over time, subjecting to external market conditions and internal focuses. Based on a panel dataset comprising hospitals in California from 2012 and 2019, our results find support for competitive‐distance‐driven progression rates, suggesting that hospitals' competitive positions measured by their distances to benchmarks drive performance improvements. Yet, the effect diminishes as they move closer to performance frontiers. In addition, we find that market competition reduces the progression rate of technical efficiency. Finally, our results also suggest that focus improves performance progression rates, yet its effects are curvilinear. [ABSTRACT FROM AUTHOR]

Copyright of Quarterly Journal of Marketing is the property of Japan Marketing Academy and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Gharee for Economics & Administration Sciences is the property of Republic of Iraq Ministry of Higher Education & Scientific Research (MOHESR) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The EU and the US are more similar than they are different in their approach to equivalence. The world of derivatives is where the equivalence approach is most developed in the US, although in the US, equivalence is referred to as substituted compliance and is found only after a determination that the foreign regulatory regime is comparable to that in the US. US substituted compliance has been developed through the regulatory process, meaning that it is subject to continued development and could change over time at the whim of the regulators who are then in charge. In the case of credit institutions (EU) or commercial/retail banking (US), both the EU and the US largely follow an extra-territorial or territorial approach applying national law to a branch of a foreign entity doing business in the US (the extra-territorial approach) or requiring that a US subsidiary or intermediate holding company be established that is fully subject to US law (the territorial approach). In the provision of investment services, equivalence may theoretically be used to determine whether a third-country firm may offer investment services without a branch throughout the EU. As a practical matter, the only way to access the EU internal market is through a subsidiary established in a Member State (the territorial approach). A few broker-dealer activities may be conducted by foreign firms in the US without registering with the US Securities and Exchange Commission (SEC), but otherwise foreign firms must register with the SEC and become a member of the Financial Industry Regulatory Authority (FINRA) self-regulatory organization to engage in underwriting, private placement, and mergers and acquisitions advisory services. [ABSTRACT FROM AUTHOR]

This research paper explores the complicated connection between uncertainty and the Markowitz asset allocation framework, specifically investigating how mistakes in estimating parameters significantly impact the performance of strategies during out-of-sample evaluations. Drawing on relevant literature, we highlight the importance of our findings. In contrast to common assumptions, our study systematically compares these approaches with alternative allocation strategies, providing insights into their performance in both anticipated and real-world out-of-sample events. The research demonstrates that incorporating methods to address uncertainty enhances the Markowitz framework, challenging the idea that longer sample periods always lead to better outcomes. Notably, imposing a short-sale constraint proves to be a valuable strategy for improving the effectiveness of the initial portfolio. While revealing the complexities of uncertainty, our study also highlights the surprising resilience of basic asset allocation approaches, such as equally weighted allocation, which exhibit commendable performance. Methodologically, we employ a rigorous out-of-sample evaluation, emphasizing the practical implications of parameter uncertainty on asset allocation outcomes. Investors, portfolio managers, and financial practitioners can use these insights to refine their strategies, considering the dynamic nature of markets and the limitations internal to the traditional models. In conclusion, this paper goes beyond the theoretical scope to provide substantial value in enhancing real-world investment decisions. [ABSTRACT FROM AUTHOR]