The American Dental Association and the value of membership.
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The Chair of the ADA Council on Membership presents a snapshot of current membership numbers and trends and association membership initiatives. ADA programs include advocacy, science to enhance care, a portfolio of member benefits, attention to the concerns of young professionals, and a tripartite organizational structure.Keywords:
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Organizational structure
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Chris Johansen is on the board for the Rockton Yuba Hockey Association, a robust and growing youth hockey association near St. Paul, MN. Parents in the association have brought to his attention a couple issues with the structural organization. Specifically, (1) some think athletes are limited in their opportunity to develop to their fullest potential because of the current structure of the association, and (2) others feel that if the youth hockey association was organized differently this would facilitate retention of players through high school. Chris has been charged by the president of the association to learn more about potential organizational changes and how these changes could impact the players and organization. Based on this information, the advisory committee has been asked to submit a recommendation to the board regarding potential organizational changes. The Integrative Model for Organizational Theory will be used to gain a better understanding of the organizational change process.
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Abstract Purpose The purpose of this paper is to analyse the effect of distributing sustainable labels on the retailer's corporate brand. More specifically, the objectives are to investigate how the scope of a portfolio of sustainable labels affects the consumer perceived ethicality (CPE) of the retailer that distributes them and to understand how the perceived ethicality affects retail patronage. Design/methodology/approach In total, 230 individuals participated in a street intercept survey. Data were analysed with partial least squares structural equation modelling. Findings Both the perceived scope of the portfolios of collective sustainable labels and retailer-owned sustainable labels improve the CPE of the retailer. In addition, the CPE of the retailer increases patronage. The portfolio of collective sustainable labels has more impact on the CPE of the retailer than the portfolio of retailer-owned labels, but the latter has more impact on retail patronage. Research limitations/implications In addition to limitations inherent to the methodology (e.g. survey based on stated behaviours), the model developed is simple and exploratory and does not include potential boundary conditions of the highlighted effects. Practical implications Sustainable labels may not only contribute to product sales and product positioning, but also to position the retailer brand by improving the consumer perception of ethicality and indirectly increase retail patronage. Originality/value Anchored in the branding literature, this research is the first to conceptualize sustainable labels as a portfolio and measure their collective impact on the retailer's corporate brand and indirectly on patronage.
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Authoritative structure is the main impetus behind the execution and development of the association. For an association to make progress and upper hand, it is profoundly imperative that there ought to be finished arrangement between the hierarchical structure and the vital objectives of the association. An appropriately planned hierarchical structure enhances the stream of data and correspondence inside of the association.
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Currently,the lean organizational structure has become a mainstream trend in the leading enterprise organizational restructuring.The organizational structure of logistics enterprises in China mostly belongs to linear function structure,which cannot make quick response to the market.The lean organizational structure for logistics enterprises can save a lot of human,financial,material resources,and comprehensively improve the logistics enterprises operating efficiency and effectiveness.The leanization of the logistics enterprises' organizational structure can be completed by flatization and flexiblization.
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Reveals the secrets of how to uncover the hidden value of companies and build a portfolio of long-term growth shares. Takes you step-by-step through the analysis process and, using interactive case studies, it will teach you how to apply these techniques with skill and confidence. Authors: Ken Langdon is a consultant and trainer as well as a bestselling author. Alan Bonham is a chartered accountant and trainer.
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To form alliances is an important strategy for small and medium enterprises (SMEs) to develop, and acquire resources, and to survive. SMEs often need to cooperate with larger organizations with more power, which means that it is crucial to avoid being locked-into the partner’s value chain or locked-out from the system or market. SMEs therefore need to develop a portfolio of alliances to balance and sustain their relationship with larger firms. The purpose of this chapter is to examine the alliance portfolio capability SMEs need to manage their relationships with larger organizations. To address this, three case studies of high-tech SMEs in the ICT industry are analyzed. They manage their alliances by moves and countermoves and by developing warding, agility, balancing, portfolio proactiveness, and awareness to remain an independent firm.
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The effects of association value of nonsense forms on reaction times of 16 college students on a Sternberg-type recognition-memory task were examined. Results indicated a linear relation between RT and length of the memorized list for high association-value forms but a non-linear relation for low association-value forms. These data support Briggs' (1974) conclusions regarding the nature of the RT/list length function.
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Posits that, in recent years, more firms have chosen to use outside service vendors to provide at least a portion of their logistical support requirements. Presents projected usage trends for selected services as identified by logistics executives. Discovered differences in anticipated usage levels of external logistical services when firms of different organizational structure were examined.
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Patent holders may choose to protect innovations with single patents or to develop portfolios of multiple, related inventions. We propose a simple decision-making model in which patent-holders may allocate resources to either expanding the number of related patents or investing in higher value of patents in the portfolio. We estimate the derived value equation using portfolio value data from an inventor survey. We find that investments in individual inventions exhibit diminishing returns, and that much of the value of a portfolio depends on adding new inventions. These effects are less pronounced in high-techology industries, when the inventions rely on external information, and when the inventor holds a doctorate. We also find higher returns to an increase of the number of inventions when firms perceive patent protection to be strong. Thus, a higher number of inventions in a portfolio may reflect both genuine creation of value or stronger appropriability via patents.
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