Efficacy-Performance Spirals: A Multilevel Perspective

1995 ◽  
Vol 20 (3) ◽  
pp. 645 ◽  
Author(s):  
Dana H. Lindsley ◽  
Daniel J. Brass ◽  
James B. Thomas
Keyword(s):  
Multilevel Perspective ◽  
Performance Spirals

Motivating job characteristics and happiness at work: A multilevel perspective.

2018 ◽  
Vol 103 (11) ◽  
pp. 1230-1241 ◽  
Author(s):  
Wido G. M. Oerlemans ◽  
Arnold B. Bakker
Keyword(s):  
Job Characteristics ◽  
Multilevel Perspective

Managing Leader Talent: A Multilevel Perspective and Model

2006 ◽  
Author(s):  
Michael Ingerick ◽  
Kenneth Schwartz ◽  
Johnny Weissmuller
Keyword(s):  
Multilevel Perspective

Proactive Value Co-Creation via Structural Ambidexterity: Customer Success Management and the Modularization of Frontline Roles

2021 ◽  
pp. 109467052199756
Author(s):  
Bryan Hochstein ◽  
Nawar N. Chaker ◽  
Deva Rangarajan ◽  
Duane Nagel ◽  
Nathaniel N. Hartmann
Keyword(s):  
Value Creation ◽  
Functional Role ◽  
Service Firms ◽  
Study Analysis ◽  
Case Study Analysis ◽  
Multilevel Perspective ◽  
Business To Business ◽  
Depth Interviews

An increasing number of business-to-business (B2B) service firms have transitioned to recurring revenue-based solutions. These subscription B2B solutions are becoming increasingly common, yet offer challenges for long-term renewal if value is not consistently realized by the customer. To address this concern, customer success (CS) management has emerged. CS management is based on regular proactive action taken by the seller to (a) educate, prepare, and engage customers for value co-creation; (b) demonstrate the value delivered by the solution; and (c) provide a channel for advocacy on behalf of customers within the service-providing firm. Our findings highlight the under-researched topic of CS in B2B settings. Specifically, we propose the CS function and role as a structural alternative to within-person (i.e., cross-functional) ambidexterity and emphasize the ability of a CS focus by service firms to complement existing firm operations in value creation efforts. Our case study analysis provides a multilevel perspective (i.e., executive, functional role employees, and customers) via in-depth interviews that offer unique insights on “how parts of the service-sales system work together.” Overall, CS is growing as a practice that propagates value to the customer via ongoing success with solutions while improving service-firm renewal and growth of subscription business.

scholarly journals With a Little Help from Their Friends: The Consequences of Populists in National Government for Policymaking in Local Government

2021 ◽  
pp. 1-26
Author(s):  
Fred Paxton
Keyword(s):  
Local Government ◽  
National Government ◽  
Radical Right ◽  
Local Policy ◽  
Institutional Settings ◽  
Strategic Value ◽  
Two Factors ◽  
Multilevel Perspective ◽  
Radical Right Parties ◽  
Newspaper Data

Abstract Despite increasing research into populist parties in power, their impact on subnational institutions has been neglected. Taking a novel multilevel perspective, this article inquires into the policy consequences of populist radical right parties (specifically, the FPÖ and Lega) in local government, and the effect of their simultaneous participation in national government. The article shows the expansion of exclusionary policy that follows their concurrent presence in national and local government. The process that leads from national government entry to local policy influence is traced using interview and newspaper data. The article argues that the influence of central parties over these ‘showcase’ localities is rooted in different multilevel governance configurations. These vary cross-nationally according to two factors: the strength of mayors’ linkages with higher government levels in the different institutional settings and, due to the different extent of party nationalization, the strategic value of the municipality to the central party.

Eco-Innovation and Transitions

2009 ◽  
pp. 103-124
Author(s):  
René Kemp
Keyword(s):  
Sustainable Development ◽  
The Netherlands ◽  
Jel Classification ◽  
Transition Management ◽  
Theoretical Terms ◽  
Societal Transformation ◽  
International Debate ◽  
Multilevel Perspective ◽  
Development Network ◽  
Lock In

- This paper is aimed at examining the scholarship on system innovation and societal transformation for sustainable development, which today is known as "transition management". In theoretical terms, the approach of transition management relies on markets, guidance in the form of goals and visions of sustainable development, network management with an element of self-organisation. Transition management could be viewed as "evolutionary governance" as it is concerned with the functioning of the variation-selection-retention process: creating variety informed by visions of the sustainability, shaping new paths and reflexively adapting existing institutional frameworks and regimes. It is a model for escaping lock-in and moving towards solutions offering multiple benefits, not just for users but also for society as a whole. It is not a megalomaniac attempt to control the future but an attempt to insert normative goals into evolutionary processes in a reflexive manner. The multilevel perspective of change and the model of goal-oriented modulation and reflexive governance, on which transition management is based, are described. Experiences with transition management in the Netherlands are described too, as well as the international debate on transition management as a model of governance for sustainable development.Keywords: eco-innovation, transition, reflexive governance, multi-level change, the NetherlandsJEL classification: B52; Q50Parole chiave: governance ambientale; fallimenti del mercato; esternalitŕ; beni pubblici; economia del benessere; economia istituzionale.

Sign in / Sign up

Export Citation Format

Share Document