This article discusses the need for more satisfactory implicit measures in consumer psychology and assesses the theoretical foundations, validity, and value of the Implicit Association Test (IAT) as a measure of implicit consumer social cognition. Study 1 demonstrates the IAT's sen sitivity to explicit individual differences in brand attitudes, ownership, and usage frequency, and shows their correlations with IAT-based measures of implicit brand attitudes and brand re lationship strength. In Study 2, the contrast between explicit and implicit measures of attitude toward the ad for sportswear advertisements portraying African American (Black) and Euro pean American (White) athlete-spokespersons revealed different patterns of responses to ex plicit and implicit measures in Black and White respondents. These were explained in terms of self-presentation biases and system justification theory. Overall, the results demonstrate that the IAT enhances our understanding of consumer responses, particularly when consumers are either unable or unwilling to identify the sources of influence on their behaviors or opinions.
Lean thinking has become pervasive in manufacturing, but its use in sales remains exploratory. In this paper, we demonstrate the sales application of an essential tool for lean management called value stream mapping. We conceptualize sales as a process in which a buyer and seller jointly participate in creating value, and using a case study, we demonstrate how this process can be mapped and analyzed. Finally, we discuss opportunities and challenges for future research, particularly the importance of customer-centric value metrics.Both authors contributed equally, and their names are listed in alphabetical order. Downloaded by [The Aga Khan University]
Organizations that include a manufacturing, assembly and/or material processing (MAMP) functions have become increasingly complex, competitive, and dynamic. These organizations demand increased emphasis on recruiting, developing, and retaining management talent to gain a competitive edge. This paper uses a modified Delphi triangulation approach to identify and categorize first-level MAMP management competencies perceived to be important by three critical stakeholder groups -an expert MAMP upper management panel, first-level MAMP managers who have been employed between one to three years, and business management faculty members. The results identify 14 knowledge, skill, and value-based competencies and three higher-order factors as essential components within the MAMP management function. There was considerable consistency in the perceptions of the three groups in evaluating the importance of these competencies, with the exception that first-level managers placed greater importance on technical skills for daily MAMP activities than upper management.
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