DigitalCommons@UNO

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  Strong Brands, Strong Relationships

  Susan Fournier, Michael Breazeale, Jill Avery, Erin G. Pleggenkuhle-Miles, Gina Scott Ligon, and Mackenzie Harms

  Editors: Susan Fournier, Michael J Breazeale and Jill Avery

  Chapter 20, Branding Terror: Building Notoriety in Violent Extremist Organizations, co-authored by Erin G. Pleggenkuhle-Miles, Gina Scott Ligon, and Mackenzie Harms, UNO faculty members.

  From the editor team of the ground-breaking Consumer-Brand Relationships: Theory and Practice comes this new volume. Strong Brands, Strong Relationships is a collection of innovative research and management insights that build upon the foundations of the first book, but takes the study of brand relationships outside of traditional realms by applying new theoretical frameworks and considering new contexts. The result is an expanded and better-informed account of people’s relationships with brands and a demonstration of the important and timely implications of this evolving sub-discipline.

  A range of different brand relationship environments are explored in the collection, including: online digital spaces, consumer collectives, global brands, luxury brands, branding in terrorist organizations, and the brand relationships of men and transient consumers. This book attends to relationship endings as well as their beginnings, providing a full life-cycle perspective. While the first volume focused on positive relationship benefits, this collection explores dysfunctional dynamics, adversarial and politically-charged relationships, and those that are harmful to well-being. Evocative constructs are leveraged, including secrets, betrayals, anthropomorphism, lying, infidelity, retaliation, and bereavement. The curated collection provides both a deeper theoretical understanding of brand relationship phenomena and ideas for practical application from experiments and execution in commercial practice.

  Strong Brands, Strong Relationships will be the perfect read for marketing faculty and graduate students interested in branding dynamics, as well as managers responsible for stewarding brands.

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  Creating Cultural Capital: Cultural Entrepreneurship in Theory, Pedagogy and Practice

  Olaf Kuhlke, Annick Schramme, René Kooyman, A. Erin Bass, Ivana Milosevec, and Dale Eesley

  Editor: Olaf Kuhlke, Annick Schramme, and René Kooyman

  Chapter, Examining and reconciling identity issues among artist-entrepreneurs, co-authored by A. Erin Bass, UNO faculty member.

  In recent years, the global creative economy has experienced unprecedented growth. In tandem with that, considerable research has been conducted to determine what exactly the creative economy is, what occupations are grouped under that name, and how it is to be measured. Organizations on various scales, from the United Nations to local governments, have released “creative” or “cultural” economy reports, developed policies for creative urban renewal, and directed attention to creative place making—the purposeful infusion of creative activity into specific urban environments.
  
  Parallel to these research and policy interests, academic institutions and professional organizations have begun to develop training programs for future professionals in the creative and cultural industries. In this book, more than fifty scholars from across the globe shed light on this phenomenon of cultural entrepreneurship. Readers will find conceptual frameworks for building new programs for the creative industries, examples of pedagogical approaches and skills-based training, and concrete examples of program and course implementation.

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  The Dark Side of CRM: Customers, Relationships and Management

  Bang Nguyen, Lyndon Simkin, Ana Isabel Canhoto, Michael Breazeale, Erin G. Pleggenkuhle-Miles, Mackenzie Harms, and Gina Scott Ligon

  Editors: Bang Nguyen, Lyndon Simkin, Ana Isabel Canhoto

  Chapter 9, Brand Relationships and Violent Extremist Organizations, co-authored by Erin G. Pleggenkuhle-Miles, Mackenzie Harms, and Gina Scott Ligon, UNO faculty members.

  Customers are treated badly. Not all customers. Not always. But many are and often. Some customers are bad. They treat firms badly. Firms have to react. Employees and customers endure the consequences. Such bad behaviours, by firms and customers, have consequences for perceptions of trust and fairness, for endorsements and referrals, for repeat purchasing and loyalty, and ultimately for a firm’s profitability and RoI. The management of customer relationships is core to the success and even survival of the firm. As The Dark Side of CRM explores, this is an area fraught with difficulties, duplicitous practice and undesirable behaviours. These need acknowledging, mitigating and controlling.

  This book is the first of its kind to define these dark sides, exploring also how firms and policy-makers might address such behaviours and manage them successfully. With contributions from many of the leading exponents globally of CRM and understanding customers, The Dark Side of CRM is essential reading for students, researchers and practitioners interested in managing customers, relationship marketing and CRM, as well as social media and marketing strategy.

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  Case Studies in Sustainability Management - The Oikos Collection Vol. 3

  Jordi Vives Gabriel, A. Erin Bass, and R. J. Morris

  Editor: Jordi Vives Gabriel

  Chapter 9, Lululemon’s commitment to the environment: A tangle of seaweed, suppliers & social responsibility, co-authored by A. Erin Bass, UNO faculty member.

  With the rapidly growing importance of sustainability and corporate responsibility in a globalised world, management schools are increasingly integrating long-term economic, environmental and social issues into their teaching and research. Climate change, poverty, labour standards and human rights are among the many topics that future decision-makers will need to face in their careers. Business education needs to reflect this new reality and provide a broadened understanding of value creation in order to create economic capital while developing social and preserving natural capital. Case studies can be important tools for creating learning processes on different levels - students are forced to struggle with exactly the kinds of decisions and dilemmas managers confront every day. In this reflection of reality, the values and goals of the student are systematically challenged. This can be especially valuable in the context of sustainability management - organisations are now continually forced to value the different aspects of sustainability and their interrelations: How do social issues impact the economic bottom line? How can an environmentally sound strategy create a positive impact on employee motivation and thus have measurable impact on economic performance? What comes first and why? This third collection of oikos case studies is based on the winning cases from the 2010 to 2013 annual case competition. So what makes an excellent case in sustainability management? These cases have been highly praised because they provide excellent learning opportunities, tell engaging stories, deal with recent situations, include quotations from key actors, are thought-provoking and controversial, require decision-making, provide clear take-aways and are all supported by teaching guidance and comprehensive teaching notes available to faculty. These cases are clustered in three different sections: "Large Corporations and Corporate Sustainability Dilemmas", "Managing Stakeholder Relations" and "Sustainability as a Source of Differentiation Strategies". Case Studies in Sustainability Management will be an essential purchase for educators and is likely to be a widely used as a course textbook at all levels of management education.

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  Research Methodology in Strategy and Management

  Donald D. Bergh, Dave K. Ketchen Jr., Erin G. Pleggenkuhle-Miles, and Mike P. Weng

  Editors: D. Bergh, D. Ketchen

  Chapter, Embracing Debates to Advance Global Strategy Research, co-authored by Erin G. Pleggenkuhle-Miles, UNO faculty member

  This book series' mission is to provide a forum for critique, commentary, and discussion about key methodology issues in the strategic management field. Strategic management relies on an array of complex methods drawn from various allied disciplines to examine how managers attempt to lead their firms toward success. The field is undergoing a rapid transformation in methodological rigor, and researchers face many new challenges about how to conduct their research and in understanding the implications that are associated with their research choices. This book series seeks to bridge the gap between what researchers know and what they need to know about methodology. In each volume, renowned scholars contribute chapters in their areas of methodological expertise.