品牌表现评价反应时与关注特性的关系

The decision making of customers has been a great concern in the field of customer research. Although China has entered the era of brand consumption and development, due to the different understanding of the regarded attributes between companies and customers, the phenomenon of “The awarded products don’t sell well, but the products which sell well can’t get the award.” appears. At the same time there is little research on the relationship between the brand and the customers has been conducted in China now. Traditional research on customer psychology employ questionnaires, depth interview and group discussions as the major methods. In cognitive psychology, the limitation of explicit memory has been revealed by implicit memory; moreover, unconscious cognition and implicit memory can also influence customers' remark of the brand. Therefore, the traditional methods are not accurate enough. Reaction time is an effective way to reveal testing equality, and it can also reveal implicit cognition. Based on the researches intends to investigate the validity of attention attributes in the method of reaction time by questionnaires and time reaction testing of 360 customers in 3 cities, which may, probably, overcomes the limitation of the traditional research methods. The 352 valid samples were analyzed by SPSS. The results showed there was no distinct corresponding relationship between the product attributes and reaction time. The different key attributes from questionnaire importance rating and the shortest reaction time standards were used to regressively analyze the results of customers’ overall rating (such as overall satisfaction,objective quality, recommend intention).The results indicated that the coefficiency of regression of the special attributes chosen from reaction time to overall rating was distinct, while the coefficiency of the special attributes chosen from importance rating to overall rating was not. The main conclusions are: 1. Regarded attributes can be obtained by the reaction time of brand performance rating. 2. Regarded attributes obtained by the reaction time of brand performance rating are more accurate than those by importance rating questionnaires. 3. The brand’s core attributes should includes regarded attributes during the decision making process.

Changes in innovation styles - comprehensive study of the changes in innovation styles to identify the causes and effects of different influencing factors and capabilities to create a general innovation pattern.

An investigation in innovation management and entrepreneurial management is conducted in this thesis. The aim of the research is to explore changes of innovation styles in the transformation process from a start-up company to a more mature phase of business, to predict in a second step future sustainability and the probability of success. As businesses grow in revenue, corporate size and functional complexity, various triggers, supporters and drivers affect innovation and company's success. In a comprehensive study more than 200 innovative and technology driven companies have been examined and compared to identify patterns in different performance levels. All of them have been founded under the same formal requirements of the Munich Business Plan Competition -a research approach which allowed a unique snapshot that only long-term studies would be able to provide. The general objective was to identify the correlation between different factors, as well as different dimensions, to incremental and radical innovations realised. The 12 hypothesis were formed to prove have been derived from a comprehensive literature review. The relevant academic and practitioner literature on entrepreneurial, innovation, and knowledge management as well as social network theory revealed that the concept of innovation has evolved significantly over the last decade. A review of over 15 innovation models/frameworks contributed to understand what innovation in context means and what the dimensions are. It appears that the complex theories of innovation can be described by the increasing extent of social ingredients in the explanation of innovativeness. Originally based on tangible forms of capital, and on the necessity of pull and technology push, innovation management is today integrated in a larger system. Therefore, two research instruments have been developed to explore the changes in innovations styles. The Innovation Management Audits (IMA Start-up and IMA Mature) provided statements related to product/service development, innovativeness in various typologies, resources for innovations, innovation capabilities in conjunction to knowledge and management, social networks as well as the measurement of outcomes to generate high-quality data for further exploration. In obtaining results the mature companies have been clustered in the performance level low, average and high, while the start-up companies have been kept as one cluster. Firstly, the analysis exposed that knowledge, the process of acquiring knowledge, interorganisational networks and resources for innovations are the most important driving factors for innovation and success. Secondly, the actual change of the innovation style provides new insights about the importance of focusing on sustaining success and innovation ii 16 key areas. Thirdly, a detailed overview of triggers, supporters and drivers for innovation and success for each dimension support decision makers in putting their company in the right direction. Fourthly, a critical review of contemporary strategic management in conjunction to the findings provides recommendation of how to apply well-known management tools. Last but not least, the Munich cluster is analysed providing an estimation of the success probability of the different performance cluster and start-up companies. For the analysis of the probability of success of the newly developed as well as statistically and qualitative validated ICP Model (Innovativeness, Capabilities & Potential) has been developed and applied. While the model was primarily developed to evaluate the probability of success of companies; it has equal application in the situation to measure innovativeness to identify the impact of various strategic initiatives within small or large enterprises. The main findings of the model are that competitor, and customer orientation and acquiring knowledge important for incremental and radical innovation. Formal and interorganisation networks are important to foster innovation but informal networks appear to be detrimental to innovation. The testing of the ICP model h the long term is recommended as one subject of further research. Another is to investigate some of the more intangible aspects of innovation management such as attitude and motivation of mangers. IV

North Wales Clinical Librarian project. Final project report

Urquhart, C., Durbin, J. & Turner, J. (2005). North Wales Clinical Librarian project. Final project report. Aberystwyth: Department of Information Studies. Summary report, plus individual site summary reports also available from http://users.aber.ac.uk/cju/ Sponsorship: NHS Trusts in North Wales

JUSTEIS: JISC Usage Surveys: Trends in Electronic Information Services Final report 2003/2004 Cycle Five

Urquhart, C., Spink, S., Thomas, R., Yeoman, A., Durbin, J., Turner, J., Fenton, R. & Armstrong, C. (2004). JUSTEIS: JISC Usage Surveys: Trends in Electronic Information Services Final report 2003/2004 Cycle Five. Aberystwyth: Department of Information Studies, University of Wales Aberystwyth. Sponsorship: JISC

Training for professional librarians in Slovakia by distance-learning methods: an overview of the PROLIB and EDULIB projects

Tedd, L.A., Dahl, K., Francis, S.,Tet?evov?, M.& ?ihlavn?kov?, E.(2002).Training for professional librarians in Slovakia by distance-learning methods: an overview of the PROLIB and EDULIB projects. Library Hi Tech, 20(3), 340-351. Sponsorship: European Union and the Open Society Institute

Customers' responses to retail brand extensions

Alexander, N.; and Colgate, N. (2005). Customers' responses to retail brand extensions. Journal of Marketing Management. 21(3-4), pp.393-419 RAE2008